An offer is the start of a decision, not the end of one. Read all of it, check it against why you started looking, and negotiate once and well.
Write down the reasons you started this. Then check the offer against them. More money on its own rarely fixes what made you look.
A verbal offer is a good sign, not an offer. Ask for the full terms in writing before you react to any of them.
Thank them, tell them you're glad to have it, and ask when they need an answer. Then take a day with it before you respond.
The best negotiating happens before there's an offer. Say what it would take to get you to yes from the first conversation. An offer built on what you've already told them rarely needs much negotiating.
Roles change as a process goes on, and so does your understanding of them. If the scope grows or your number moves, tell your recruiter when it happens and talk it through. A new number that first appears at the offer costs trust on both sides.
If you have one, they're on your side the whole way, not only at the end. They can shape the offer before it's written, tell you how the company is thinking, and test a number without it costing you anything.
The only number that's guaranteed. Compare it to what you make now and to what you said you wanted at the start.
Ask what the target is, what it's tied to, and what it has paid out in the last two years. A target that never pays is not pay.
Treat it as upside, not salary. It may be worth a lot or nothing. The next section covers what to ask.
Health coverage, retirement match, leave and time off add up. Ask for the benefits summary and price the difference from what you have.
Title, scope, who you report to, and the size of the team. These decide where you are in three years more than the first-year pay does.
It's reasonable to ask every one of these. A company that won't answer is telling you something.
Options, restricted stock units and profits interests all work differently. Ask which one it is and have them explain it in a sentence.
A number of shares means nothing without the total. Ask what percentage of the company the grant represents.
For options, ask the strike price and the most recent valuation. Ask what you'd owe to exercise, and when.
The usual shape is four years with nothing in the first. Ask if yours is different, and if anything speeds up when the company is sold.
Ask how long you'd have to exercise after leaving. Ninety days is common, and it can make vested options hard to keep.
Base, a sign-on bonus, equity, start date, title and the timing of your first review can often move. Benefits plans and bonus structure usually can't.
Put everything in a single request. Coming back a second and third time wears out goodwill quickly.
"Can you do better?" invites a small bump. "If you can get to this, I'll sign" gets a real answer.
Set your floor before the conversation, not during it. If the final offer is below it, say no politely and mean it. Don't bluff about leaving unless you're ready to.
Reasons that come from the role and your experience land. Reasons that come from your expenses don't.
These are your future colleagues. Be direct and warm, and be someone they're still glad they hired when it's done. It isn't common, but offers do get pulled. How you ask matters as much as what you ask for.
A no to your ask is not a no to you. The original offer usually still stands. Decide before you ask whether you'd take it as it is, so their answer doesn't catch you without one.
If you're good at your job, your company will likely try to keep you. Decide how you'll respond before you resign, not in the room.
If the raise or the promotion was possible, ask yourself why it took a resignation to get it.
A counteroffer usually fixes pay. If your reasons were growth, scope, team or direction, those are still there on Monday.
Say you've accepted another role, thank them, and give your date. Don't frame it as a decision you're still making.
Non-compete, non-solicit, confidentiality and notice terms. Know what you're agreeing to after you leave, not only while you're there.
Anything promised in conversation, such as a review at six months or a remote arrangement, should be in the letter.
If you need more time, ask for it with a specific day. Going quiet makes a company nervous.
Before you sign, and before you resign. They can settle any open points, and they'll want to help you plan the resignation.
Let the other companies know you've accepted. It takes two minutes and people remember it.
This is a recruiter's perspective, not legal or tax advice. For equity and contract terms, have a professional read the documents.