Programs

Communication · Self-serve

Ask for a Raise

Two research reports, three rehearsals of the ask, measured over time.

A self-serve program for anyone with a pay conversation coming, built on Renatus. Two research reports and three simulation rooms · Four weeks, one or two rooms a week · Unlimited attempts · Ongoing thereafter.

4 weeks · 5 rooms · Total time 2 hours 15 min

Who it's for: Anyone with a pay conversation coming: an annual review, a promotion case, a counter-offer, or the one you decide to start yourself.
Cadence: 4 weeks
Format: Self-serve
Program sessions: 4

Who it's for

Anyone with a pay conversation coming: an annual review, a promotion case, a counter-offer, or the one you decide to start yourself.

Output

A sourced report on your market range and what moves it, and on your employer's direction and what your role can lead to, each with a confidence rating on every finding
A scored report after every rehearsal, with the moment that earned each score and one recommended focus
A trajectory across every attempt, into the real conversation and the next one
Scored against published frameworks: Principled Negotiation, Anchoring and Concession Theory, Cohen and Bradford's Influence Without Authority, Care and Challenge, Disciplined Prioritisation and Conversation Layers; the reports rest on named, cited sources

Program contents

Market position — Salary & Compensation
Employer position — Career Intelligence
Holding your number · The upward ask — Negotiation · Managing Up
Setting the boundary — Saying No Simulation

How the program works

The rooms

Salary & Compensation

Research

Name your perspective, evaluating your own pay, the specific job title, industry, region and country, your seniority and years of experience, and your employer's size.

Career Intelligence

Research

Name the company, the specific role, the region, and the decision you are facing: evaluating whether to negotiate a raise in your current role.

Negotiation

Simulation

Calibration: your role and seniority (early career, mid, senior, executive or founder), your sector, and the real negotiation coming up to mirror.

Managing Up

Simulation

Calibration: your role title, the power gap (peer-level senior, one-up, two-up or C-suite; for most people asking for a raise this is one-up, your direct manager), your sector and a line of context.

Saying No Simulation

Simulation

Calibration: your role title, the power dynamic, junior upward, and a line of context.

Why this program exists

You think you are underpaid, and you might be right, but a raise is granted on evidence and delivered in a conversation, not on a feeling. This program prepares you for both. Ren researches what your role pays in your market and where your employer stands, then builds three rooms and plays every person in them, adjusting to each decision you make, so the conversation is rehearsed before it is real.

What you'll achieve

Two sourced reports: your market range and what moves it, and your employer's direction and what your role can lead to, each with a confidence rating on every finding
A scored report after every rehearsal: each dimension with the moment that earned its score, strengths, development areas, blind spots where the evidence shows them, and one recommended focus with a first step
Unlimited attempts at every room, each a new scene at the calibration you set, scored on the same dimensions and charted against every attempt before it
A number, a floor and a one-sentence case, tested against three rehearsals before you say any of them to the person who can grant them

At a glance

Who it's for: Anyone with a pay conversation coming: an annual review, a promotion case, a counter-offer, or the one you decide to start yourself. It serves a first-time requester as well as someone who has asked before and wants the evidence and the rehearsal this time. It assumes you have a specific role title, a location, a manager, and a decision to make within the next month.
Cadence: 4 weeks
1: Market position · Salary & Compensation · Read the base salary distribution and the negotiation norms; write your number and your floor
2: Employer position · Career Intelligence · Read the company evidence and the compensation section; write your one-sentence case
3: Holding your number · The upward ask · Negotiation · Managing Up · Read Concession Pattern and Outcome; write your closing question
4: Setting the boundary · Saying No Simulation · Read Clarity and Alternative; have the real conversation; set the ongoing plan

Session by session

Week 1: Market position

Know your market range, where you sit in it, and which parts of a package have room to move.

Salary & Compensation

Week 2: Employer position

Know your employer's direction, what it pays relative to the market, and what your role can lead to.

Career Intelligence

Week 3: Holding your number · The upward ask

Open with the number, trade rather than concede, and stay steady when the other side pushes back

Negotiation Managing Up

Week 4: Setting the boundary

When the answer is scope instead of money, or a request to wait, decline to commit in one clear sentence and keep the relationship.

Saying No Simulation

Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability