Drew has accepted the position as CIO for XXXX. As CIO, Drew will be in an expanded role from the predecessor as he will not only lead IT operations, but will also serve as a strategic business partner in developing the growth of XXXX’s multiple locations and online presence. When he spoke with the interim CIO, he was told there is much that can be done in the role, so Drew recognizes there will be opportunities for him to accomplish some impressive things to add to his resume.
There were multiple companies competing for Drew’s talents. He was contacted by another company that was interested in him and they asked him not to accept the XXXX offer until the spoke with him. That interview took place Monday morning and went very well. The pay was considerably higher, but it was a contract position as a Project Manager, as opposed to a full-time appointment as a CIO, and the company said they needed to go through a two week approval process. XXXX needed an immediate answer.
Initially, XXXX offered $150,000 with benefits and 2 weeks’ vacation. Drew contacted me and we created a strategy to counter for a higher salary and 3 weeks’ vacation. By focusing the negotiations on the values added by Drew serving as a strategic business partner, we established a foundation of value. We also subtly mentioned the other potential offer in order to leverage the college’s desire to have Drew as their CIO. In one afternoon, the offer was raised to $170,000 with a review in 6 months, plus 3 weeks of vacation time, and an annual bonus that will be defined by the board.
On Monday afternoon, Drew and I discussed the merits of each opportunity. Through prompting and questioning, he concluded the XXXX role best positioned him for the future, both in title and responsibility level. XXXX raised their offer $20,000 in 15 minutes because they wanted him, and included a review in 6 months. That figure could feasibly increase 10-15%, which would put him closer to $200,000.