Compensation Analyst

Pay you can explain, to the person asking and to a regulator.

Most growing companies set pay in the room: a number that felt right, anchored to whatever the last hire negotiated. It works until two people doing the same job are paid very differently and one of them finds out.

Bands, kept honest. A minimum, midpoint and maximum for each role level, checked against market on a schedule, with everyone who has drifted outside their band named rather than quietly ignored.

Offers modelled before they are made. Where the number sits in the band, what the people already doing that job are paid, the fully loaded cost including taxes and benefits, and what the counter is likely to be. You make the offer; the seat makes sure you make it knowing all four.

Postings held where your list says a range is required. A growing list of states requires a pay range in the job posting, and the requirements differ; your counsel keeps the list of what each jurisdiction requires, and this seat applies it. A posting that your list says needs a range and does not have one does not go out.

Compression caught early. New people hired at today's market alongside loyal people paid at history is the commonest quiet unfairness in a company that is growing, and the most expensive to discover from a resignation letter.

The equity review handled properly. Scoped, run carefully, and taken to your lawyer with options rather than circulated in a spreadsheet. This seat does not tell you that you are compliant, because that is not a thing it can honestly say.