Compare Job Offers

Compare offers on total compensation, growth, risk, and daily life, with the equity math shown and the questions you still need answered.

Help me compare these job offers.

For each offer, give what you have:
- Company, stage, size, and how it makes money
- Role, level, and who I report to
- Base salary, bonus (target and how often it actually pays), signing bonus
- Equity: number of units or percentage, type (options or RSUs), strike price, current valuation or share price, vesting schedule, cliff, and post-termination exercise window
- Benefits: retirement match, health cost to me, PTO and whether people take it, remote policy
- Location and cost of living, plus any relocation
- Hours expected, on-call, travel
- What I would learn and who I would learn it from
- How the interviews felt, and anything that gave me pause

My current situation: [CURRENT ROLE, PAY, WHAT IS PUSHING ME TO LEAVE]
What matters most to me right now: [RANK: money, learning, stability, autonomy, people, hours, mission]
My constraints: [FAMILY, VISA, MORTGAGE, HEALTH, GEOGRAPHY]

Produce:

1. **Year one cash comparison**, adjusted for cost of living and benefit costs. Show the arithmetic. Treat a signing bonus as one year of money, not annual.

2. **Equity, honestly.** For each: what the grant is worth at today's valuation, what it is worth if the company doubles, and what it is worth if it does not exit. For options, include the cost to exercise and the tax event, and flag a short post-termination exercise window as a real constraint on my freedom to leave. Label every projection as a scenario, not a forecast.

3. **Four-year view** under a conservative and an optimistic case for each offer.

4. **The non-money comparison** scored against my stated priorities: growth, manager quality, risk of the company failing, day-to-day life, optionality afterward.

5. **What each offer risks.** The specific way each one could be the wrong choice.

6. **Questions I still need answered** before deciding, addressed to the specific person who can answer each one. Include the ones that are awkward to ask.

7. **The read.** Your recommendation, the assumption it rests on, and what would flip it.

Rules: use only my numbers and show the math. Never estimate a valuation or a dilution rate I did not give you. Equity outcomes are uncertain by nature; say so plainly rather than presenting a scenario as an expectation. This is general information, not financial, tax, immigration, or legal advice.

How to use

The equity section is where these decisions actually go wrong. Candidates compare a grant's headline value against a salary as if the two were the same kind of number, and the details that decide whether it is worth anything (strike price, exercise cost, the 90-day window after you leave) are the ones recruiters do not volunteer. Section 6 is worth the whole exercise: most of what would change your decision is knowable and just has not been asked.

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