How to Negotiate a Tech Job Offer — Complete Script Word for Word
You got the offer. Your palms are sweaty. The recruiter is waiting for a response. Every instinct says "just say yes before they change their mind."
That instinct is wrong.
This guide gives you the exact words to say at every stage of negotiating a tech job offer — from the moment they call to the moment you sign. No vague advice like "know your worth." Real scripts you can use today.
The Foundation: Why Tech Offers Are Almost Always Negotiable
Before the scripts, you need to internalize one fact: every tech offer has slack built in.
Recruiters expect negotiation. The first offer is rarely the best offer. Companies budget for it. When you don't negotiate, you're not leaving a good impression by being easy — you're leaving money (and equity, and flexibility) on the table that was already allocated for you.
Studies consistently show that the majority of candidates who negotiate receive more. The vast majority of hiring managers report that a candidate who negotiates does not lose the offer. The few who do were going to find a reason to rescind regardless.
Here's the other thing: your starting base salary compounds. If you're at a company for three years and you negotiate $15k more upfront, and they give you a 5% raise each year on that higher base, the difference over three years is not $45k — it's closer to $47k. Then your next offer is anchored higher. Negotiate every time.
Part 1: The Moment They Call — Don't Accept on the Spot
Q1. What do I say when they verbally extend the offer?
The recruiter calls. They say: "We'd like to make you an offer for the Senior Engineer role. The base is $165,000, with a $30,000 equity grant vesting over four years, and a standard benefits package."
What not to say: "That sounds great, I'll take it!"
What to say:
"That's exciting — thank you for letting me know. I'd love to take a few days to review everything in writing. When can I expect the formal offer letter?"
That's it. That sentence buys you time without being rude, without tipping your hand, and without committing to anything.
Q2. What if they pressure me to decide right now?
Some recruiters push for an immediate answer. This is a pressure tactic. It almost never means the offer will disappear — it means the recruiter has a quota.
Script:
"I'm genuinely excited about this role, and I want to make a thoughtful decision. I'd be doing a disservice to both of us if I committed without reviewing the full package. Can we plan for me to get back to you by [specific date, 3-5 business days from now]?"
If they keep pushing:
"I understand there's urgency on your side — I'll move as quickly as I can. But I want to make sure I'm saying yes with full clarity. What's the absolute latest you need a decision?"
This reframes it: you're not stalling, you're being professional. Most recruiters will back off.
Q3. What if they ask me to name a salary first?
Don't do it if you can avoid it. Whoever names first anchors the negotiation.
Script:
"I'd rather focus on fit first, and I trust that if we align on the role, you'll make a competitive offer. What is the budgeted range for this position?"
If they insist:
"Based on my research and experience, I'm targeting the $175–$195k range for base, but I'm flexible depending on the total package. What does your budget look like?"
You've given a range with the lower end above what you'd actually accept, and you've kept the door open.
Part 2: Reviewing the Written Offer — What to Look For
Q4. What elements should I evaluate before counter-offering?
Don't fixate only on base salary. A complete offer has:
- Base salary — your annual cash compensation
- Equity — RSUs, options, ESOP; cliff and vesting schedule
- Signing bonus — one-time cash, sometimes clawback conditions
- Annual bonus target — % of base, guaranteed vs. discretionary
- Benefits — health, dental, vision; who pays premiums
- PTO policy — accrued days vs. unlimited (unlimited is often less in practice)
- Remote flexibility — fully remote, hybrid, in-office; who decides
- Start date — can affect whether you forfeit unvested equity at current job
- Relocation assistance — if applicable
- Severance — rarely in offer letters but worth flagging
Evaluate all of these together. A $10k lower base with full remote saves many people more than $10k in commute, childcare, and time.
Q5. How do I research what the market rate actually is?
Use multiple sources and triangulate:
- levels.fyi — ground truth for total comp at tech companies, verified by users
- Glassdoor — directionally useful, skews low (people share when underpaid, not when they crushed it)
- LinkedIn Salary — useful for non-FAANG roles
- Blind — anonymous forum, noisy but has real data points
- Competing offers — the most honest market signal you have
Research by: role title + years of experience + company size + city (or remote). Look at total compensation, not just base.
Q6. What's a reasonable counter-offer range?
For base salary, counter between 10–20% above the initial offer. Less than 10% and you've left most of the slack on the table. More than 30% and you risk looking like you didn't understand the role.
For equity, countering 25–50% above the initial grant is reasonable at most companies.
For signing bonus, countering 50–100% above the initial offer is common if you're forfeiting unvested equity somewhere else.
Part 3: The Counter-Offer Scripts
Q7. What's the exact script to counter on base salary?
The most important rule: always give a specific number, not a range. A range tells them to anchor on the low end.
Script (email format):
Subject: Re: Offer for [Role Title]
>
Hi [Recruiter Name],
>
Thank you for sending over the offer letter — I've reviewed everything carefully and I'm genuinely excited about the team and the role.
>
I do want to discuss the compensation. Based on my research into market rates for this role and level, and considering my [X years of specific experience / specific skill], I was expecting something closer to $185,000 in base. Is there flexibility to get there?
>
I'm committed to making this work and I'd love to close the loop quickly. Happy to jump on a call if that's easier.
>
Best,
[Your Name]
Short. Specific. Professional. No apologies.
Q8. What's the "I was expecting X" script verbally?
If you're doing this on a call:
"I've had a chance to review everything and I'm really enthusiastic about the role. On the compensation side, based on my research and my background, I was expecting something closer to $185k. Is there flexibility to move the base?"
Then stop talking. This is critical. After you state your number, go silent. The next person who speaks has made a concession. Do not fill the silence.
Q9. What if they say "we can't move on base but we can look at other things"?
This is common, especially at larger companies with rigid salary bands. It's not a dead end — it's an invitation to negotiate other levers.
Script:
"I understand there may be constraints on the band. If base is fixed, are there other levers we can look at — signing bonus, equity, start date, or remote flexibility? I want to find a way to make this work."
Now you've opened the door to several alternatives without conceding that the base is fine.
Q10. What if I want to counter on multiple things at once?
Do it all in one message. Negotiating each item separately drags out the process and frustrates recruiters. Bundle your asks:
"I've reviewed the offer thoroughly. I'd like to propose the following adjustments:
>
- Base salary: $185,000 (from $165,000)
- Equity grant: 12,000 RSUs (from 8,000)
- Signing bonus: $20,000 (to offset unvested equity I'm leaving behind)
>
I'm flexible on the relative weighting — if equity is easier to move than cash, I'm open to that conversation. What's workable on your end?"
Bundling signals you've thought this through and you know what you want. It also lets them choose which levers to pull.
Part 4: Equity Negotiation
Q11. What questions should I ask about equity before negotiating it?
Equity is the most complex part of a tech offer and the most commonly misunderstood. Before you counter, get answers to:
- 1RSUs or options? RSUs are shares you receive; options are the right to buy shares at a set price (strike price).
- 2What is the strike price? (For options only) — the lower it is relative to current share price (409A valuation), the more valuable.
- 3What is the current 409A valuation? (Private companies) — this is the company's view of its fair market value per share.
- 4What was the last funding round valuation?
- 5What is the vesting schedule? Standard is 4 years with a 1-year cliff.
- 6Is there an acceleration clause? Double-trigger acceleration means you vest immediately if the company is acquired and you're laid off.
- 7What is the post-termination exercise window? Many option grants expire 90 days after leaving — which can force you to buy or lose them.
- 8Is there a secondary market? Can employees sell shares before IPO?
Q12. How do I counter on equity?
Script:
"I appreciate the equity offer. I did some math on the grant value based on the last round valuation, and at $X per share the current grant is worth roughly $Y. To bring total comp in line with what I'm seeing for this level and experience, I'd like to ask for [Z] RSUs. Is that something we can discuss?"
You're showing you've done the math (which builds credibility) and you're framing it in terms of total comp (which gives them context for the ask).
Q13. How do I negotiate equity at a startup vs. a public company?
At a public company (RSUs):
RSUs have a clear market value. Counter with a number that brings your total annual comp (base + RSU value / vesting years) to your target. The math is transparent.
At a startup (options or early RSUs):
The value is speculative. Counter based on the fully diluted ownership percentage, not the dollar amount.
"I'd like to understand what percentage of fully diluted shares this grant represents. For an early-stage role at this level, I'd expect to be in the [X]% range."
Ownership percentage is more meaningful than share count, because share count means nothing without knowing total dilution.
Q14. What is a "cliff" and how does it affect negotiation?
A 1-year cliff means you vest zero equity until you've been at the company for exactly one year — then you vest 25% at once, then monthly or quarterly thereafter.
This matters for negotiation because:
- If you leave before the cliff, you get nothing
- If you're laid off before the cliff, you get nothing (unless there's an acceleration clause)
- If you're joining from a job where you had 8 months left until cliff, you're forfeiting significant value
Script to address cliff risk:
"I'm currently 8 months into a 4-year RSU grant and will forfeit approximately $40,000 in unvested equity if I leave now. I'd like to discuss a signing bonus that offsets that loss. Based on my vesting schedule, $40,000 as a signing bonus would make me whole. Is that something you can work with?"
This is a factual, business-case argument. It works better than asking for more money because you want more money.
Part 5: Signing Bonus
Q15. How do I ask for a signing bonus?
Script:
"I wanted to ask about a signing bonus. I have [unvested equity / a year-end bonus / a project completing in 90 days] at my current employer that I'd be leaving behind. A signing bonus of $X would help bridge that gap. Is there room for that?"
If there's no concrete thing you're leaving behind, you can still ask:
"Is there any flexibility to add a signing bonus to the package? I'd find it much easier to make this decision if there was a component to offset the transition costs."
Q16. Are there clawback conditions on signing bonuses I should watch for?
Yes. Most signing bonuses have a 12-month clawback clause: if you leave within 12 months, you repay the full amount. Some extend to 24 months.
Before accepting a signing bonus, ask:
"What are the clawback conditions on the signing bonus? I want to make sure I understand the terms."
If it's a 2-year clawback and you're not sure you'll stay 2 years, factor that into whether you actually want the signing bonus or would rather push harder on base or equity.
Q17. Should I negotiate signing bonus before or after base salary?
After. Base salary is compounding and permanent. Signing bonus is one-time. Always push hardest on base first. If you've exhausted base, then move to signing bonus and equity.
Part 6: Using a Competing Offer as Leverage
Q18. How do I use a competing offer in negotiation?
This is the strongest card you can play — but only if it's real. Never fabricate competing offers. Recruiters talk to each other and companies do call to verify. If you lie about a competing offer, you can have your offer rescinded and your reputation torched.
Script (when the competing offer is real):
"I want to be transparent with you — I'm also in the final stages with [Company X / another company in the same space], and I expect to have an offer from them this week. My preference is to join [your company] because of [specific, genuine reason]. But I want to make sure I'm making the best decision for my situation. If we can close the gap on compensation, this is an easy yes for me."
Q19. What if they ask me to share the competing offer in writing?
You're not obligated to. Some recruiters ask for it to "validate" the offer or to share it with leadership to justify a counter.
Script:
"I'm not comfortable sharing another company's confidential offer, but I can tell you the base is $X and the total comp is approximately $Y. I'm happy to give you my word on that."
If they insist on seeing it to process a counter, you have to decide if you trust them enough to share. Most companies will take your word.
Q20. What if the competing offer is from a company they'd see as lesser?
The leverage still exists if the numbers are real. Don't lead with the company name — lead with the number.
"I have another offer on the table at $195k base. I'd rather work here, but I need the numbers to make sense. Can we get to $185k?"
Q21. What if I don't have a competing offer?
Create urgency another way. Active processes (even if not at final offer stage) are honest and useful:
"I'm currently in late-stage conversations with two other companies and expect decisions in the next 10 days. I'd love to resolve this one first if we can align on the package."
This is true — you're telling them about active conversations, not fabricating offers.
Part 7: Negotiating Remote Flexibility
Q22. How do I ask for fully remote when the job posting says hybrid?
Frame it as a question about flexibility, not a demand. Ask early in the process — ideally before final round — so it doesn't surprise anyone at the offer stage.
During interviews:
"I want to ask about location flexibility. I work best remotely — I've been fully remote for [X years] and it's where I do my best work. Is there flexibility on in-office expectations for this role, or is the hybrid model firm?"
At offer stage:
"I'm excited about the offer. One thing I'd like to discuss is the remote arrangement. For context, I've been fully remote for [X years] and my productivity data reflects that. Is there room to be fully remote, or is the hybrid requirement firm?"
Q23. What if they say "we require 3 days in office minimum"?
Counter with a specific alternative:
"I can commit to being in the office for team weeks, quarterly planning, and any high-stakes projects that benefit from in-person collaboration. For day-to-day work, I'd like to work remotely. Would a structure like that work?"
This shows you're not avoiding the office because you're lazy — you have a principled view on when in-person adds value.
Q24. How do I negotiate a remote stipend?
If you're working remotely and they're not offering one:
"Since this is a remote role, I wanted to ask about home office support — a monitor, desk, internet reimbursement, that kind of thing. Does [Company] have a remote equipment or stipend policy?"
Most companies have this and just don't lead with it. Ask.
Part 8: When They Say No — The Escalation Path
Q25. What do I do when they say "this is our best and final offer"?
This phrase is used constantly and is rarely true. It means "we'd prefer not to negotiate further" — not "we physically cannot."
Script:
"I appreciate you being direct. I want to find a way to make this work, and I don't want to leave anything on the table before I decide. Is there truly nothing that could move — even a one-time signing bonus to close the gap?"
You're giving them one more chance to find something. You're also signaling that you're close — which is true, or you wouldn't still be talking.
Q26. What if they truly cannot move on anything?
Then you have a real decision to make. Before you make it, make sure you've asked about everything:
- Base salary
- Equity refresh schedule (annual grants)
- Signing bonus
- Title (a higher title affects future offers)
- Start date (delay start to keep more unvested equity at current job)
- Remote flexibility
- PTO days
- Performance review timing (can you get a 6-month review instead of 12-month?)
Script:
"If the cash and equity are truly fixed, can we discuss [title / start date / performance review timeline]? I want to make sure we've explored every option."
Q27. What if I get a truly lowball offer?
A lowball offer — one that's 30%+ below market rate — requires a different approach. Don't counter with a small increment. Counter with your number and explain why.
Script:
"Thank you for the offer. I have to be honest — I was expecting the base to be significantly higher based on my research. Roles at this level and with this scope are typically in the $X–$Y range. I don't think I can accept at $Z. Can we talk about what it would look like to get to $X?"
This is a candid conversation, not a demand. You're telling them the number doesn't work. If they're serious about hiring you, they'll figure it out. If they can't move at all, you've learned something important about how the company compensates people.
Q28. How do I push back without sounding ungrateful?
Gratitude and negotiation are not in conflict. You can open every negotiation message with genuine appreciation. What you're avoiding is apologizing for having standards.
Wrong framing: "I'm so sorry to ask, and I really appreciate the offer, but I was just wondering if there's any chance at all of maybe a little more…"
Right framing: "I appreciate the offer and I'm excited about the role. I want to discuss compensation — here's what I'm looking for and why."
Confident, not apologetic. Direct, not aggressive.
Part 9: Written vs. Verbal Negotiation
Q29. Should I negotiate over email or phone?
It depends on what you want to accomplish:
Phone/video advantages:
- You can read tone
- Easier to build rapport
- Faster back-and-forth
- Harder for them to brush off
Email advantages:
- You control your words precisely
- Creates a written record
- Gives them time to consult with leadership
- Easier to be direct without emotional pressure
Recommendation: For the initial counter, email. For the final conversation where you're close and need to read the room, phone.
Q30. How do I confirm a verbal agreement in writing?
After any verbal negotiation, send a confirmation email within 24 hours:
"Hi [Name],
>
Thanks for the call today — I wanted to confirm in writing what we discussed:
>
- Base salary: $185,000
- Equity: 12,000 RSUs, 4-year vest with 1-year cliff
- Signing bonus: $20,000 (standard clawback terms)
- Start date: [Date]
- Remote arrangement: Fully remote with quarterly in-person team weeks
>
Please let me know if I've captured anything incorrectly. I'll wait for the updated offer letter before signing.
>
Looking forward to joining the team.
[Your Name]"
This protects you if any "miscommunication" happens when the updated offer letter arrives.
Q31. What if the updated offer letter doesn't reflect what we agreed?
Do not sign and do not panic. Call your recruiter immediately:
"Hi [Name] — I reviewed the updated offer letter and I don't see the [signing bonus / equity adjustment / remote arrangement] we discussed. Can you help me understand what happened?"
This is almost always an error, not a deception. But your confirmation email means you have a record of what was agreed.
Part 10: Common Mistakes and How to Avoid Them
Q32. What's the single most costly mistake people make when negotiating?
Accepting the first offer. Not because the first offer is always terrible — sometimes it's fair — but because you never know until you try. The cost of not negotiating is guaranteed. The risk of negotiating (in tech) is essentially zero.
Q33. What's the second most costly mistake?
Negotiating too narrowly. Most candidates only think about base salary. The full compensation package has eight to ten negotiable components. Candidates who only push on base and accept everything else at face value often leave more money on the table in equity and signing than they gained in salary.
Q34. What should I never say during a negotiation?
- "I need this job" — removes all your leverage
- "I'll take anything you can give me" — same problem
- "My current salary is X" — in many states it's illegal to ask; you don't have to share
- "I can't do this for less than X or I won't take the job" — ultimatums rarely work; they just create resentment
- "I have an offer from Google for $300k" — if you're lying, don't; if it's real, $300k is your floor, not your leverage
Q35. How do I handle it if the negotiation makes things awkward before day one?
It won't, unless you were rude. If you were professional — specific number, clear rationale, no ultimatums — the hiring manager will never know the details. Recruiters negotiate every single day. They don't hold it against you. If anything, it signals that you know your value and will advocate for yourself, which is what most engineering managers want in a senior hire.
Part 11: Special Scenarios
Q36. What if I'm switching from IC to management and they want to lowball the transition?
"I understand there's sometimes a band issue when moving from IC to management. Based on my research, Engineering Manager compensation at this level typically includes [range]. I want to make sure we're setting the right foundation for a long-term relationship. Can we get to [number]?"
Frame it as a foundation issue: starting low creates resentment that compounds. Most experienced hiring managers know this and will use it to justify the ask internally.
Q37. What if I'm a new grad and feel like I have no leverage?
New grads underestimate how much leverage they have. If a company made you an offer, they want you. Use it.
Script for new grad:
"Thank you so much for the offer — I'm excited about [specific team / product / mission]. I wanted to ask about the compensation. I've been looking at offers my peers are receiving and the base is a bit below what I've seen. Is there flexibility to get to $X?"
Peers' offers are real market data. Use them.
Q38. What if I'm negotiating a promotion at my current company?
The principles are the same but the dynamics are different: you don't have the threat of leaving unless you're actually willing to leave.
Script:
"[Manager], I want to talk about my compensation. Based on my contributions over the past year — [specific examples] — and what I'm seeing for this role externally, I believe my compensation should be at $X. I'd like to understand what it would take to get there."
Have the external market data. Have the contribution data. Be specific. Don't make it emotional.
Q39. Should I ever accept an offer without negotiating?
Rarely. The only cases where it makes sense:
- 1The offer is already above market rate and you verified it
- 2You're in a financially desperate situation and any delay risks the offer
- 3The company has a strict non-negotiation policy that applies to all candidates equally (very rare, mostly at government or nonprofit)
Even in these cases, you can ask about non-salary items (start date, title, remote) without risk.
Q40. What if I already accepted and then got a better offer?
This is uncomfortable but it happens. You have two options:
Option 1: Go back to company A with the new number
"I want to be honest with you — since accepting your offer, I received another offer that's significantly higher. Before I make a decision I'd regret, I wanted to come back to you. Is there any possibility of revisiting the compensation?"
Some companies will match. Many won't. But you've honored the relationship by being transparent rather than ghosting.
Option 2: Decline company A
Do it quickly, in writing, and with a genuine apology. The tech industry is small. Don't ghost recruiters — they remember and they talk.
Q41. How do I handle the annual performance review negotiation at the new job?
Set expectations upfront during the negotiation:
"I want to ask about the performance review and compensation adjustment timeline. I'd like to understand what the process looks like and whether it's possible to schedule my first review at 6 months rather than 12, given that I'm taking a risk by leaving my current role."
Getting a 6-month review cycle agreed to in the offer stage is rare but possible, and it means your salary can adjust sooner.
Part 12: The Negotiation Email Templates
Q42. Complete email template: counter-offer
Subject: Re: Offer for [Role Title] — Follow-up
Hi [Recruiter Name],
Thank you for sending over the formal offer letter. I've reviewed it carefully and I'm genuinely excited about the role and the team.
I'd like to discuss the compensation package before signing. Based on my research into market rates for this level and scope, and considering my [X years of experience in Y / specific expertise], I was expecting a base closer to $[TARGET].
Here's what I'm proposing:
- Base salary: $[TARGET] (current offer: $[OFFER])
- Equity: [TARGET RSUs] (current offer: [OFFER RSUs])
- Signing bonus: $[TARGET SIGNING] to offset [unvested equity / transition costs]
I'm flexible on the weighting — if equity is easier to move than base, I'm open to that conversation.
I want to close this quickly and I'm excited to join. Happy to jump on a call if that's easier than email.
Best,
[Your Name]Q43. Complete email template: accepting after negotiation
Subject: Re: Offer for [Role Title] — Acceptance
Hi [Recruiter Name],
Thank you for working through the compensation conversation with me. I'm pleased to formally accept the offer for [Role Title] at [Company], with the following terms as we discussed:
- Start date: [Date]
- Base salary: $[AMOUNT]
- Equity: [AMOUNT] RSUs, 4-year vest with 1-year cliff
- Signing bonus: $[AMOUNT]
- Work arrangement: [Remote / Hybrid details]
Please send the updated offer letter when ready. I'll return it signed promptly.
I'm looking forward to joining the team.
Best,
[Your Name]Q44. Complete email template: declining an offer professionally
Subject: Re: Offer for [Role Title]
Hi [Recruiter Name],
Thank you so much for the offer and for the time the team invested in the interview process. After careful consideration, I've decided to decline.
This wasn't an easy decision — I was genuinely excited about [specific aspect of the role/company]. Ultimately, [another opportunity / the compensation gap / the location requirements] made it the right call for where I am right now.
I have a lot of respect for what [Company] is building and I hope our paths cross again. Please pass my thanks to the interview team.
Best,
[Your Name]Part 13: Reference Scripts at a Glance
Q45. What's the single sentence I can use in almost any negotiation moment?
"I'm excited about this role and I'd love to make this work. Is there flexibility on [X]?"
Simple, positive, direct, non-confrontational. Use it every time you're not sure what to say.
Q46. What do I say when I need more time without sounding uncommitted?
"I want to give this the consideration it deserves. Can I have until [specific date] to get back to you?"
Always give a specific date — "a few days" invites follow-up pressure. A specific date signals you're serious.
Q47. What do I say if I want to escalate past the recruiter to the hiring manager?
"I appreciate everything you've done to get us here. I'd love to speak directly with [Hiring Manager] for 15 minutes — not to go around you, but because I think understanding their vision for the role would help me make the best decision. Is that something we can arrange?"
This works when you've hit a wall with a recruiter who is clearly constrained by bands they can't move. The hiring manager often has discretionary budget.
Q48. What's the best way to frame asking for more without being greedy?
Anchor to market data, not personal need. "I need more money" gives them no reason to pay it. "The market for this role is $X and I'm asking for the market" is a business case they can take to leadership.
"Based on comparable roles at [similar companies / for this experience level], the market rate is in the $X–$Y range. I'm asking for $X, which is at the midpoint. Can we get there?"
Q49. What do I say when I want to accept but want one last thing?
"I'm ready to sign. One small thing — can we add [specific item]? If we can get that in, I'll sign today."
The "I'll sign today" is the closing hook. You're giving them a reason to act fast. Most recruiters will take a deal-closing concession to their manager immediately.
Q50. What do I say when I genuinely cannot decide between two offers?
Be honest with both companies. Do not lie to either. Tell the one you prefer:
"I'm going to be transparent with you — I have two offers and yours is my preference. The other offer is [slightly higher / from a company with more name recognition / closer to my home]. If there's anything you can do to make the decision easier, I'd appreciate it. Otherwise I expect to decide by [date]."
This gives them an opportunity to act. If they can, great. If they can't, you decide on the full picture.
Closing: The Most Important Thing
Every script in this guide is a tool. But the most important thing is not the exact words — it's the posture behind them.
You are not begging. You are not threatening. You are two parties who want the same thing — to work together — having a business conversation about fair compensation.
You bring skills they need. They have a budget. The negotiation is just about aligning those two things efficiently.
Ask for what you want. Be specific. Say why. Give them a clear path to yes.
Most of the time, they take it.
*Want to practice this conversation before the real thing? [InterviewHack.ai](https://interviewhack.ai) lets you run live mock negotiations with an AI that pushes back exactly like real recruiters do. Build the muscle before the stakes are real.*