They call it “restructuring.” They call it “market alignment.” But after twenty-five years in the industry, I know exactly what it is: ageism wrapped in corporate jargon. Last month, I sat across from a manager twenty years my junior and was told that my salary had “reached its ceiling,” while new hires with a fraction of my experience were being brought in at premium rates.
I didn’t spend decades mastering my craft to be told I have a shelf life.
The Experience Myth
The narrative in the office changed slowly. First, I was the “mentor.” Then, I was the “legacy player.” Finally, I became the “expensive asset.” During my annual review, HR presented a series of charts claiming that my compensation was out of sync with the “current market for my role.”
What they didn’t mention was that I was doing the work of three people. I am the one who remembers why the 2018 merger almost failed; I am the one who holds the personal relationships with our top five legacy clients. Yet, the company’s new strategy was to “lean into younger energy”—a polite way of saying they wanted cheaper labor.
The Salary Freeze Insult
The breaking point came when I discovered a job posting for a junior role in my department. The starting salary was only 5% less than what I make now. When I asked for my standard performance-based raise, my boss sighed and said, “At your age and level, you should be focused on stability, not growth. You’re already at the top of the bracket.”
I realized then that they weren’t paying me for my value; they were paying me for my perceived time remaining. They assumed that because I was closer to retirement, I would be too afraid to leave and would quietly accept a pay freeze while inflation ate my savings.
The “Value Audit” Strike
I didn’t argue. Instead, I conducted a quiet “Value Audit.” Over the next two weeks, I documented every single process, client save, and technical workaround that only I knew how to do. I realized that if I walked out, the department would lose approximately $400,000 in billable efficiency within the first month.
I walked back into HR with a choice: either they recognize that expertise appreciates in value, or they can find out exactly how “optimized” they are without me.
Reclaiming the Narrative
The panic in the room was palpable when I showed them the numbers. Suddenly, the “salary ceiling” had a trapdoor. They tried to offer me a one-time bonus to “keep the peace,” but I stood my ground. I’m not just fighting for my paycheck; I’m fighting against the idea that getting older means becoming less.
I am at the peak of my capabilities. I am faster, sharper, and more connected than I was at thirty. If this company won’t pay for the premium of experience, I’ll find one that treats a twenty-five-year track record as an investment, not a liability.
Is “market alignment” a fair business practice, or is it just a way to push out veteran workers? Should loyalty and experience always come with a higher price tag?
[Read the full transcript of the high-stakes HR meeting and see the viral “Value Audit” template here: Link to Website]
Would you like me to help you draft a “Value Audit” to help you prove your own worth during your next performance review?
