We treat our team as owners who are capable of handling high levels of trust and transparency, but we also appreciate that information about compensation can be sensitive. Some of our team may have different levels of working experience with compensation, and it is easy to take the information you're reading here out of context. Please remember to consider this document not as a reflection of your personal worth, but as:
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In short: Your compensation is not a reflection of your personal worth, or your importance in the Leapsome team. It is a reflection of market forces (including those for certain skills) and a necessary tension for responsible capital allocation.
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A quick note for candidates in our recruitment process
If you're considering applying to Leapsome and the salary is the only blocker, then something is wrong with our model (as we aim to pay generously) for your circumstances in most cases. Please tell us as part of the hiring process and we will review things.
If we are missing your role or specific skillsets, it simply means we've not had enough volume of hiring in this area, and will put together some data using this philosophy in advance of hiring you and be transparent with you about that as early as possible in the interview process.
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Leapsome is committed to building a high-performing business where we pay generously, so that you'll work with a world-class team where work is fulfilling. We know it's crucial to have an explicit and fair approach to compensating our team members for their work; we have therefore made the decision to document and publish these guiding compensation principles. These give our team autonomy to understand and navigate their (and their team’s) compensation.
Future-forward and adaptive: The world of work is changing rapidly, and new roles and skillsets are emerging which defy current market benchmarks. This means that for roles and skills that are especially critical, we may choose to compete more aggressively to hire and retain the capability we need.
Non-contractual: These principles do not form a part of our employment contracts and can change, or be adjusted, by executive discretion.
Proactive and Merit-Based: Reactive compensation increases (‘I’ll leave unless you pay more’) are a failure on our part. Paying loud voices more leads to unfair distortions, often harming our underrepresented team members. Further, we prioritise a model that we can maintain through market changes, rather than one that creates short-term peaks and volatility.
Transparent: We publish a salary range on our job ads, along with this Compensation Philosophy, and discuss in the initial interviews.
For the sake of this document, we are referring to Base Pay, but there are many parts of the “compensation stack” that make up your total remuneration. Over time we hope to expand this philosophy to include more context behind how we calculate each of these elements.
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Market data driving the calculations of each salary comes from trusted sources, with our primary source being Ravio (how Ravio produces benchmarks), and enriched through cross-referencing both Pave, and Mercer. We benchmark all sources at the 75th Percentile, against Technology Companies where we are competing for talent in terms of both ARR (up to 100m ARR) and Funding Rounds (up to Series B).
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