I ask for a raise by building a business case around the value and scope of my work. I do not lead with personal expenses, even when those pressures are real.
I document how the role has changed
I compare my current responsibilities with the original role. I record expanded ownership, difficult problems solved, revenue supported, costs reduced, risk prevented, customers retained, or time saved. I keep examples throughout the year rather than reconstructing everything before the meeting.
I research a credible range
I use several sources and adjust for location, level, industry, company size, and actual scope. I treat broad online averages carefully. The goal is a defensible range, not the highest number I can find.
I choose appropriate timing
I consider review cycles, budgeting, recent results, and company conditions. A strong request can still receive a “not now” when budgets are frozen, so I prepare for timing questions.
I make a specific request
“Over the past year, I have taken ownership of monthly forecasting, trained two new coordinators, and reduced late vendor reports by introducing a shared process. Based on the expanded scope and market range for this work, I would like to discuss adjusting my salary to $82,000.”
I prepare for three outcomes
If the answer is yes, I confirm the amount and effective date. If it is no, I ask what limits the decision. If it is later, I request measurable conditions and a specific review date.
I consider the whole package
When salary cannot move, I may discuss title, bonus, leave, schedule, development funding, or responsibility—but only if those alternatives matter to me.
I keep the conversation calm and direct. Asking professionally does not guarantee approval, but it creates a clear record of my contribution, expectations, and the next decision point.