Eight Months of Waiting

I interviewed someone recently I can’t stop thinking about.

Last year her company gave her a choice. Relocate or take a layoff with six months of severance.

She didn’t want to move, and she figured her skill set would land her somewhere fast. Fair assumption. She’s good.

Eight months later, she was still looking.

When I asked what happened, she was honest with me. She’s holding out for a top‑tier name and a top‑tier package.

I asked if she’d consider a strong $75–100M revenue company.

Flat no.

I told her I’ve placed several people out of big tech into companies exactly that size. Nearly every one tells me a version of the same thing: shoulders down, less red tape, more impact, and sometimes more money than they expected.

Her answer: “Good for them.”

I’m not judging her. Everyone gets to decide what they’ll wait for.

Since I asked her the question, here’s my answer to it.

I’d separate the logo from the reasons I wanted the logo. Comp, scope, trajectory, the people I’d learn from.

Then I’d hunt for those four things wherever they actually live, because they are not exclusive to five companies.

And I’d take every call.

You can’t negotiate from silence, and you learn more about your market in ten conversations than in eight months of waiting.

That’s my answer.

If the savings were yours and month eight was on the calendar, what would you do?