The Salary Games: Why I Advocate for Pay Transparency in Tech

Early in my tech career, two defining moments completely shifted how I view compensation and fairness in the workplace.

The first came fresh out of college when I accepted my first full-time job offer without negotiating. I was grateful for the opportunity and didn’t realize I could — or should — ask for more. Later, I learned I was the lowest-paid person on my team, simply because I didn’t know the “rules of the game.” Why should fair pay be a mystery or a secret?

The second moment came after I graduated from a coding bootcamp. During an interview, I was told that if I were offered a position, my salary would be lower because I was a bootcamp grad. Never mind my Bachelor’s degree, Master’s degree, and years of professional experience in another field. That single detail — where I learned to code — was enough to devalue my potential contribution. In that moment, I knew my answer would be “no thank you” if an offer came my way.

These experiences taught me a hard truth: Reducing someone’s worth to their education, their ability to negotiate, or their background isn’t just short-sighted — it’s harmful. Neither bootcamp credentials nor college degrees define intelligence or potential. Some of the most brilliant, capable people I’ve worked with never set foot on a college campus.

But here’s something else I’ve learned: Knowing how and when to negotiate is a privilege. Many people — especially people of color, immigrants, and those from vulnerable or underrepresented communities — are never taught the “rules” of salary negotiation. They may not have access to mentors, networks, or resources that others take for granted. This lack of access perpetuates inequities and creates systemic barriers to fair pay.

Thankfully, not all companies operate this way. When I interviewed at Pluralsight , my future manager took a completely different approach. He was upfront and transparent, saying something like, “No games, no riddles. This is the best I can offer, and it’s mid-range for this level.” That honesty set a new standard for me in how compensation conversations should be handled. He became one of my favorite managers, and I’ll always be grateful for his integrity.

These experiences made me a strong advocate for salary transparency and equitable pay practices. When roles open at my company, I make it a point to reach out to talented people in my network who I know are being undervalued or underpaid elsewhere. Because while salary doesn’t define a person’s worth, it does reflect how organizations value their people.

It’s time to stop gatekeeping pay ranges, undervaluing talent based on arbitrary criteria, and leaving employees in the dark about their worth. Compensation should be fair, transparent, and based on real contributions — not privilege, pedigree, or who knows how to play the game.

Let’s normalize transparency. Let’s value potential, not just pedigree. And let’s create workplaces where everyone has the opportunity to thrive — without guessing games.