> So, is the structure of your company such that you are able to constantly adjust these carrots (commission, bonus and pay) on an as-needed basis? It is priva

> So, is the structure of your company such that you are able to constantly adjust these carrots (commission, bonus and pay) on an as-needed basis? It is privately owned, by me and my cofounder, with no external funding, so we can do whatever we want. Bearing in mind the company is less than 3 years old, there will still be a lot of adjustment to do before we arrive at a configuration that I would call "final" (though I suspect it will continue evolving... after all, it's made of people!)... > Would an adjustment down be possible (sorry sales, had to move 1% of your commission to ops to stave off a revolt!)? We could, but I wouldn't... that would seem unfair. Sales do give up part of their commission but only when the sale is heavily dependent on ops, for example when it's a referred client (they were presumably referred because they got great service) or when it's an "enhancement" client where we go in and increase their claim size (there's a lot of technical work in that). > Do you find the "boil the frog" method to help with this transparent structure? Giving someone 5x 2k raises over 15 months is far less of an event than giving someone a 10k raise after a yearly performance review. Was this something you guys thought of intentionally, or just the way you wanted to run the company regardless of the transparent structure? I hadn't thought of it that way. From talking to our team, I think they're happier being able to earn smaller pay raises regularly, rather than having to wait a whole year to find out if they "made it". That was intentional - I don't like the way many companies wait a whole year to tell you whether you're doing well enough to deserve a pay raise, and right from the get go I decided it would be a six-monthly process, and then made it quarterly.