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My income dropped to less than $12,000 after burnout caused my health to collapse. I had to learn how not to overwork myself.

For most of my career, I relied on pushing through. I built a reputation for delivering under pressure, often pulling things together at the last minute and performing at a high level. That pace came with a cost: long work hours, inconsistent sleep, and a constant sense that I had to stay ahead of everything.

For a while, it worked. Then, last spring, my body stopped cooperating.

After receiving full payment from a new client — the kind of moment that normally would have felt like relief — I found myself on the bathroom floor, crying and unable to respond to messages or continue working.

I didn’t understand what was happening. It would take the better part of a year to begin to make sense of what my body was trying to tell me.

Before the crash, success did not feel stable

From the outside, my life looked successful.

I had been an entrepreneur for more than a decade, written books, and given a TEDx talk. At my peak, I brought in over $140,000.

But it never felt like enough. No matter how much I earned or accomplished, I lived with a constant sense of pressure — always anticipating the next problem, the next demand, or the next thing that could go wrong.

Looking back, I can see that I built my life around overwork. I was burning the candle at both ends, working at all hours, and ignoring the signals my body was sending me.

What I thought was resilience was often something else: pushing past my limits to meet expectations, both external and internal.

My health and housing became unstable

After that moment on the bathroom floor, things intensified.

I began experiencing severe physical symptoms, including intense pain, recurring headaches, digestive issues, and periods of exhaustion that made it nearly impossible to function. At times, the pain felt serious enough to warrant emergency care.

From the outside, these “episodes” may have looked like mental health issues. But in my body, it was deeply physical.

I did seek medical care, but my tests came back normal, even though my body did not feel normal.

At the time, I was renting a room in a shared home with a warm, multigenerational family. The house was lively and full of activity — beautiful in many ways — but overwhelming for a nervous system already overloaded.

As my symptoms became more visible, they drew more attention than I could manage.

A few days later, I left. Around 8 p.m., I packed a laundry basket of clothes, along with some pillows and blankets, into my SUV and drove away without a clear plan.

Over the following months, my living situation was precarious. I no longer had a home base or even a room to return to. My belongings were spread across multiple storage locations, and my car became a place where I felt some sense of safety.

Through a connection, I was able to rent an Airbnb by the beach for $50 a day for a period of time. I also stayed in hotels, spent time in parks, and slept in my car on some nights.

Because income was secondary to survival, it dropped to less than $12,000 for the year.

How I got through it

When people hear my income dropped that low, they usually ask the same question: How did you survive?

The answer is that I stopped trying to do everything alone.

Throughout my life, I was fiercely independent out of necessity. I was the person who handled problems and made chaos work. Accepting support did not come naturally to me.

That season taught me something different. I had always believed in God, but this was the first time I had to rely on that belief in a real, daily way. I didn’t always know how things would come together, but I learned to trust and surrender in a way I never had before.

I also met someone who became my partner, and our stable relationship became an important source of stability during a time when very little was stable.

Through our relationship, I experienced a felt sense of safety in my body for the first time in my life. It also showed me how unfamiliar it was for my body to receive something good without immediately preparing for loss, pressure, or payback.

What I learned about resilience

Over the following year, as I began paying closer attention to my body instead of overriding it, I started to see a pattern.

What I experienced was not just because of burnout. It was the accumulation of years of operating in a constant state of pressure and hypervigilance. It was a system-wide depletion under chronic stress, trauma adaptation, and sustained circumstantial load.

For most of my life, resilience meant enduring difficult environments and making them work.

What I began to understand instead was the difference between surviving and being in environments — and relationships — where there was genuine safety, resonance, and reciprocity.

I’m rebuilding my life and career in a way my body can actually sustain, and I’m no longer doing it alone. I don’t have a stable home, and I’m still building my career back to where it once was.

From the outside, a year where my income dropped below $12,000 might look like failure.

But for me, it became the year I stopped measuring resilience by how much I could endure — and started defining it by whether my life was something my body could actually sustain.




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I grew my tech income to over $250,000 in 8 years. 1 move has helped me negotiate a higher salary.

This as-told-to essay is based on a conversation with Brian Jenney, 42, who lives in California. The following has been edited for length and clarity.

When I got into tech in my early 30s, I had no clue how crazy lucrative the industry was.

I started as a web application developer in 2015, earning roughly $60,000 a year.

Over the years, I became savvier at negotiating my salary, and by 2023, I was making over $250,000.

I’ve earned more than I could have ever imagined, without working in Big Tech, where people often assume the big money is made.

Here’s what I’ve learned along the way.

1. It was dumb not to negotiate a starting salary because it already sounded impressive

I used to have addiction issues, so I didn’t really work from the ages of 25 to 30 and lost knowledge that people gain from white collar jobs at this stage of life.

I was naive about the salary potential of my industry, and when people in tech said they were on $150,000, it blew my mind, and I began to feel underpaid.

In 2017, after two years in the web developer role, I landed a job at a startup. I was so impressed when I was offered $120,000 that I didn’t negotiate my salary, which was dumb in retrospect.

The environment was extremely fast-paced and high-caliber. I struggled with imposter syndrome as one of the team’s more junior members. I felt like one of the worst developers there and that I was already being paid more than I deserved. It discouraged me from asking for a raise.

In 2019, I joined the media intelligence company Zignal Labs. I was so happy about the job offer that I didn’t negotiate the salary, so my pay initially stayed roughly the same as in my previous job. It felt like I had plateaued, even though I had more money than I needed. An unfortunate symptom of working in tech is that you get drawn to wanting more.

Choosing this role turned out to be the right move, though. I had more room to grow and was in a better learning environment at a larger company.

During the tech hiring spree of 2020, my peers said they were getting crazy offers, and I didn’t want to miss out. That August, I joined The Clorox Company, a manufacturing firm, as a software engineer. By 2023, I was making over $250,000: the peak of my earnings in tech.

In 2024, I was laid off, and I’ve continued to work in various software engineering roles. I bought a business in 2023, and my focus has shifted to seeking out flexibility and time to build it, instead of maximizing corporate compensation.

2. I prepare for the pressure of job interviews by practicing with strangers

Interviews are like a carnival game where you can win big money by performing well, and you can’t get to the negotiation stage without passing them. They’re structured, learnable, and winnable with the right preparation.

When I have job interviews lined up, I do technical practice and use a platform called Pramp, which pairs you with strangers for practice interviews. I’ve found this helps simulate the nerves and pressure of real interviews better than practicing with friends.

I’ll try to do at least two mock interviews before an interview I really care about.


Brian Jenney is standing on a stage giving a talk.

Jenney uses a platform called Pramp to practice job interviews.

Courtesy of Brian Jenney



3. I learned to ‘play the game’ of salary negotiation. Now I ask for at least 10% more.

Over the years, I’ve benefited a lot from people in tech being open about their salaries and career paths, which helped me understand what was possible and gave me confidence to negotiate and aim higher.

I’ve learned that salary negotiation is a game you have to play, and if you don’t, you lose money.

I began consistently negotiating pay in the late 2010s. I usually tell the employer that I’m really excited to start the job, but that I was hoping to come in at a higher salary range, usually 10 to 20% more.

I’ve found this to be very effective, and it has never gone badly for me. If an employer sounds firm on their offer, I usually try to explore whether a sign-on bonus is possible instead, but I don’t push aggressively beyond that.

I have more money than I need, even though I never worked in Big Tech


Brian Jenney is pointing at a wall with computer code written on it.

Jenney said a salary of $150,000 is more than enough for him.

Courtesy of Brian Jenney



I’ve interviewed with but never been hired by the Big Tech companies. Besides, I like working at smaller startups and non-tech companies where I think you can have a greater impact.

Big Tech employees are going to “beat me” on pay because their stock compensation will outpace my earnings. But I see my current lifestyle as comparable to theirs. I believe there’s a reason software engineers aren’t driving around Mountain View in Ferraris: they can’t cash out all their stock money yet.

There’s always more you can earn, but when my salary hit the $150,000 mark, I knew it was more than I needed. I’d rather prioritize jobs where I’m happy, I’m learning, and I can cover my needs while still saving. That’s all I really need.

Do you have a story to share about growing your salary in tech? Contact this reporter at ccheong@businessinsider.com




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Polly Thompson

Dell is rolling out a new sales pay structure. Some employees worry it’ll slash their income.

Dell has kicked off its new financial year with a shakeup to how sales staff get paid.

Under the new structure, Dell is increasing rewards for high performers but scaling back earnings for sellers who fall short of their full quota, according to an internal presentation viewed by Business Insider. The tech giant is also tightening the periods over which it measures sales progress to a quarterly basis, rather than twice a year.

The presentation was shared with sales employees in a town hall meeting on February 3, led by Kyle Leciejewski, Dell’s senior vice president of North America sales.

The changes affect sales staff across both of Dell’s key divisions: the Infrastructure Solutions Group (ISG), which sells data center hardware and other AI-related solutions, and the Client Solutions Group (CSG), which sells PC hardware.

The change at Dell mirrors a shift happening across much of Big Tech, where companies have been leaning into a hardcore culture that elevates high performers, penalizes those who miss the mark, and disregards long-held views of workplace loyalty.

The move is “designed to reward you for driving profitable growth, expanding our footprint, and winning market share for Dell,” the company told staff in the presentation.

“We are always assessing our business to remain competitive and ensure we are set up to deliver the best innovation, value, and service to our customers and partners,” Dell told Business Insider.

No commission under 60% of sales targets

Dell sales employees are paid through a mix of guaranteed base salary and a commission-based payment, known as their “target incentive.” The presentation used an example of an employee paid on a 60/40 mix, meaning 60% of their compensation was the salary, and the rest was the target incentive.

Under the previous salary structure, sellers who achieved between 0 and 100% of their sales target received the corresponding portion of their target incentive, according to the presentation. If they hit 80% of their goal, they got 80% of the payout; if they hit 50% of the goal, they got 50% of the payout.

The target incentive doubled for those who hit 100% to 200% of their targets.

Under the new changes, sellers who come in below 60% of their target get no commission.

For those who achieve between 60% and 100% of target, here’s the new pay structure:

  • At 70% of goal, employee gets 25% of target incentive
  • At 80% of goal, employee gets 50% of target incentive
  • At 90% of goal, employee gets 75% of target incentive
  • At 100% of goal, employee gets 100% target incentive

For top performers, the incentives just got better.

Sales workers who hit between 100% and 150% of their targets will now receive commissions worth three times the agreed target incentive portion of their salary, the presentation shows. That marks a 50% increase on what they’d previously received.

Quarterly targets

Dell is also moving sales teams to quarterly targets, according to the presentation.

Small and medium business teams already worked to quarterly targets, but now enterprise, large enterprise, DTS, AI Select, and Dell’s telecom business will move from a twice-yearly compensation plan to quarterly quotas.

According to the presentation, the decision to move to quarterly targets is linked to the company’s upcoming modernization push. As Business Insider first reported, Dell is overhauling its internal systems on May 3 to help streamline internal operations for the AI future — an initiative it is calling One Dell Way.

Dell could adjust the quota cadence in the second half of the financial year, the presentation said: “We will revisit the quota cadence and take the learnings from Q1 and Q2 to inform the decision about 2H.”

Some employees fear pay cuts

Five Dell sales employees who spoke to Business Insider about the pay structure changes said the adjustments were causing frustration and fear among some employees that their take-home pay could drop.

A data center sales rep told Business Insider that for the last three years, they had consistently hit 70% to 80% of their quota, so they were looking at a 20% reduction in their take-home pay unless they could sell more.

All five employees said that hitting 100% of a target would become harder in the new quarterly timeframe. Their reasons included that quotas had risen over the last two years, industry supply chain shortages were slowing sales cycles, and, in certain divisions, such as federal accounts, lead times were long.

Low morale

Employee dissatisfaction at Dell has been growing companywide in recent years amid layoffs and RTO mandates. The company’s employee satisfaction score — known as the employee net promoter score, or eNPS, has declined by almost 50% in two years.

In 2024, Dell’s sales teams received a 5-day RTO mandate months before the rest of the company, and last December, Business Insider reported that leaders were cracking down on attendance.

Sales staff are also dealing with tougher selling conditions amid an industry-wide shortage of memory chips. Along with most competitors, Dell raised prices on many of its products in December.

“Global memory and storage supply are tightening fast,” Dell warned its go-to-market team members in an email viewed by Business Insider. The company told its sellers to “move decisively” ahead of the price increases to “protect value for our customers and for Dell.”

On the back of the AI boom, ISG sales have been strong — revenue was up 29% in Dell’s last full financial year — but annual revenue has fallen for three consecutive years in the CSG division. In July 2025, Dell’s COO and vice chair Jeff Clarke stepped in to handle day-to-day leadership of CSG.

In a memo about One Dell Way last month, Clarke told Dell staffers to get ready for big changes.

“This is the biggest transformation in company history,” Clarke said. “I know there will be challenges, and that’s OK—we’re here to support you and work through this together.”

Have a tip? Contact this reporter via email at pthompson@businessinsider.com or Signal at Polly_Thompson.89. Use a personal email address, a nonwork WiFi network, and a nonwork device; here’s our guide to sharing information securely.




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