Stratum turns the compensation structure you have today, whether mature, incomplete or messy, into a governed framework, then uses that framework, your people data and prior decisions to recommend what should happen next.
Rules govern. AI explains. Humans decide.
Built from experience across compensation and leadership roles at
Company names reflect prior professional experience and do not imply endorsement, partnership or customer status.
Compensation work is fragmented across job architecture, market data, ranges, policies, employee data and decision history — each in its own tool or artifact, even though every pay decision depends on all of them. When a decision comes up, someone still has to pull that context together to make a defensible recommendation.
Find the range. Check internal peers. Look at the reporting manager relationship. Review policy. Search for comparable prior decisions and consider the downstream impact.
Explain the decision to the recruiter, translate the reasoning for the hiring manager and summarize the tradeoffs for People and Compensation.
The reasoning ends up in email, Slack or someone's memory. When that person leaves, the next similar decision starts without the context of what came before it.
Stratum brings that infrastructure together so the work stays connected from foundation to decision, instead of being rebuilt across separate tools every time.
Request accessStratum does the analysis, brings the evidence and context together, and recommends a defensible path. Your team decides the action.
Stratum meets a company where it is, turns what exists into a governed framework, then uses that framework on every decision that follows.
Bring Stratum what you already have. Employee data, ranges, philosophy, policies and company context. Stratum identifies what exists, what is missing and what needs clarification.
Turn that information into explicit compensation rules, assumptions and known observations, then review and lock the framework.
Stratum evaluates real compensation decisions against the locked framework, candidate evidence, internal equity, reporting relationships and prior decisions, then recommends a defensible path.
Every decision and rationale becomes institutional memory that informs the next one.
External Offer is available now. Additional compensation decisions and workflows will be added as Stratum expands.
Individual compensation decisions that come up all year.
Build or evaluate a candidate offer against your locked framework, candidate evidence, internal equity, the reporting manager relationship, Growth Capacity and comparable prior decisions.
Level change, new range placement and the downstream internal-equity impact.
Respond to candidate negotiation without losing internal context.
Evaluate a retention action for an existing employee and the precedent it creates.
Evaluate a pay increase outside the normal review cycle.
Evaluate market-driven corrections against the current structure and peers.
Handle role or location changes and the resulting pay treatment.
Work that supports and feeds governed pay decisions.
Compensation work that runs on a cadence, not one employee at a time.
Where context, consistency and downstream impact matter most.
One External Offer, explained the way each person needs to hear it.
What should I take back to the candidate?
The recommended offer and a candidate-facing total rewards view — base, bonus, sign-on, equity and the three-year illustration — in language that can leave the building.
What can we reasonably offer and why?
The recommendation and the tradeoffs: what moving up or down costs against internal peers, the reporting manager relationship and the room left in the range.
Show me the full analysis.
Internal equity, the reporting manager relationship, policy alignment against your configured governance, Growth Capacity and comparable precedent — each with its finding, evidence, methodology and source.
Why was this decision made?
The evidence Stratum used, the recommendation it made, the rationale the human wrote and the prior decisions that informed it — kept together as the record.
The explanation changes by audience. The governed compensation logic underneath it does not.
Compensation work is fragmented across job architecture, market data, ranges, governance, people data and decision history. Stratum brings that infrastructure together, then uses the connected context to recommend what should happen next.
Tells you what the market pays.
Useful for pricing jobs and setting rangesMarket information is one input to a company decisionBrings your compensation infrastructure together and recommends what should happen next.
Market data comes from the providers you already use. Stratum is not the market data source.
External Offer decisions are live today. The broader connected foundation is rolling out to design partners as it ships.
Records what ultimately happened.
System of record for employee and pay dataUsually not the system of record for why
A recommendation is only worth as much as what it read first. Four of the things a single External Offer decision brings together before it proposes anything.
Comes out as a recommended base — $210,000 in the illustrative record — inside the hiring zone the company set, with plain answers to why not lower and why not higher.
Stratum never widens the group on its own. In the illustrative record the group is 7 people, $204,000 to $227,100.
A percentage-based bonus and a salary-based match rise as base rises, and the whole table exports for the recruiter or the candidate.
Precedent is evidence, not authority — an earlier call is never on its own a reason to repeat it.
Figures shown here and in the demo are illustrative. Every one is tied to a range, a configured company rule, a candidate input or a planning assumption.
Compensation complexity does not wait for a large Total Rewards team. Stratum is built for growing U.S. organizations where decisions happen faster than anyone can rebuild the analysis by hand.
Different labor markets, geographic strategies and salary-range practices.
More states and local jurisdictions require compensation disclosure, raising the bar for defensible ranges, consistent practice and explanations that hold up.
Decisions keep happening even when there is not a large team to analyze each one.
A reasonable decision for one person can create a problem somewhere else.
The next decision should know what the company did before, and why.
We're working with compensation and People leaders to refine Stratum around the decisions they handle every day.
How Stratum fits alongside your HRIS and benchmarking tools, what it decides today, and what design partner access includes.
We're working with compensation and People leaders to refine Stratum around the decisions they handle every day.
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