A look at how compensation expectations are shifting in the Amazon hiring market
Over the past few years, I’ve had countless conversations with hiring managers, founders and Amazon professionals about one recurring theme: salary expectations versus commercial accountability. It’s a topic that sparks genuine debate, and I think it deserves a balanced, honest exploration.
The Salary Surge: What Happened Between 2020 and 2023
Between 2020 and 2023, Amazon became mission-critical for brands across the board. Whether you were running a D2C business, leading an aggregator portfolio, or managing an Amazon-first brand, the platform moved from “nice to have” to “essential revenue driver” almost overnight.
The result? Demand for Amazon talent surged, competition for experienced hires intensified, and salaries rose sharply, particularly at mid to senior level.
Fast forward to today, and the landscape looks different. With increased margin pressure and more disciplined financial oversight, leadership teams are reassessing return on investment when it comes to senior hires.
The compensation conversation has shifted. It’s no longer simply about platform experience. It’s about measurable commercial impact.
Not All Amazon Experience Equals Full Commercial Ownership
Here’s something I’ve observed repeatedly: many Amazon professionals have genuinely strong channel exposure. They’ve managed PPC campaigns, optimised catalogues, led international expansion projects, and delivered impressive revenue growth.
However, fewer roles have historically included:
- Full P&L accountability
- Margin ownership and profitability targets
- Inventory and supply chain influence
- Cross-functional commercial decision-making
This isn’t a criticism of individuals. In most cases, it’s simply a structural limitation of the role itself. Many Amazon positions were designed around channel execution rather than end-to-end commercial leadership.
The challenge arises when salaries move into senior brackets. At that level, expectations around commercial literacy and ownership increase accordingly, and rightly so.
Is This a Skill Gap or an Exposure Gap?
I’ve heard several leaders question whether there’s a skill gap at current salary levels. My honest take? The issue is often more nuanced than that.
The reality may be that professionals are being paid at a senior level before being given true end-to-end ownership. They’ve not had the opportunity to demonstrate margin impact or make the kind of commercial decisions that justify senior compensation, simply because their previous roles didn’t allow for it.
At the same time, brands are becoming more financially disciplined and outcome-driven. They’re asking harder questions about what they’re getting for their investment in senior Amazon hires.
This creates a mismatch that benefits no one.
What This Means for Amazon Professionals and Hiring Leaders
For Amazon professionals, the path forward is clear: those who can demonstrate margin impact, profitability improvements and genuine commercial decision-making will continue to command strong compensation. The market still values this expertise highly.
For hiring leaders, it’s worth reflecting on whether the roles you’re creating genuinely offer the commercial ownership you’re expecting. If you’re hiring at a senior salary but limiting the scope of responsibility, you may be setting both parties up for frustration.
The Real Question
Rather than asking, “Are Amazon professionals being paid too much?” I think the more constructive question is:
Are salaries aligned with measurable commercial ownership, on both sides of the table?
It’s a question that invites honest reflection from candidates and clients alike.
