What do they do, _exactly_? Because in the real world out of YC, the rest of us can barely top $200,000 a year unless we move into management or Executive level roles.
Years ago I had a recruiter that wanted to hawk me and I asked for 180k comp and he told me it was "impossible". Hung up, was hired at 185k a few weeks later. Wasn't even much of a negotiation when I asked for it.
1. Be willing to accept non-cash comp. Stock of various forms, etc. This works with later stage companies better for obvious reasons.
2. Go into all negotiations ready to explain to the other side what they are buying. Remain calm if not slightly bored. Repeat your ask as if the other side has forgotten them (that sort of bored, calm tone). Do not argue.
3. Actually deliver business value. None of this "Well that's not my job". If I need to fly to a datacenter and run a power off test, I will. If I need to mop the floor and wipe down the breakroom, I'll do that too. Own problems, not positions.
Have arranged travel, run big group meals, and setup parties. At one point setup a golf event.
Have flown across the US many times, most of the time was there to just whiteboard and mediate in practice.
Have worked with lawyers on vendor contracts (was how I learned to negotiate partially).
Have had a bunch of side adventures in managing locks, safes, etc as part of my day job. Plenty of random physical builds.
A large part of what I actually do is mediation between parties so that I can get permission to do whatever business function actually needs to happen.
Oh and spent a few years wiping down a breakroom as a habit and making coffee. Incidentally became good friends with a major CTO due to that.
#2 and #3 are excellent. I also might add : "Be willing to walk". Desperation signals compromises that they will exploit. Know exactly what you are offering to the business and walk when they say "thats too much , impossible, bad engineers ask for money like you". 100% those roles have high turn over, stress, and managerial issues.
Bad managers penny pinch because they can't use resources efficiently. Good managers pay more for talent because they are competent at managing resources.