A woman who jumped from an apprenticeship to an eye-watering salary by the age of 23 has revealed how she did it – and insists anyone can do the same.
Amy Reynolds almost tripled her pay in just three years, going from £30,000 at 20 to raking in £85,000 plus bonuses.
The now-25-year-old, who works at an associate director level, regularly posts career and money advice to thousands on TikTok, helping young workers navigate corporate life in one of the world’s priciest cities.
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The Londoner says her working life began with a part-time job at Skechers at 16 while studying for A Levels.
After taking a gap year to travel, she skipped university entirely and joined a degree apprenticeship at a major UK bank at 19, a decision she says changed everything.
“Going down the apprenticeship route meant I graduated with four years of experience, no student debt, a strong internal network and a clear track record,” she said.
“It set me up to progress much faster than if I’d gone down the standard graduate route.
“Since then, I’ve gone through several internal recruitment rounds and external processes.
“The market has definitely become tougher: more competition, higher expectations and sometimes slower progression.
“I’ve had promotions I’ve won and promotions I’ve missed.
“The difference has always been: I ask for feedback, I write it down, and I genuinely act on it.
“If you keep iterating your CV, your interview examples and your skills based on real feedback, you will land somewhere that fits.”
Speaking to Instant Offices, Amy has broken down the exact tactics that took her from apprentice to associate director before 25.
TREAT YOUR CAREER LIKE A LONG-TERM PROJECT
Amy mapped out where she wanted to be in 3–5 years – job titles, pay brackets, responsibilities.
She said, “Instead of drifting, every decision had a purpose.”
KEEP AN ‘IMPACT LOG’
Amy said: “From my apprenticeship days, I mapped out where I wanted to be in 3–5 years: What roles, what salary brackets, what level of responsibility.
“That gave me a framework for my decisions instead of just drifting.
“I kept (and still keep) a live document capturing: What I worked on, the tangible outcomes (e.g. improved product performance, increased adoption, etc).
“Also, any recognition, so positive feedback from directors, shout-outs and awards.
“By the time I went into promotion boards or pay conversations, I had a clear narrative – not ‘I work hard’ but here’s the commercial and strategic value I’ve delivered.”
REVERSE-ENGINEER THE PROMOTION CRITERIA
Amy asks for the competency frameworks for roles above her, highlights what she already meets and targets the gaps through specific projects.
OVER-DELIVER IN VISIBLE WAYS
She said: “I volunteered to lead initiatives that had senior visibility, delivered clear business outcomes and showed I could think strategically, not just do tasks.
“But I was also firm on boundaries: It’s about high-impact work, not unlimited hours.”
BUILD REAL RELATIONSHIPS
Sponsors matter more than being liked.
She said: “I built genuine relationships with people across teams.
“Not fake networking but being reliable, curious and delivering.
“Over time, that meant directors and senior leaders were aware of my work and were willing to back my progression in rooms I wasn’t in.
“That’s crucial.
“I also never went into a pay/progression chat unprepared.
“I’d rehearse my case clearly and benchmark my salary range via peers and public data so my ask was informed, not random.”
BE WILLING TO MOVE
She said: “Quietly, I’ve always held the mindset [that] if my value isn’t recognised where I am, I will find somewhere that does.
“Even if I stay, knowing I have external value changes how I show up in those conversations.”
PUSH FOR SALARY TRANSPARENCY
Amy discusses pay with trusted peers to stop people from being underpaid in silence.
She said: “I talk openly with trusted peers, juniors and seniors about salary ranges, bands and responsibilities so people know what’s fair.
“That removes a lot of the mystery and helps stop people, especially women and people from non-traditional backgrounds, from being underpaid in silence.
“Your salary is not just about time served – it’s about the value you bring.
“Once you start treating it that way, everything shifts.”
