Latest / The Internal Move Podcast with Fexingo: Lateral Roles, Internal Transfers, and Staying at Your Company / How an Internal Transfer Can Reset Your Career Trajectory Mid-Year
Transcript
- Lucas: Let me ask you something. Have you ever been in a role where around June or July you realize you're not going to hit your goals, or the project you're on is losing steam, and you think, 'I'll just wait until performance review season and then ask for a transfer'? Luna: Yeah, I think most people have that moment. And usually they wait until September or October, right around review prep time. Lucas: Exactly. But there's a strong argument for moving earlier — specifically at mid-year, like right now, late June or early July. The logic is pretty concrete. Luna: What's the timing advantage? Isn't mid-year when everyone's heads down on delivery? Lucas: That's the common assumption. But in many companies, especially in tech and SaaS, the second quarter is when budgets and headcount get reallocated based on first-half performance. Divisions that are outperforming start hiring internally. And the managers in those divisions are often more open to internal transfers because they can move fast — no external recruiting cycle. Luna: So you're saying the window is actually more open than at year-end, when everyone's frozen for budgeting? Lucas: Exactly. Let me give you a concrete example. I talked to a product manager at a mid-sized SaaS company — let's call her Priya. She was on a legacy product line that was basically flat. In April, she noticed the growth division was adding headcount. She started conversations informally in May, transferred in June, and within 90 days she had a 15 percent scope increase and was assigned to a high-visibility project that her old team couldn't have offered. Luna: Fifteen percent scope increase is significant. And she did it in three months. That's faster than most annual review cycles. Lucas: Right. And the key was timing. She didn't wait for her annual review in November. She moved when the growth division was actively reallocating budget from underperforming areas. That's a pattern you see in Q2 and early Q3 — companies are doing mid-course corrections. Luna: So the first step is scanning for those reallocation signals? Like which departments are posting new internal roles or expanding headcount? Lucas: Yes. And also listening to who's talking about 'doubling down' on certain initiatives. But beyond just finding the right team, there's another advantage to mid-year moves: you reset your performance baseline. Luna: How so? Lucas: If you've had a rocky first half — missed targets, difficult projects, whatever — moving mid-year means you enter a new role with a clean slate. Your new manager hasn't seen you struggle. You have half a year to build a strong narrative before year-end reviews. Compare that to waiting until October: you'd be carrying a full year of mixed feedback into your new role, and you'd have only a couple months to prove yourself before the review. Luna: That's a great point. I've seen people who transferred in Q4 and then got rated against their old role's performance because the new manager didn't have enough data. Mid-year gives you enough runway. Lucas: Exactly. Priya told me that by moving in June, she had six months to demonstrate value. Her new manager evaluated her on her contributions from June to December, not her mediocre first half. That changed her rating from 'meets expectations' to 'exceeds'. Luna: So it's like a do-over. But what about the practical side — how do you actually initiate that conversation at mid-year? It's not like there's a formal process. Lucas: That's the part most people get wrong. They wait for a job posting. Instead, you should be having informal conversations with potential managers in the growth division around April or May. Say something like, 'I'm interested in how your team is approaching the second half. I think my skills in X could be useful.' You're planting a seed before there's an open req. Luna: And you're also signaling that you're ambitious and aware of where the company is investing. That's attractive to a hiring manager. Lucas: Right. And there's another tactical advantage: negotiation leverage. When you move mid-year, there's often more flexibility on start dates and even compensation adjustments, because the manager has budget that needs to be spent in the current fiscal year or risk losing it. External candidates have less flexibility because they're dealing with notice periods. Luna: So you can negotiate a later start date if you need to wrap up projects, or a signing bonus if the role is a stretch? I've heard of that happening. Lucas: Yes. Priya negotiated a two-week overlap where she gradually transitioned her old responsibilities, and she got a small one-time bonus to compensate for the disruption. That's much harder to do at year-end when budgets are already locked. Luna: I wonder if there's a psychological component too. Moving mid-year feels more proactive than reactive. You're not fleeing a bad situation — you're capitalizing on an opportunity. Lucas: Absolutely. And that mindset shift matters. When you wait until review season, you're often responding to disappointment. But if you move in June, you're seen as someone who's strategic about their career. Your current manager might even support it because they'd rather have a motivated employee in a new role than a disengaged one for six more months. Luna: What about the risk? What if the new role doesn't work out? You've burned the bridge with your old team mid-year. Lucas: That's a real concern. But the way to mitigate it is to keep the conversation transparent. Priya was upfront with her old manager: 'I see the growth division has opportunities that align with my career goals. I'd like to explore that while still delivering on my current commitments.' Most managers respect that kind of clarity, especially if you give them time to backfill. Luna: So it's about framing it as a growth opportunity, not a rejection of the current team. Lucas: Exactly. And if you've done good work, your old manager is likely to be a reference, not an obstacle. The key is to move before you're burnt out or frustrated — while you still have goodwill. Luna: This makes me think about the broader career strategy. A lot of people treat internal transfers as a last resort, but actually they can be a deliberate accelerant if timed right. Lucas: That's the takeaway. You don't have to wait for the annual cycle. Mid-year is an underused window. And if you're listening and thinking about your own situation, now is actually the perfect time to start those conversations. It's late June, Q2 is closing, Q3 planning is underway. Luna: One thing we should mention — if you've found this kind of practical career advice valuable, it's part of why we keep this show ad-free and focused on actionable insights. A couple of dollars a month on buy me a coffee dot com slash fexingo genuinely helps us keep producing episodes like this, with no sponsors dictating the content. It's a small way to support something you use. Lucas: Yeah, it really does make a difference. We hear from listeners who say these episodes helped them make a move or avoid a mistake. If that's you, and you want to keep it going, that's the place. Otherwise, let's get back to timing — because the other factor is that mid-year moves also put you in the pipeline for next year's high-potential programs. Luna: Oh, I hadn't thought of that. How so? Lucas: Many companies run leadership development cohorts or special project assignments in the second half. If you transfer in June or July, you're on the new team's radar by August when those nominations happen. You're not the new person anymore — you're the person who showed initiative. Priya ended up being nominated for a cross-functional leadership program that her old team never would have considered her for. Luna: So it's a double win: you reset your performance baseline and you enter the talent pipeline at exactly the right moment. Lucas: Exactly. So if you've been sitting on the fence, wondering whether to make a move inside your company, don't wait for the calendar to tell you it's time. Look at where the company is investing right now, have those conversations, and aim for a July or August transfer. You'll be set up for a strong second half and an even stronger 2027. Luna: And if nothing else, you'll have a clearer picture of your options. Sometimes just having the conversation clarifies what you really want. Lucas: Well said. That's the takeaway. Thanks for listening, and we'll see you next time on The Internal Move.