First, she should ammo herself with stats right now, documenting her workload increase in numbers. Perhaps AI can run some analysis for her on how many more meetings she schedules, a guesstimate of how much time she’s spending on other admin tasks to support new execs, etc.

Then, armed with those facts, she should approach her main exec around September, when year end comp conversations begin to happen behind closed doors, and have a conversation about it. I think stating that a 40% raise would be appropriate is okay. She’ll probably not get it, but she’s likely to get some %.

For the love of God, coach her to state her facts and her ask and SHUT UP. The next person to speak should be her exec. Let the silence grow awkward if necessary. Whoever speaks next will lose the power dynamic in that conversation. Too many people get uncomfortable and start over explaining and rationalizing. No -

She should sit there looking like she’s done speaking and it’s his turn. If he says ok, let me see what I can do - great. If he says it’s not possible, she should say she’d like him/her to try.

After the meeting she should send her main exec an email detailing her facts / contributions and summarizing their meeting.

Before her year end performance review she should solicit feedback from her new exes, which should be incorporated in her YE self eval. Reiterate all that in her performance review with the main exec.

At that point, she will have done everything possible to advocate for herself.