I think it's come down to "what did you do with your time while waiting". Essentially those folks appear to be held to a higher standard than younger people who have remained professionally dynamic simply due to timing, ie rapid availability of career progression opportunities.

That said, there are other things you can do with your time...

People who joined or participated in the military reserves for example seem to be doing quite well, ie everybody getting called by a major, most by legacies. Includes civvy-track pilots who did not fly in the military.

Also people with multiple types seem to do better. Prop time won't do it alone, but prop time seems to reflect well on you if you have enough jet time. A recent training event is almost a must for the older crowd (last 3-5 years). They want to know that you're still trainable, and if you've flown the same plane for 15 years and are over 40 you truly might struggle. If your regional doesn't have another type, you may need to pony up for a 73 or bus type just to check that box. My understanding is that some majors may filter you out without a recent type.

Significant leadership responsibilities will get their attention too...this could include starting your own company or serving on a non-profit BOD. You'd be surprised at how many non-profits could use dynamic younger folks (ie not retired) who have some time to contribute in a leadership role. These days everybody and their brother is ladling soup at the shelter and volunteering for their kid's soccer team, so that probably doesn't make you stand out so much.

Even so, the retirements are just warming up...I expect most or all to get a call over then next 3-8 years. It's just a question of who will be senior to you. IMO it's worth making the extra effort to get out now to beat the rush, and also to avoid getting stuck in junior-man hell as the regionals scramble to deal with a staffing crisis which might become impossible to manage. Saw that play out at mesa about ten years ago...the more FO's who left, the harder the company leaned on those who stayed which of course incentivized them to leave too, and so on and so on (end result chapter 11).