An Indian startup founder has sparked a sharp debate after saying he spends ₹96 lakh every year on employees who do not directly bring in revenue. Chandigarh-based Praper founder Pratham Jindal reportedly said he pays around ₹8 lakh per month to people who do not generate a single rupee directly for the company, but he still sees it as a smart business decision.
The statement went viral because it sounds brutal at first. Most people hear “employees who make zero money” and assume the CEO is insulting support staff. But the deeper point is about how startups value roles such as operations, HR, internal systems and support functions. These teams may not close sales, but they often keep the company from collapsing under poor execution.
What Did The Founder Actually Mean?
According to reports, Jindal said his thinking changed when he realised how much time he was losing every week on operational work that did not scale. Instead of doing everything himself, he hired people for support roles that helped the business run more smoothly. His argument was that these employees do not create direct revenue, but they create time, structure and efficiency.
That distinction matters. A sales employee may bring visible revenue, but an operations employee may prevent delays, errors and founder burnout. A finance person may not sell anything, but poor billing, weak compliance or messy cash flow can destroy a business. Calling such roles “zero revenue” is catchy, but it can also be misleading if readers do not understand indirect value.
| Role Type | Direct Revenue? | Real Business Value |
|---|---|---|
| Sales | Yes | Brings customers and revenue |
| Marketing | Partly | Builds demand and lead flow |
| Operations | No direct revenue | Saves time and reduces chaos |
| HR | No direct revenue | Helps hiring, retention and culture |
| Internal tools | No direct revenue | Improves speed and productivity |
Is This Smart Hiring?
Yes, if the company can afford it and the roles remove real bottlenecks. A founder doing everything may feel financially disciplined, but that can become fake efficiency. If the founder spends hours on admin, hiring, tracking, reporting and internal coordination, then the company loses strategic focus.
But this logic can also become dangerous. Many startups overhire “support roles” before product-market fit, revenue clarity or cash discipline. That is not smart scaling; that is founder ego wearing a management costume. Support hiring makes sense only when it solves measurable problems, not when it creates fancy titles and bloated payroll.
Why Did The Statement Divide People?
The statement divided people because it touches a sensitive workplace issue: how companies talk about employee value. Employees do not like being described as people who “make zero money,” even if the founder means no direct revenue. Language matters because it shapes respect inside a company.
At the same time, founders are not wrong to think in terms of revenue and cost. A business cannot survive on feelings. Every salary must create value either directly through money or indirectly through efficiency, retention, compliance, speed or better execution. The real problem is when leaders cannot measure that value properly.
What Should Founders Learn?
Founders should learn that hiring is not about whether a role looks important on paper. It is about whether the role removes a clear pain point. Hiring an HR person because “companies have HR” is weak thinking. Hiring one because hiring quality, onboarding and retention are breaking the business is a serious decision.
Founders should check these points before adding support roles:
- Does the role save founder or leadership time every week?
- Does it reduce errors, delays or customer complaints?
- Does it improve hiring, retention or delivery quality?
- Can the company afford the salary for 12 months?
- Is the outcome measurable, even if not revenue-based?
What Should Employees Understand?
Employees in non-revenue roles also need to be honest. Saying “my work is important” is not enough. In a tight market, every employee must be able to explain how their role helps the business work better. If you are in HR, operations, admin, finance or internal tools, your impact must be visible.
That does not mean you need to sell directly. It means you should connect your work to business outcomes. Reduced hiring time, fewer process errors, faster reporting, better retention and improved delivery speed are all valuable. If you cannot explain your impact, do not be shocked when leadership starts questioning your cost.
Is The CEO Right Or Wrong?
He is partly right, but the wording is rough. He is right that support roles can be a smart investment when they help the company scale. He is wrong if the phrase “zero money” makes employees feel like second-class contributors. A mature leader should communicate indirect value without sounding like support teams are charity hires.
The better framing is simple: some employees generate revenue, while others protect and multiply the company’s ability to generate revenue. That sounds less viral, but it is more accurate. Startups need both types, but only when the business stage and cash flow justify them.
Conclusion
The ₹96 lakh hiring debate is useful because it exposes a common startup blind spot. Revenue roles are easy to value because their output is visible. Support roles are harder to value, but they can be critical when a company is growing and founder time becomes the biggest bottleneck.
The blunt truth is that both sides need maturity. Founders should not insult indirect roles as “zero money,” and employees should not assume every support role automatically deserves protection. In a serious business, every role must create value. The difference is whether that value shows up as immediate revenue or long-term operating strength.
FAQs
Who Is The Indian CEO In The ₹96 Lakh Hiring Debate?
Reports identified the founder as Pratham Jindal, founder and CEO of Chandigarh-based startup Praper. He said he spends around ₹8 lakh per month, or ₹96 lakh a year, on employees who do not directly bring revenue to the company.
What Are Non-Revenue Employees?
Non-revenue employees are workers who do not directly sell products or bring money into the company. These can include operations, HR, finance, admin, internal tools and support roles that help the company function smoothly.
Is Spending On Support Staff A Waste?
No, not always. Support staff can be valuable if they save leadership time, reduce errors, improve hiring, strengthen processes and help the company scale. It becomes wasteful only when the roles are unclear, overpaid or not solving real business problems.
What Should Startups Check Before Hiring Support Roles?
Startups should check whether the role solves a real bottleneck, has measurable impact and fits the company’s cash flow. Hiring support staff too early without clear need can create unnecessary payroll pressure.