The Hidden Value of 'Zero-Revenue' Employees: Why I Spend Rs 8 Lakh a Month on Them
When I first read about Pratham Jindal’s LinkedIn post, one thing that immediately stood out is how counterintuitive his approach seems. Spending nearly Rs 8 lakh monthly on employees who don’t directly generate revenue? It sounds like a recipe for financial disaster—until you dig deeper. Personally, I think this is one of those rare moments where a founder challenges the status quo and forces us to rethink how we value contributions in a business.
The Revenue vs. Support Divide: A False Dichotomy?
Jindal’s core argument is simple: not all value is measured in rupees. He divides hires into revenue-generating roles (editors, designers, salespeople) and support roles (HR, IT, admin). What makes this particularly fascinating is how he flips the narrative. Most founders, myself included, often view support roles as optional luxuries. After all, if they’re not bringing in money, why bother? But Jindal’s perspective is a wake-up call.
From my perspective, the real insight here isn’t just about delegation—it’s about recognizing the invisible scaffolding that holds a business together. Support roles might not generate revenue, but they free up the founder’s time and mental bandwidth, which are arguably more valuable than money in the early stages of a startup. If you take a step back and think about it, the Rs 8 lakh isn’t an expense; it’s an investment in scalability and sanity.
The Cost of Doing It All Yourself
Jindal’s turning point came when he realized he was spending 8–10 hours a week on operational tasks like payroll, vendor follow-ups, and late-night invoice approvals. This raises a deeper question: how many founders are stuck in the same trap? We often wear our busyness as a badge of honor, but what this really suggests is that we’re misallocating our most precious resource—time.
A detail that I find especially interesting is Jindal’s simple system for knowing when to hire support staff: track your weekly tasks and their time consumption. If it’s eating up 8–10 hours, it’s time to delegate. This isn’t just about saving time; it’s about reclaiming focus. As one commenter pointed out, it’s not just the hours saved—it’s the stress removed, allowing you to think strategically instead of tactically.
The Psychology of Founder Ego
What many people don’t realize is how much ego plays into these decisions. Delaying support hires often stems from the belief that only the founder can handle certain tasks ‘correctly.’ I’ve seen this firsthand—founders micromanaging payroll or vendor negotiations because they think no one else cares as much. But as one user commented, this ego-driven approach is a time sink. Jindal’s admission that he was ‘guilty’ of this too is refreshing. It’s a reminder that even successful founders are prone to these blind spots.
Building Systems, Not Dependencies
One of the most insightful comments on Jindal’s post was about long-term business stability. The best businesses, the user argued, are those where systems work independently of the founder. This hit home for me. Too often, we build businesses that rely on our constant involvement, but that’s not scalability—it’s a trap. Support roles aren’t just about making the founder’s life easier; they’re about creating a structure that can outlast the founder’s presence.
The Broader Implications: Redefining Value in Startups
If there’s one takeaway from Jindal’s post, it’s this: we need to redefine how we measure value in startups. Revenue is important, but it’s not the only metric. Support roles enable growth by creating the conditions for it to happen. Personally, I think this is a lesson not just for founders but for investors and employees too. We need to stop undervaluing the ‘unseen’ work that keeps businesses running.
In my opinion, Jindal’s Rs 8 lakh monthly spend isn’t just a financial decision—it’s a philosophical one. It’s about prioritizing long-term sustainability over short-term metrics. And in a world where startups are often judged by quarterly numbers, that’s a bold stance.
Final Thoughts: The Unseen Engine of Growth
As I reflect on Jindal’s post, I’m struck by how much it challenges conventional wisdom. Spending money on roles that don’t generate revenue feels counterintuitive, but it’s a masterclass in understanding the difference between cost and value. What this really suggests is that the most successful founders aren’t the ones who work the hardest—they’re the ones who build systems that work without them.
So, the next time you’re tempted to delay hiring for a support role, ask yourself: how much is your time and sanity worth? For Jindal, it’s Rs 8 lakh a month. And he doesn’t regret it at all. Neither should you.
