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Building a Winning Team
How I Imagine Running My Future Business Without Falling Into Common Traps
Hello, hello! This is My Artifact, episode number 3,500. Yes, 3,500!
Today’s date is July 24, 2025, and it’s about 8:16 in the morning. So, should we jump straight into the question? Alright—yes, let’s dive right in.
The big question is: How do I help a diverse team work well together?
Now, this question is mostly tied to business—especially startups. I want to build a business, maybe even a startup. The funny part? Right now, I don’t know much about it. I haven’t done an MBA, I don’t hold a graduation degree, nothing fancy like that. But asking myself this question makes me stop and think about what really matters. What mistakes should I avoid? What are the traps that make so many businesses fail?
After all, it’s said that 90% of businesses collapse within five years. I don’t want to be in that 90%.
So, what am I really asking? I’m asking about the mistakes—whether in management, in hiring, or in how a company is run. Mistakes that burn through money, trust, sacrifices, and people’s faith. That’s why I’m asking these “mistake-oriented” questions. Because if I know what usually goes wrong, maybe I can steer clear.

My Vision of a Team: Not a Family, But a Sports Team
This particular question is about hiring people and, more importantly, how to treat them once they’re hired.
For me, employees aren’t just people clocking in from 9 to 5. I don’t see them as a “family” either. Instead, I see them as part of a sports team.
Think about it: in a sports team, everyone has a role. Everyone has to perform their part. If they don’t, the whole team suffers. That’s how I imagine my company—like athletes working toward victory. Everyone contributes, everyone pushes forward, everyone motivates one another.
That’s the energy I want.

Diversity: The Challenge and the Strength
So, let’s circle back to the question: How do I help a diverse team work well together?
When you run a company, you’re dealing with people from all kinds of backgrounds. They look similar on the outside sometimes, but they’re not the same.
Take Maharashtra, for example. Two people might both be Maharashtrian, but their way of thinking could be completely different. One person might say 1 + 1 = 2, while another person might believe 1 + 2 = 4 or even 5. People’s thought processes are shaped by their upbringing, society, and experiences.
That’s where diversity kicks in. It can be a challenge, yes—but it’s also an asset. If used well, diversity makes a team stronger. So the real question is: How do I channel that diversity into productivity?

Hiring: My Process
When hiring, I don’t want to rely on grades or fancy degrees. Sure, education matters in some roles—like handling taxation forms—but for me, the real test is capability.
So here’s my plan:
Everyone takes a test. This test covers both technical skills (like coding) and mindset (like ambition and problem-solving).


If they pass, they go for an interview.


If they succeed there, they join the team.


That way, nobody feels they were chosen just because of their background, degree, or connections. Everyone earns their place.

Fair Pay, Fair System
Money matters. People work to earn. That’s why I’ll make sure salaries are paid on the first day of every month—no delays.
To make things smoother, I’ll rely on something called an Employee of Record (EOR)—a government-approved service that handles everything like payments, taxes, benefits, promotions, maternity leave, and holidays. Basically, they deal with the financial stress, while I focus on running the business.
This way, employees feel secure, and I don’t get buried under paperwork.

Leadership Without Micromanaging
Now, here’s something important: I don’t want to sit in a fancy cabin office like a typical chairman. I don’t even want to be in the office every day.
Why? Because my company shouldn’t depend on me being there. My goal is to create a system where things run smoothly without me micromanaging.
Employees shouldn’t come to me for every leave request or small issue. That’s what managers and team leaders are for. For example, if a coder finds bugs, the team leader should solve it—not me. Same for finance, management, or design. Every department should have authority and independence.
Why? Because when I’m free, I’m more productive. Back in 2016–2020, I worked 8–12 hours daily, but life became dull. I don’t want to become an employee in my own company. I want space to think, learn, and grow.
That doesn’t mean employees can slack off. Accountability will always be there. Just like in a sports team, everyone knows their role—and they have to play it well.

Bonding Beyond Work
To build real connections, I won’t just rely on office meetings. I want fun, adventure, and culture.
Some of my ideas:
Team-building trips like mountain climbing during monsoon. It’s challenging, requires teamwork, and builds trust.