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My Artifact, Episode 3,498
Spending Smart vs. Wasting Money in Business
Hello, hello! This is My Artifact, episode number 3,498.
Today’s date is July 23, 2025. The time is 7:42 a.m. And let me just say—it feels really good to record in the morning. There’s something fresh and motivating about it. At night, it’s a bit different—I can’t explain why, but mornings just feel right. Anyway, let’s get straight to today’s big question.

The Big Question:
Am I being lean, or am I spending on things that don’t bring revenue?
This question usually pops up in the world of startups and business. Since I want to build my own startup one day, I’m asking these questions now so I won’t hesitate when I actually begin. I want to understand the common mistakes entrepreneurs make, because most startups—around 90%—fail due to small mistakes that add up to big losses. If I can avoid those mistakes, my chances of survival go up.

Lean vs. Wasteful Spending
So, what does it really mean to be lean or to spend on things that don’t bring revenue?
Think of a business as a graph. Sometimes it goes up—profits are rolling in. Other times it goes down—you’re burning cash. That’s normal. But in the early stage, especially with investor funding, how you spend matters a lot.
Imagine you’ve just received investor funding. Now, what do you do with that money? Do you buy a fancy new office? Do you get the latest equipment? Or do you focus on the essentials—like employee salaries and growth-focused expenses?
For me, the answer is clear: I’d spend only on things that actually help the business grow. Employee salaries? Absolutely yes. A giant, shiny office? No way. In fact, I’d have my employees work from my rented home in the beginning. Luxuries can wait—survival comes first.

The Harsh Reality of Startup Survival
Here’s the truth: for the first five years, I don’t expect to earn much (if anything). That’s 60 months of survival. During that time, I’d still need to pay salaries, even without revenue coming in. That’s tough.
So, I’d keep my team lean. No extra hires. No one who doesn’t directly add value. And since it’s a tech startup, I’d rely on automation as much as possible. Fewer people, fewer salaries, but a system that still runs efficiently.

When the Business Takes Off
Now, let’s say I actually start making serious money—maybe even become a millionaire from my application. Then what?
That’s when I’d allow myself to spend more:
I’d buy proper office space.


I’d give my employees good salaries and a comfortable workplace.


I’d make sure everyone had their own cabins—except me.


Why not me? Because as the chairman, my credibility comes from how little I need to work in the company. If everything runs without me being there every day, it means the system is solid. Ideally, I’d only spend an hour or two in the office, just checking in.

A Crazy but Useful Idea: The “Criticize Department”
Here’s one of my wild ideas: I want a department whose only job is to criticize.
Why? Because if I’m the chairman, people will always tell me, “Everything is fine, boss.” But that’s dangerous. Problems grow silently until they explode.
The criticize department would dig into every decision. If an investor wanted to invest, they’d check who the investor is, what percentage of ownership they want, and whether their intentions are good. If we plan a big marketing campaign, they’d ask, “What if this backfires?”
Their role would be to say “no” and provide reasons why a decision might fail. They wouldn’t make the final call, but they’d force us to think twice. This way, small mistakes don’t turn into big disasters.
They’d even critique me. If I say something publicly that could damage the company’s image, they’d warn me. Words can make or break a business. So, I want people brave enough to point out my flaws before they cause trouble.

Spending on Myself
Of course, if I make good money, I’d also spend a little on myself. Maybe buy a 3 BHK apartment in Pune, get a decent car like a Tata Curve or Mahindra BX6. If things go really well, maybe even a Land Rover. And yes, I’d love to take flying lessons.
But all of that comes second. My first priority is building a system where the business runs automatically, where employees are valued, and where money is spent only on things that generate revenue—or prevent disaster.

Final Thought
So, am I being lean or wasteful? My plan is simple:
In the beginning, spend only on essentials.


As revenue grows, invest in comfort and structure for employees.


Always prepare for problems with a criticize department.


And personally, keep luxuries for later.


That’s it for today’s episode. Thanks for listening.