Praper

Founder & CEO

Brooks & Glane 

Video Editor

Media Entrepreneur with 6-Figure USD ARR | Taking Creators’ Video Content to the Next Level | Hiring Video Editors

At 13, I dreamt of becoming a YouTuber and content creator. 

At 23, I run an 8-figure video content agency working with some of the biggest creators on the planet.

But how did I get here? Here’s my story:

I realised that I had a knack for graphics and video editing early, and took up a VFX course after school to improve my skillset.

My obsessions with YouTubers hadn’t stopped, and while I was trying my hand at a couple freelancing gigs, I realised I could use my skillset to work with creators as well.

Then, one freelancing gig with one creator rapidly grew to Praper Media, and a team of more than 50.

Along the way, I learnt how to run a company, build a team, and live life on my own terms.

I create content around what I learnt on this journey, and help you make it big in the media industry.

So follow along, and drop me a connection request if you’d like to chat about content creation or basically anything interesting.

P.S. - We’re always looking out for top-notch video editors at Praper, so get in touch if you’d like to join us.

I moved to Chandigarh on a ₹7000 stipend. 7 years later, I just bought my first house here!

I’m so grateful because I remember the old days.

2 of us in a tiny room that was actually just a balcony. 0 privacy. Inedible food.

My rent was almost as much as my stipend. I thought twice before spending even ₹50.

But I tried to keep my focus on work, and Praper Media got me through it all.

After 7 years of giving this agency my all, and bouncing around 6 different houses in the city...

I finally have a home.

Getting this far has not been easy, but milestones like this make me realise that the tough old days were all worth it.

This city changed my life.
And today, it finally feels like home.

#success #growth #entrepreneurship

Pratham Jindal

Media Entrepreneur with 8-Figure INR ARR | Taking Creators’ Video Content to the Next Level | Hiring Video Editors

Elon Musk gave 2 hours of his time for an Indian podcast which isn’t even 2 yrs old.

And it’s just not because Nikhil Kamath has the right connections. It’s because he built his podcast differently.

It’s a masterclass on building a platform with a cause.

1. Started with zero agenda

No sponsorships or monetisation. Just one goal: build a "knowledge bridge" for anyone trying to go from zero to one in any industry.

2. The charity model

Nikhil doesn’t pay his guests to come on. He doesn’t charge them for the publicity. But there’s a rule: they have to donate ₹50 lakh to charity

It’s genius. Great PR for the guest, flips the power dynamic, and goes to a good cause.

3. Asking the "dumbest" questions

Despite being a billionaire, Nikhil asks the most simple questions. He over-researches, then plays dumb. Guests look like geniuses. They open up. Simple.

4. Bet on super long-form content

2-3 hour episodes in a TikTok & reels world sounds crazy. But he knew the right people + the right questions = undeniable value.

The result?

In under 2 years, his podcasts have over 800 million views.

More importantly, Nikhil created a media asset that the world's most powerful people want to be part of.

Bill Gates. Kishore Biyani. Narendra Modi. Elon Musk.

Not because he paid them. But because his platform actually means something.

To his guests. To his audience. To him.

That’s the different between chasing content virality - and creating content with a cause.

Do you think Nikhil Kamath’s podcast is successful because his network, or his values?

#podcast #elonmusk #content

I spent 2 years researching podcasts -> Built a repeatable viral growth process -> Grew a podcast from 9k to 100k subs in 27 days (now at 343k).

Now, I'm giving away all this research for free.

Our team uses the Podcast Virality Blueprint every day. It has 65 points that details the strategy, tools and insider tips you need.

Disclaimer: Not a quick guide. Only for serious podcasters who want to make it big.

To get access:

1. Like this post
2. Comment 'POD'
3. Connect with me

I'll DM you the resource.

Even at ₹6 Cr ARR, my company is still NOT a Private Limited.

(Disclaimer: I'm not a legal or tax expert. This is just what I've learned from experience.)

Most founders I meet think switching to Pvt. Ltd. makes them look professional. They believe clients won't work with them otherwise.

But I’ve never met a client who cared. 

Being a proprietorship has been a huge time save and money save so far, but we’re now finally considering the switch to Pvt Ltd.

Here's when I believe the switch actually makes sense:

1. Your taxation is getting out of hand

Once you cross a certain revenue threshold, Pvt. Ltd. can genuinely save you money. If your CA is telling you you're leaving lakhs on the table, you probably are.

2. You need to give people control

In the early days, everything runs through you. But as you scale, you need to delegate financial access. Expense accounts, signing authority, defined permissions. Proprietorships aren't built for this. 

3. Operations outgrow a "founder-only" structure

Monthly payroll, vendor payments, profit reinvestment - all gets complicated. Banks offer better features to Pvt. Ltds. Some contracts demand it. You'll feel the constraint when operations actually get bigger.

But here's what people don't talk about: The hidden downsides.

Compliance becomes a full-time job. You're constantly filing returns, managing audits, following regulations. Your focus shifts from building the business to maintaining legal paperwork.

That's why we haven't switched yet.

At Praper, our taxation is manageable. Our operations work fine. Our clients don't care about our company structure. So I’m still on the fence about this.

But here’s my general guideline:

Proprietorship works better until you hit ₹4-5 Cr in revenue - unless your business actually demands it (like raising funding).

Do things when they're needed. Not when they sound impressive.

Are you operating as Pvt. Ltd. or still running a proprietorship/partnership?

#founders #startups #legality

None of our editors has ever left us for another agency. Because we pay Bangalore-level salaries in Chandigarh.

If you're losing your people to competitors, read this.

Over the last 4 years, we've had people leave Praper for higher studies, family reasons, moving cities. But none left us to join another agency. Not one.

Here’s why our retention is this strong:

1. We pay Bangalore salaries in Chandigarh

Same work, same pay - just a much better life. So our editors aren’t choosing between us and competitors… they’re choosing between comfort and starting over.

2. We pay 2x for weekend work. Always

Not just in busy season - every single time. Work on a Sunday? Get paid double. We don’t “ask” people to sacrifice weekends. We pay for it.

3. We hire fast… but we don’t fire fast

In 4 years, only 4 people were let go in their first month - not because we avoid tough calls, but because our selection process is strong enough that it rarely comes to firing. Most people already fit the culture and pace from day one.

4. We turn introverts into leaders

One editor barely spoke when he joined. Today, he leads a team of 8. He asked for responsibility, got a trial period, and proved himself. Leadership isn’t only for extroverts.

5. We encourage side hustles

Your brand? Build it. Your network? Expand it. Your freelance work? Go for it. People stay where they’re not owned.

Your employees won’t stay because you ask them to.
They’ll stay because leaving feels like a downgrade.

Praper isn’t perfect - but it is a place where people feel safe, supported, and respected.

And that’s why, in 4+ years, not a single editor has left us to join another agency.

How do you retain top talent?

#retention #employees #founders #culture

We want all our employees to work like entrepreneurs” is bullsh*t.

When you start a company, you get used to doing everything - grinding late nights, taking wild risks, sacrificing comfort, social life, sanity… all of it.

And somewhere along the way, you assume your team will operate the same way.

But it’s stupid of you to think your employees would share the same mindset as you.

Because your path is different.

You chose the high-risk, high-reward life.
You chose the chaos, the uncertainty, the sleepless nights.

Your team didn’t.
They chose stability. A predictable paycheck.

They chose balance. Growth through incremental challenges - not the exponential rollercoaster you willingly signed up for.

And that’s not a weakness. It’s a preference.

And you couldn’t grow your company without a balance of both mindsets anyway.

Your job isn’t to turn employees into entrepreneurs.

Your job is to create an environment where their stability supports your ambition - and your ambition creates opportunities for their growth.

Let them have structure.
Let them switch off.
Let them be employees.

The day you stop expecting them to be like you… is the day they actually start performing at their best.

#employees #founders #culture

We shifted from postpaid to prepaid - and it made us ₹5 Cr this year.
And no, I’m not talking about phone bills.

Agencies usually follow one model:

Deliver work → Raise invoice → Wait for payment → Follow-up → Follow-up again.

That’s how we operated for years too.

But it creates 3 big problems:

-Delayed payments
-Unpredictable cashflow
-Zero upfront commitment from the client

Last year, our CBO Ashutosh suggested one change: “Let’s flip the model. Prepaid packages instead of postpaid billing.”

Honestly, I didn’t think clients would agree. But they did - and surprisingly, they loved it.

Here’s how that helped us:

1. It increased client accountability

Buying upfront made clients more invested in actually using the services they paid for - which meant faster inputs, quicker approvals, and smoother delivery.

2. Cashflow became clean

Upfront money allowed us to hire faster, expand the team, take bigger risks and invest in better systems. No month-end panic. No chasing.

3. We became more predictable

Clients knew how much they were spending. We knew how much work was coming. And that predictability helped us scale - fast.

4. Upsells became effortless

Once a client bought a 10-video package and loved the results, they'd come back asking for 50. No pitch needed. No convincing required. When someone's already invested and seen the value, scaling up happens naturally.

This one shift didn’t just fix cashflow. It removed chaos.

And yes - a major part of our ₹5 Cr this year came because of it.

Are your billing systems helping you grow or slowing you down?

#revenue #founders #startups #services

I just gave my first TEDx talk. And honestly? I was terrified.

I prepared for weeks, rewrote my script a dozen times, and still felt like I'd forget everything on stage.

But I did it anyway.

I spoke about the one habit that took me from a small town in Bathinda to running a global agency with 75 people.

'The Asker's Advantage'

Here's the core idea:

You don't get what you deserve. You get what you ask for.
I started my business with ₹100 and a message to a YouTuber I admired.
That one ask changed everything.

But most of us reject ourselves before we even try. We assume the answer is no, so we never ask.

I've studied why we don't ask more often - and how to break through:

1. The Wall (Fear)

We're terrified of rejection. Our brain processes it like physical pain, so we build walls to protect ourselves.
But in reality, the regret of not asking is heavier than hearing "no."

2. The Fog (Assumptions)

We assume people already know what we need, or that they'll say no anyway. So we never try.
I thought a YouTuber with 1M+ subscribers would ignore me. I asked anyway - and it changed my life.

3. The Mirror (Ego)

We don't want to look weak or needy. We protect our image instead of going after what we want.
But asking isn't weakness. It's how you build everything that matters.

The truth is simple: you're probably one ask away from something incredible.

Standing on that TEDx stage felt surreal.

The audience actually laughed at my jokes (thank god), and the energy in the room was crazy.

It reminded me that the scariest moments often lead to the most rewarding ones.

If you've ever held back from asking for something - a job, a collaboration, help from a friend - I hope this gives you the push you need.

Watch the full talk here: https://lnkd.in/dEdB-EWX

#tedx #talk #success #entrepreneurship

I run an 8-figure agency, but I still handle our tech myself. Network, hardware, even ordering cables.

It's funny… I've delegated almost everything over the last few years.

Editing. Hiring. Training. Client communication. Team management.

But tech was the first thing I handled completely when Praper started. It's what made me feel in control when everything else was chaotic.

And I still can't let it go.
Not because the team can't handle it. Not because I don't trust anyone else.

But because I genuinely enjoy it.

Sales is unpredictable. Hiring is messy. Growth is chaotic.

But tech is predictable. It calms me.

I like discussing hardware. Solving tiny tech issues. Setting up new storage solutions. Upgrading our server or lease line. Negotiating with vendors I've known for 5+ years.

Even ordering cables or adapters when the office needs them.

Most founders would call this irrational.

Why is the CEO spending time on network infrastructure that could be outsourced to an IT company?

But for me, it makes sense.

It's not the most high-value task on paper. But it keeps me grounded.
I'm literally building the backbone of my team and my office. And I find that deeply satisfying.

So I hired a couple people to help with IT, but I'm still very involved with it.

You don't have to optimise every hour of your day for "CEO work."
Sometimes, the thing that looks irrational is exactly what keeps you sane.

What's the one thing in your company you still can't let go of?

#ceo #tech #growth #role

Zuckerberg's hiring rule saved me from destroying my own company.

Most founders think this rule only applies to senior hires. But I apply it to freshers too.

Because in a fast-growing company, every hire is a future leader.
Today’s intern becomes tomorrow’s team lead.
Tomorrow’s team lead becomes next year’s department head.

So you’re not hiring for right now. You’re hiring for who this person will become in 3–5 years.

That’s where most people get it wrong.

They hire someone who’s great at the work… but terrible at dealing with people.

Even I learnt this the hard way.

I once hired someone with incredible skill. Perfect execution.

But I noticed something that they dismissed ideas, never took responsibility when mistakes happened, and created tension in small group tasks. 

I ignored it because I told myself: “It’s fine. They’re not leading anyone yet.”

A year later, they became a team lead. And the hesitation became obvious - the team did the bare minimum, avoided asking questions, and interacted with him only when they had no choice.

That's when I realised: I wouldn't work under this person too. So why did I expect my team to?

So now my hiring rule is simple:

If this person became my boss tomorrow, would I stay at the company?
If the answer is no, I don't hire them. No matter how good their skills are.

Because some of my best team members today weren't the most talented on day one. But they had something more important: the ability to lead.

They care. 

They listen. 

They take ownership. 

They make people around them better.

And that's the person I want running my company 5 years from now.
So that’s who I hire as freshers and invest in.

Because in a service business, people ARE your business.
And nothing destroys a company faster than a wrong leader.

Do you agree with this hiring philosophy?

#hiring #leadership #team #culture

It took me 4 years to build my agency to 5 Cr ARR, but 1 legal battle could shut me down in months.

I realised this last year, and spent 80 hours with an in-house lawyer to strengthen our legal defenses.

Here's what we worked on, that every agency owner needs today:

1. IP Assignment Agreement

Amateur agencies let founders hold domains, logos, trademarks, hosting in their personal names.

This is fine if you're a sole proprietorship. But if not, your brand enters a legal black hole. An IP Assignment Agreement makes sure the company owns everything.

2. Statement of Work (SOW)

Verbal or Whatsapp agreements with clients are not enforceable. So make a simple PDF and get it signed, including:

-Payment terms and late fees
-Revision limits and kill clauses
-Ownership of work until payment clears 
-Scope and what's NOT included (prevents scope creep)

3. Employment Agreements 

These protect you when people exit. Every contract must include:

-IP assignment - their work belongs to the company
-Non-solicitation - no poaching clients or team
-Confidentiality - no leaking internal info

4. Co-founder’s Agreement

We skipped this because I'm a solo founder, but more than 50% of agencies collapse because of co-founder conflict. 

So your agreement must define:

-Who controls what decisions (sales, hiring, finance, strategy)
-What happens if a founder leaves early or stops contributing
-How to resolve deadlocks without freezing the company

One missing clause can cost you clients, projects, or your business. 

Protect yourself from this crisis today. These won't make you money now, but they'll save everything you've built.

What other documents would you add to this list?

[Note: Not an exhaustive list, and not legal advice. Start here, and consider consulting with a lawyer yourself.]

#founders #agencies #legal #business

We helped Reel Rejects scale their YouTube growth - crossing 200M views and 300K+ new subscribers in just 24 months.

When Greg Alba (founder of Reel Rejects) approached us, the channel already had a loyal audience, but growth had slowed. What he needed was a team that truly understood retention.

So before signing, we asked for one thing: 90 days to rebuild the entire content system and he said yes.

Here’s what happened next:

1. Rebuilt the editing style for watch-time

We analysed 200+ past videos, mapped every drop-off point, and redesigned pacing, cuts, and reactions to keep viewers watching longer.

2. Systemised their brand voice

Greg’s on-screen energy is what fans love. So we defined that voice, documented it, and turned it into a clear editing SOP so every video feels consistently like “Reel Rejects.”

3. Refreshed their visual language

Updated transitions, pacing logic, and sequencing. Small tweaks led to a 15–20% lift in engagement.

4. Treated thumbnails like a science

Each concept went through competitor mapping, reaction psychology, text-to-face ratio tests, and deep CTR analysis.

5. Built a weekly feedback loop

Every week, we reviewed data with Greg, tweaked edits, and ran new experiments. It was never “set and forget” - everything was tested and improved.

And over 24 months, this turned into:

-200M+ views
-2.2B impressions
-311K+ new subscribers
-26.3M hours of watch-time
-5% average CTR across all videos

Greg continues to work with us, and the channel is still growing strong.

If your channel has potential but the growth has stalled, we’ve likely solved that problem before.

We take care of editing, thumbnails, and analytics - so you can focus on creating.

If you’re serious about scaling, DM me for a free consultation.

#client #success #growth

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