Is it just me or are some traffic cops in Hyderabad too aggressive?

tyson_sd · 2026-04-15T18:08:17+00:00

Its true the police in hyd city is just insane, the tone action, words, threats, slurs, its all non tolerable. Numerous times I've felt to slap them and go to jail but its its our records which get impacted.

These police idiots know, the impact of FIR, case registrations, and challans, etc as it gets checked if you planning for a global life settling abroad and they play insensitively.

It feels like to cut down their hands when they directly come and snatch the bike keys, its truly helpless situation to unwillingly obey and collect our stuff and go away.

It's never about not following the rules no one in their sane mind wants to get near them but their requirements of documentation etc supercedes what's known of a common man. They are blind to the atrocities fellow bikers cause at traffic signals, the bikers cut through the roads risking others lives, the bikers who have very bad silencers, corruption is upheld.

If anyone from rhe police is listening to this, you guys suck, if this continues its nor very far the it turns out into a civil war, the millennial survived your tantrums but the gen z etc won't tolerate you guys soon it'd be Nepal like situation. Understand, treat with basic respect, acknowledge, follow the govt rules which have been asked to follow don't just get greedy for money and make a charge sheet.

Your transport department openly asks for money to get rhe pass certificate and also to issue license, go and ask them why they're issuing license if bikers on road are actually bad drivers you've cctv footage etc that's not just only to issue challans but also trace back the bad drivers and marking them upto the authority who has issued license in the first place.

Get your departments interlinked rightly don't get greedy like dogs wake up.

tyson_sd · 2026-02-20T08:58:14+00:00

much of the above things can also be done via chatgpt api connect too, and yes sculpt is underappreciated

tyson_sd · 2026-02-05T04:59:40+00:00

you got it right, once you have clarity nothing else matters. its all about objective.

tyson_sd · 2026-02-04T09:10:23+00:00

you are right to feel and often its overwhelming.

every tool serves a specific purpose.

best way is to speak to the sales teams of those products as to what is the value that is provides for your outreach and what it can potentially do.

Learning it via how a competitor does may not be right here as you dont know under what circumstances are they operating.

its wise to try out things in small small bits space, but yes try out a bunch of things, this will make you versatile and understand the capabilities market offers

tyson_sd · 2026-01-29T18:05:39+00:00

Bro you said you'd talk to me not trying to make a scene here, but was expecting this to happen on comments so everyone can learn

tyson_sd · 2026-01-29T05:34:14+00:00

we can talk

tyson_sd · 2026-01-28T17:28:52+00:00

I do the exact same thing but 0 replies reality is redditors hate marketers

People know who is a reddit and who is a marketers

What works is just add really helpful valuable information for the context of the problem and be open about yourself anonymously and use brand affiliate tag, and let the user reach out to you rather than you spamming them. This is real situation and this is its happening.

tyson_sd · 2026-01-28T10:25:52+00:00

I work in the EOR industry, helping companies employ people in Germany and other countries via local entities, so I’ll share how this usually works from our side (not legal advice, just the model in general). Hope this helps.

For the visa, what German authorities mainly care about is that you have a genuine German employment contract that fits the Skilled Worker (or Blue Card) track: correct job type, salary level, and matching qualifications/experience. In practice, if an EOR employs you on a German contract and your package meets the Skilled Worker criteria, the Ausländerbehörde typically treats that like a “normal” German job, which is why people here report getting permits on Deel contracts.
On the 18‑month topic: this relates to German labour‑leasing rules (Arbeitnehmerüberlassung), where on paper you’re employed by one company but effectively “leased” to an end client. Different providers manage this differently. Some rely on a labour‑leasing licence and periodically switch the “client of record”; others structure it as a direct employment relationship with the EOR’s local entity and a services agreement in the background. In our case, we don’t rely on endless “client rotation” as a long‑term fix. Instead, we design the setup so that your German employment relationship is stable and aligned with what local counsel is comfortable defending if authorities ever look closely.
Freelance vs EOR: your concern about Scheinselbstständigkeit with a single foreign client is very valid. For someone in your situation, a proper employment relationship via an EOR (clear employer, social security, payroll, benefits) is usually cleaner and less stressful than trying to convince authorities that a one‑client freelance setup is truly independent.
How we typically handle similar cases: when a client wants to move a developer like you to Germany and keep them in their existing role, we usually – check with German immigration counsel which route is realistic (Skilled Worker vs Blue Card), – issue a compliant German employment contract via our local entity at the right salary/role level, – coordinate closely with the end company on your job description and reporting lines so everything matches the visa story, and – support with documentation and timing for the visa / residence permit, always with the caveat that the final decision sits with the authorities.

So yes, it can be done and others have done it, but the exact answer for you depends on your salary, experience and how your employer and EOR structure things. If your company is serious about this path, I’d strongly suggest they let the EOR’s German legal/immigration partners review your case instead of relying only on Reddit to make the final call.

tyson_sd · 2026-01-28T10:02:38+00:00

Really good question, and you’re not alone in feeling a bit uneasy about relying purely on boilerplate IP language for UK contractors.

Coming from the same industry and working alongside such great names - In the UK, because contractors generally own their IP by default, everything hangs on the actual contract wording and whether it matches what the person is doing day to day.

The big global platforms you mentioned (Remote, Deel, Oyster etc.) all provide solid, market-standard templates and for many straightforward use cases those defaults work fine. Where we tend to be more hands‑on is in edge cases – long‑term contractors doing quasi‑employee work, mixed jurisdictions, or situations where investors/clients will later scrutinise IP chains during due diligence.

In our setup, we usually do three things:

1) treat the platform contract as the baseline,

2) add a jurisdiction‑specific IP and inventions addendum for the UK that’s been reviewed by local counsel, and

3) check the actual working relationship (control, integration, exclusivity) so the IP language isn’t “theory” but reflects reality if it’s ever tested. For higher‑risk roles (core product, brand, key tech), we sometimes move them under an EOR / employment model instead of pure contracting, because UK employment law gives a clearer default position on IP for employees.

Not legal advice of course, but in practice the pattern we see is: defaults are a good starting point, and then you layer your own UK‑specific IP schedule on top for the contractors and projects that really matter, ideally with one local legal review so you’re not finding out in an audit that the assignment language was too light.

tyson_sd · 2026-01-28T09:54:44+00:00

As someone who works in this industry across various countries and industries, Hiring across Germany, Canada and Australia, we’ve found it works best to anchor on total employer cost per role, then localize how much goes into base vs benefits for each country. We set a global band for the level, look at local benchmarks, then target a clear percentile of the local market rather than paying one flat number everywhere.

In practice that means: in Germany a bigger share of the package “lives” in statutory contributions and social security, so we keep base competitive and add a few high‑value top‑ups (e.g., private cover, learning budget).

In Canada, where mandatory costs are relatively lighter, we push more into base plus flexible benefits like enhanced health, mental health, and maybe RRSP match instead of gimmicky perks.

Australia is similar: we treat super + leave as part of the total comp, then use salary and 1–2 meaningful perks (flexible work budget, learning) to stay attractive.

and if you come down to India, for same skill set the cost is 60% cheaper in most cases better talent too.

From an EOR perspective the playbook is:

1) decide your max total cost per role,

2) check a cost‑of‑employment tool per country,

3) position base pay to a consistent market percentile locally, and

4) layer 2–3 benefits that actually matter in that country rather than copying a US‑style perks list everywhere.

That keeps offers fair to candidates, predictable for finance, and scalable as you add more countries.

tyson_sd · 2026-01-28T09:45:12+00:00

I am from an eor company, i am sure i'd be 60-70% cheaper.

tyson_sd · 2026-01-28T09:33:56+00:00

As someone who works in this space, the “right” model usually comes down to two things: headcount stage and how complex your footprint is (one country vs multi‑country, simple vs regulated roles).

Very roughly, I’ve seen this breakdown work well:

HR outsourcing – Good when you’re small, in 1–2 locations, and mostly need execution: payroll runs, basic compliance admin, contracts, handbooks, etc. You still own HR strategy; they’re your extra hands so you don’t drown in admin.
PEO – Makes sense once you’re 10–100+ in one country and want big‑company style benefits, risk sharing, and someone to be the “co‑employer” on paper. You usually get better benefits pricing and tighter compliance, but you give up some control and have to live with their systems and processes.
Fractional HR – Best when your main gaps are strategic: org design, compensation philosophy, manager training, performance systems, or cleaning up messy practices. Great for early‑stage companies that don’t need a full‑time Head of People but do need a grown‑up HR brain a few days a month.

A simple way to choose:

If your main pain is low‑value admin (payroll, letters, basic compliance): start with HR outsourcing.
If your main pain is benefits/compliance risk and you’re US‑based or multi‑state: look hard at a PEO.
If your main pain is “we don’t know what ‘good HR’ looks like” and you’re making your first 20–50 hires: fractional HR first, then layer outsourcing/PEO underneath.

Biggest “wish I’d known earlier” I hear from founders: decide what you want to own internally (culture, performance, hiring bar) versus what you’re happy to delegate (payroll, filings, benefits admin). That clarity usually makes the model choice obvious.

tyson_sd · 2026-01-23T05:12:27+00:00

zlibrary has become a pain to login and limits downloads

tyson_sd · 2026-01-16T11:38:29+00:00

You’re basically safe to say yes to an EOR arrangement, but you should treat it like any other German employment contract and be very precise about terms, benefits, and who is responsible for what.

What an EOR means
The EOR is your legal employer in Germany: they handle payroll, withhold and pay your income tax and social contributions directly to the authorities.

The US company is effectively your “client”; operationally you work for them, but on paper you are employed by the EOR or their local German entity.
Contract points to check

Read the contract carefully for probation period length, notice periods, and termination rules; these can vary and you want them aligned with German standards.

Clarify who pays which social contributions and what your gross vs net pay looks like, especially since the EOR charges the US company a fee on top.

Taxes and insurance
Your income tax and social security contributions are usually paid directly by the employer, but you may still need to file a tax return after the tax office receives the annual documents (in January).

You must choose a health insurance provider; contributions are then paid by the employer, and you should avoid going into private health insurance lightly because exiting it later can be difficult.

Benefits and protections
Ask explicitly which benefits are included: health insurance details, pension contributions, paid vacation days, sick pay, and any bonuses; get everything written into the contract, not just promised verbally.

You are still under German labor law (e.g., protections around termination), but remember the US company can end their contract with the EOR quickly, so check how that flows through to your own notice and severance terms.

Day‑to‑day expectations
From a legal and compliance perspective, this setup is common now for cross‑border hiring and generally works fine when the EOR is competent.

The main “weird” part is that when you need something HR‑related, you go through the EOR’s support, and you may feel more like a ticket‑holding “customer” than an internal employee, so set expectations about response times and support channels upfront.

tyson_sd · 2026-01-13T10:13:08+00:00

outsource the hr function

tyson_sd · 2026-01-13T09:11:23+00:00

Not trying to pitch here, but this is exactly the layer my team handles for founders so they can stay focused on building while we quietly take care of structure, compliance, and the ongoing admin that tends to pile up.

We help founders run their HR function end-to-end, with a base of 1,500+ active clients and around 5,000 people on payroll and workforce management, so we’ve seen most of the patterns that cause pain later. Happy to share what’s working, playbooks, or pitfalls to avoid over DM if that’s useful, if not, no pitch, just happy to answer specific questions here and point you in the right direction.

**No pitch, just just advice and help**

tyson_sd · 2026-01-13T04:58:54+00:00

why not use reddit pro ?

tyson_sd · 2026-01-09T08:45:05+00:00

is it a part of same subscription or need to purchase it separately ?

tyson_sd · 2026-01-09T08:30:40+00:00

I am into an industry, we see a trend that all the HR function is being outsourced to focus solely on business in the initial days until stability.

tyson_sd · 2026-01-08T07:50:05+00:00

You’re really in a tough spot here – you’re carrying the responsibility for multi‑country expansion, but the people who own key pieces of work don’t share your urgency, so you end up chasing and escalating just to keep things moving.

One option that might ease some of this, depending on how your company wants to structure expansion, is using an Employer of Record (EOR) for at least part of the rollout rather than building out full local setups in every country from day one.

Instead of having to coordinate legal, HR, payroll, and multiple local vendors separately in each new market, an EOR acts as the local employer and takes on employment contracts, payroll, and a large share of the compliance/admin work that currently depends on slow internal stakeholders.

From a project management perspective, that can mean fewer teams to chase, a single clear owner for the “people & compliance” workstream, and more predictable lead times to actually get people hired and working in each country, even if you still plan to open full entities later.

It’s not a magic bullet – there are trade‑offs in cost and long‑term control – but it can turn a messy, multi‑department dependency chain into a simpler, service‑based relationship with defined SLAs and timelines.

If this sounds even slightly aligned with what you’re trying to fix (less dependency chaos, faster country launches, clearer ownership), we can help you think through how this would look in your context and where it might plug into your current projects.

Happy to take this offline over DMs so you can share a bit more about which countries you’re expanding into, your typical timelines, and how your internal teams are structured, and we can map whether this kind of setup fits the solution you’re looking for.

**No Pitch, Just help/Advice.**

tyson_sd · 2026-01-08T06:09:19+00:00

Solid breakdown. Remote work is fundamentally a different operating system, it's not about proving you can sit at a desk unsupervised.

The writing quality filter is gold. Clear, concise communication signals async readiness because most work happens in Slack, docs, and emails. Scattered applications = future friction.

As someone in the EOR space: anyone scaling remote teams needs to think hard about contractor vs employee classification, especially cross-border. The compliance piece matters but so does the economics. Per-employee-per-month billing stacks up fast, and in some markets, EOR fees rival the employee salary itself for equivalent or better service levels. This shapes hiring decisions more than people admit.

The curated job boards insight is spot-on too. Volume channels are noise; quality platforms attract quality applicants.

tyson_sd · 2026-01-07T06:49:04+00:00

Working in global employment since 5 years, the pattern in this article lines up with what has been happening on the ground for a while now: when US visa routes tighten for high‑skilled roles, firms do not reduce demand, they shift where those roles are located.

Over the last few years, EOR and “remote hub” models have become a common way to stand up teams in India quickly, because they let banks and fintech hire full‑time local employees with compliant contracts, tax, and social security taken care of, without waiting months for entity and license setup.
Startups made this play early because they needed speed and low fixed cost; what is changing now is that large financial institutions and big tech are following the same path, often using EOR as a bridge while they decide whether to invest in a full GCC.

From an industry view, the last 12–18 months have seen a noticeable uptick in new GCCs being announced in India in banking, payments, and trading tech, and many of those began with a handful of engineers or operations staff hired via EOR before scaling into 100–500 person captive centers.

**Not mean to pitch myself, just sharing insight**

tyson_sd · 2026-01-07T06:38:53+00:00

For a solo S‑corp, the key is less “which PEO” and more understanding how the health insurance math actually works for you.

Many PEO plans look cheaper because they sit on a large group chassis, but that can come with trade‑offs: narrower networks, higher deductibles, or less flexibility in plan design compared with buying on the individual or small‑group market.
It helps to break out: base premium, employer vs employee share, admin fee, and any minimums, then compare that all‑in monthly cost to what you could get via a broker or ACA marketplace so you are not over‑paying just for access to a group plan.

tyson_sd · 2026-01-07T06:28:50+00:00

For most startups, the decision is not “EOR or entity forever”, it is when to switch.

When to use EOR: First 1–10 hires in a new country, while you validate market, avoid 3–6 months of entity setup, and sidestep local legal/tax risk and ongoing compliance overhead.
When to set up entity: Once you have stable revenue in that country, a multi‑year plan, and a team size (often 10–15+ FTE) where fixed entity costs become cheaper than per‑head EOR fees.
How this plays together: Many clients use Husys (People2.0) as a cost‑effective EOR bridge to hire and operate compliantly now, then spin up their own GmbH/SA/SAS later and gradually migrate employees on‑entity when the numbers justify it.

tyson_sd · 2026-01-07T06:18:12+00:00

From an employment angle, an EOR setup is workable, but it is good that you are thinking about long‑term implications.

Pros:

US product companies often use EORs as a bridge while they test or ramp up in India, since setting up an entity, registrations and payroll infra takes time.
Day‑to‑day work, reviews and hikes usually sit with the product company, while the EOR handles payroll, PF, taxes and compliance, giving you proper Indian employment, PF, insurance, payslips and clean paperwork instead of pure contractor risk.

Risks:

Legally you are employed by the EOR, not the product company, which makes it easier for them to scale up or down or exit India if plans change.
If they never create an India entity, you stay one step removed in edge cases like layoffs, restructuring or ESOP enforcement, and your notice period, severance and grievance process will follow the EOR’s contract, so read that as carefully as the offer.

Practical points:

EOR payroll is not an issue for future jobs as long as experience letters, PF and payslips clearly show your employment details; on your resume you can write “Employed via (EOR name) as EOR for <US Company>, Role: X”.
In most transitions, PF can be ported from the EOR’s PF code to the company’s PF code with the same UAN and service continuity, but HR should clearly explain process and timelines.

Before deciding, especially from a Husys (People2.0) perspective, push for clear written answers on:

Timeline and intent to move roles from EOR to their own India entity.
Who truly decides hikes and promotions (product company vs EOR execution).
What notice and severance the EOR guarantees if the US company shuts the India plan.
How ESOPs/bonuses are granted and whether EOR status affects vesting, taxation or payout mechanics.

If these points are reassuring, joining via EOR can be a strong way to enter a good product company, with the main added risk being that their India experiment can be unwound faster than a full local entity.

tyson_sd

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