Org chart
Start at the founders. The technology branch is expanded to show how engineers sit under a lead and a co-founder; growth, operations and HR are shown one level down. Expect this chart to change as the company hires senior managers.
Levels and designations
| Level | Typical designations | Span of control |
|---|---|---|
| L1 Founders | CEO, CTO, COO | 3 to 6 leads |
| L2 Function leads | Engineering Lead, Product Manager, Head of Growth, Customer Success Lead | 4 to 8 reports |
| L3 Seniors | Senior Developer, Senior Marketer | 0 to 3 juniors |
| L4 Executives | Developer, Marketer, Support Executive | no direct reports |
Approval chains
| Request | Approval chain |
|---|---|
| Leave | Developer → Engineering Lead → HR and Admin Lead |
| Attendance correction | Growth Executive → Head of Growth → HR and Admin Lead |
| Overtime | Support Executive → Customer Success Lead → HR and Admin Lead |
| Reimbursement | Marketer → Head of Growth → COO |
| Hiring | Function Lead → COO → CEO |
How the structure works
In a young startup the founders are the org chart. The CEO owns the direction and money, the CTO owns the product, and any third founder owns operations or sales. Early hires report straight to a founder and cover wide roles: one marketer runs ads, content and events at once. As teams grow past ten, function leads appear so founders stop managing everyone directly. A chief of staff often runs planning and hiring for the founders. The point of the structure is speed, so it stays light and gets redrawn every few months.
How it changes with size
At the seed stage, ten to twenty people sit one or two levels below the founders, and titles barely matter. Around Series A, at fifty to a hundred people, real functions form: engineering, product, growth, operations and a first HR hire. Managers now manage other people, not just do the work. By Series B and beyond, past two hundred people, the startup starts to look like a company, with heads of function, managers under them, and formal leave and attendance rules replacing the informal ones.
Common problems
Fast growth breaks structures. Titles inflate because early staff expect senior roles, so a two-year employee may be a head with a small team while a new hire from a large firm carries a bigger one. When founders hire experienced leaders above early staff, the early people can feel demoted. Ownership blurs when everyone owns a bit of everything and no one owns the result. The fix is boring but works: name a single reporting manager for each person, write down who decides what, and keep grades honest as the team scales.
- One reporting manager per person, even in a flat team
- Grades that stay honest as titles inflate
- A written owner for each outcome, not shared ownership
- Leave and attendance rules set before the team crosses fifty
Set up this structure in ZeniaHR
- Add departments for Engineering, Product, Growth, Operations and HR, and keep the list short so it matches how a small team actually works.
- Create designations such as Developer, Engineering Lead, Head of Growth and COO, and use grades to hold pay bands as titles change quickly.
- Set each person's reporting manager to their current function lead, and name a co-founder or chief of staff as the HR partner while the team is small.
- Turn on the org chart to spot anyone without a manager after a reshuffle, which happens often when founders hand over functions.
- Keep leave, corrections and overtime on the reporting manager then HR route, so approvals do not stall when founders travel.
- Add the COO and finance owner as reimbursement and hiring approvers, and let the CEO step in on any request when needed.
See it on your own data
A 30-minute demo on a video call. We set up your departments, shifts and leave rules and show attendance, leave and payroll running for your team. Free for your first 50 employees.
Book a free demoSee pricingFrequently asked questions
What is the org structure of a startup?
Most Indian startups begin flat, with founders running functions directly and a handful of broad roles. As funding and headcount grow, they add function leads for engineering, product, growth, operations and HR, then managers under them. A chief of staff often supports the founders. The structure stays loose and changes with each hiring round.
How is a startup different from a corporate structure?
A startup keeps fewer levels, wider roles and faster change than an established company. One person may own marketing and support at once. Reporting lines shift as senior leaders join. A corporate has fixed departments, narrow job descriptions and stable levels. Startups trade that stability for speed, and formalize the structure only as they scale.
Who should employees report to in a startup?
Give every employee one reporting manager, usually their function lead, even when they work across teams. This keeps leave, attendance and reviews with one owner. In the earliest days a founder may be the manager for everyone. As leads are hired, move people under them and update the org chart so no one is left without a manager.