Varnika Menghnani

large_IMG_6541 - Varnika Menghnani.jpg

medium_IMG_6541 - Varnika Menghnani.jpg

small_IMG_6541 - Varnika Menghnani.jpg

thumbnail_IMG_6541 - Varnika Menghnani.jpg

IMG_6541 - Varnika Menghnani.jpg

<a></a>Why companies hire international contractors

Hiring international contractors has gone mainstream. More than half of companies surveyed in Remote's 2025 Global Workforce Report expect to increase international hires in the year ahead, and the shift is no longer mainly about saving money. It is increasingly about reaching talent that is scarce at home.

AI is accelerating this fast. According to Deel's 2026 State of Global Hiring Report, general AI trainer roles grew 283% across borders in 2025, the single fastest-growing cross-border role on its platform, now spanning more than 70,000 workers across 600 or more organizations. Those workers cluster in a handful of countries: after the US, the largest pools of AI trainers sit in India and the Philippines.

The pattern shows up across functions. Companies hire software and AI engineers in India and Poland, English-fluent AI trainers, support, and operations talent in the Philippines, and specialized product and design talent wherever it happens to live. The common thread is hiring on skill rather than postcode: you bring someone on for a specific project or a skills gap and wind the engagement down cleanly when it is done, which keeps your business lean.

The flip side is that hiring across borders introduces a few things worth getting right: the contract, tax forms, a couple of compliance points, and how you actually pay people. For a contractor relationship, most of it is simple once you know what to look at. Here are the five things that matter most.

<a></a>1. Keep the relationship clear: contract plus invoices

If you're hiring an independent contractor, you're on solid ground, and you don't need an EOR or a local entity to engage them. What keeps things clean is mostly common sense plus two pieces of paper.

First, a written contract. It should define the scope and deliverables, payment terms, and, just as importantly, intellectual property ownership and confidentiality. The IP point matters more than people realize: in many jurisdictions, including India, a contractor keeps ownership of what they create unless the contract explicitly assigns those rights to you. If a developer writes your code or a designer builds your brand assets and the agreement is silent on IP, you may not own the output you paid for. Include a clear IP assignment clause and confidentiality terms, and localize the agreement where you can, since enforceability differs by country (non-competes, for example, may not hold everywhere). If the contractor handles customer data, be mindful of local data privacy law (GDPR in Europe, India's framework, and others). A good contract is what establishes the engagement as a commercial relationship between two businesses, and it is also what protects what you are paying for.

Second, invoices. A contractor bills you as an independent business, and you pay against that invoice. Beyond keeping your books clean, the invoice documents the relationship: the contractor is running their own shop and charging you for services. A consistent invoice-and-payment record is one of the simplest things that keeps an engagement clear.

<a></a>2. Collect the right tax documentation before you pay

For a US company, the tax paperwork for a foreign contractor is lighter than most people expect, but it has to be done before money moves.

If your contractor is not a US person and performs all their work outside the United States, you generally do not issue a Form 1099-NEC, and you do not withhold US income tax. What you do instead is collect a Form W-8BEN (for an individual) or W-8BEN-E (for a business entity). This form certifies the contractor's foreign status and is what protects you from the default 30% withholding requirement on payments to foreign persons.

One exception: if a contractor performs any work while physically present in the US, that portion may need to be reported differently. For someone working entirely from their home country, that does not apply. [internal link: filing W-8BEN and W-8BEN-E]

<a></a>3. Be aware of permanent establishment (PE) risk

This is the one most first-time hirers have never heard of, and it is worth understanding, though for most contractor relationships it simply won't apply.

Permanent establishment risk arises when your activities in another country rise to the level where that country's tax authority treats your company as having a taxable presence there. If that happens, you can become liable for corporate tax in that jurisdiction. The key point: it is triggered by what the contractor does on your behalf, not by the fact that you have a contractor at all.

The activities that raise PE risk are the ones that make a contractor look like they are running your business locally:

A developer, designer, or analyst delivering project work does not create this exposure. If you are placing someone in a revenue-generating or senior representative role abroad, that is the moment to take tax advice. For ordinary contractor work, you keep decision-making at home and there is nothing to manage.

<a></a>4. Sort out payments, because the hidden costs add up

You have found the talent, set up a clear relationship, and signed a solid contract. Now you have to actually pay them, reliably and without quietly overpaying in fees.

This is where money leaks. The headline transfer fee is rarely the real cost. The real cost is usually the FX markup, the gap between the true mid-market exchange rate and the rate you are actually given, and it is invisible because it never shows up as a line item.

The real cost of paying via PayPal, on a $3,000 invoice:

That is roughly 8% of the invoice gone. A traditional bank wire is not much better once you add the FX spread (around 3%) to a flat fee that can run $50 or more per transfer, and every payment is a manual instruction. Multiply either across ten or twenty contractors paid monthly and it becomes a meaningful, recurring drain, and a quiet source of friction with contractors who notice the shortfall.

Here is how the main options compare. These are all-in monthly costs for paying 20 contractors $3,000 each ($60,000 total), including the FX markup each method hides in its exchange rate.

Skydo's cost here is $200 subscription (the tier for 10 to 50 contractors) plus $300 FX (0.5% on $60,000), shown upfront with no hidden markup. Note the pattern: some options that look cheap on fees cost the most once you account for the FX buried in the rate. But cost is only half the story. What none of these table rows show is what happens to your contractor after the money lands, which is the next point.

For a deeper comparison of methods and fees, see our guide on <a href="https://www.skydo.com/blog/pay-remote-workers-india">how to pay remote workers in India.</a>

<a></a>5. Don't forget the receiver's side: compliance paperwork

Here is the thing many payment tools overlook, and it's the part that quietly lands on your contractor.

When money crosses a border into India, the contractor needs a Foreign Inward Remittance Certificate (FIRC, sometimes issued as a FIRA, Foreign Inward Remittance Advice) to report the income and reconcile GST on the export of services. It is not optional paperwork. It is what lets them file cleanly and treat the money as proper export income rather than an unexplained credit in their bank statement.

The question is how much work it takes, and who does it. With a bank wire, the contractor's bank can issue a FIRC, but it is neither automatic nor free: they have to request it, submit transaction details, pay a per-certificate fee (HDFC, for example, charges around ₹200 plus GST each), and wait. PayPal has improved here and now offers a free weekly digital FIRA from a business account. Money transfer apps depend on how you pay: if you send a batch transfer and your contractor simply receives the money in their normal bank account, they typically get only a no-objection certificate and still have to obtain the actual FIRC from their bank; they get an automatic certificate only if they open and hold their own receiving account on the platform, an extra step with its own fee. Payroll and contractor platforms are built for the payer's side, collecting tax forms, onboarding, US reporting, and route the payment through an underlying transfer rail, so they do not issue the contractor's FIRC at all. It falls back to the contractor and their bank.

This matters because it shapes how your contractor experiences working with you. A contractor who has to chase their bank, open another account, or pay per certificate feels the friction even when your payment arrived on time. One whose paperwork just appears, automatically and free, does not. The tools that get this right are built with the receiver in mind, not just the payer.

<a></a>You usually do not need an EOR for a contractor

A quick note, because most guides on this topic are written by EOR providers and steer you toward one. An Employer of Record exists to employ people for you in another country, with payroll, statutory benefits, and tax withholding. That is the right tool when you are hiring an employee and need a legal employer abroad.

For a contractor, you do not need an EOR. You can engage and pay them directly. What you need is a clear relationship, the right tax form, a solid contract, and a clean way to pay. Reaching for an EOR you do not need adds cost and complexity to a relationship that is meant to be simple.

<a></a>Skydo: the simpler way to pay international contractors

Once the relationship, documentation, and contract are handled, paying your contractors should be the easy part. That is what Skydo is built for.

What it costs. A flat monthly fee based on team size: $50 for 1 to 10 contractors, $100 for 10 to 50, and $200 for 50 to 200, plus a 0.5% FX markup per transaction. You only pay in the months you actually send payouts, so nothing sits idle.

Compliance for both sides. Skydo is RBI-authorized as a Payment Aggregator and FEMA-compliant. Every payment you send is documented and audit-ready, and every recipient in India automatically receives an FIRA per payout, so your contractors are not chasing their bank for documentation at tax time.

No manual reconciliation. Skydo syncs with QuickBooks, mapping payments and tagging vendors automatically.

Fast to start. KYC, recipient verification, and your first batch payout can be done in minutes.

Try Skydo Payouts and send your first bulk payout to your contractors.

large_ChatGPT Image Oct 1, 2025, 10_40_52 AM.png

medium_ChatGPT Image Oct 1, 2025, 10_40_52 AM.png

small_ChatGPT Image Oct 1, 2025, 10_40_52 AM.png

thumbnail_ChatGPT Image Oct 1, 2025, 10_40_52 AM.png

Stable Coins

<a></a>The advice everyone gives, and what founders actually do

Search "how to pay international contractors" and you'll get a dozen near-identical guides. Collect a W-8BEN, pick a compliant platform, pay in local currency, keep records. It's all correct. It's also not how most founders actually start.

What actually happens is messier and more reasonable. A founder finds a great developer in Bengaluru or a designer in Manila, needs to pay them this week, and reaches for whatever account is already open. The polished "set up the right system first" advice assumes a deliberateness that doesn't match the reality of building a company, where paying the contractor is step nine of a busy day, not a project of its own.

So instead of one right answer, here's the progression founders actually move through, where it breaks, and what genuinely changes when they fix it.

The first international contractor gets paid through whatever the founder already has. Usually PayPal, a bank wire from the business account, or Wise.

This is the right call at this stage, and worth saying clearly: for one contractor, you do not need a platform. The overhead of setting one up isn't worth it. Collect their W-8BEN (genuinely do this part, it takes five minutes and saves a 30% withholding headache later), agree on the amount, and send the money.

It works because it's one person, once a month. The friction is small enough to absorb. The cost is higher than it looks (a bank wire can run $50 or more once you count the FX markup buried in the rate, PayPal can take 5 to 8% of the payment), but with one contractor you might not even notice.

Contractor two is in a different country. Contractor three prefers a different method. Before long the founder is running a small patchwork: Wise for the contractors it supports cheaply, PayPal for the one who insists on it, a bank wire for the agency that only takes wires.

This is where most founders sit for longer than they should. Each payment still works, so nothing feels broken. But it's now five logins, five amounts, five confirmations every cycle, plus reconciling each payment back to an invoice by hand across three different tools. It degrades slowly, and "spend an afternoon paying everyone" feels cheaper than "evaluate and switch systems." Until it doesn't.

There's usually a specific moment founders point to. A contractor messages on a Friday asking where their money is, because a wire got stuck in a correspondent bank. Tax season arrives and a contractor needs documentation the founder's tools never provided. The monthly payment run, now fifteen people, takes most of a morning the founder does not have.

The breakpoint is rarely about cost alone. It's the realization that paying contractors has quietly become a recurring operational job, and nobody decided it should be. The breakpoints are almost always administrative: a two-person startup paying one contractor can DIY it; a company paying ten across five countries cannot.

<a></a>What actually changes when you fix it

Here is the part the vendor guides skip. The unlock isn't "a cheaper payment tool." It's a different way of running this part of the business. Four things change, and they matter in this order.

This is the one founders feel first. The monthly payment run stops being a task. Instead of a morning spent logging into three tools, copying amounts, and confirming transfers one by one, it's a few minutes. The hours that went into moving money go back into the business. For a founder, that time is the single most expensive thing being spent on the old setup, and the easiest to stop spending.

<a></a>2. The operational headache disappears

No more reconciling payments to invoices by hand. No more chasing mismatched references across tools. No more Friday "where's my money?" messages because a wire vanished into a correspondent bank. The low-grade administrative anxiety that comes with manual cross-border payments, the part nobody budgets for because it doesn't show up as a number, simply goes away. Payments become something that happens, not something you manage.

<a></a>3. Payments become one click, not fifteen

The real shift is that the workflow itself becomes the product. You fund one account and send every contractor payout in a single batch. One click, everyone gets paid, you move on with your day. It's the difference between a pile of manual steps you have to assemble each month and a productized run that just executes. This is what "a system" actually means in practice, not a policy document, but a payment run that takes one action instead of fifteen.

<a></a>4. It's cost-effective and compliant, so everyone's happy

The first three are about the founder. This one closes the loop by making sure the contractor wins too, which is what makes the whole thing sustainable.

On cost: payments go out at the mid-market rate, the exchange rate banks use rather than the one they show you, with a transparent fee instead of a markup buried in the rate. At volume, that's the difference between quietly losing 5 to 8% on every payment and not. The savings are real, and they show up on both sides: the founder pays less, and the contractor receives more of what was sent.

On compliance, here is the piece founders discover too late. When you pay a contractor in India, they need a Foreign Inward Remittance Certificate (FIRC, sometimes issued as a FIRA) to report the income and reconcile GST on their exported services. Most payment methods leave them to chase it: a bank wire means requesting it from their bank, paying a per-certificate fee, and waiting; a batch transfer through an app often gives only a no-objection certificate, with the actual FIRC still to be obtained from the bank; payroll and contractor platforms, built for your side of the transaction, generally don't issue it at all. You never see this friction, because it lands entirely on the contractor. But they feel it every month.

When the paperwork is handled automatically, the contractor stops chasing their bank, stops paying for documents, and stops waiting. A contractor who is paid fairly, on time, with their compliance paperwork already sorted, has a materially better experience working with you. That is the real meaning of the fourth unlock: it isn't just cheaper, it's a setup where both the founder and the contractor come out ahead.

The honest version of the advice is not "use a platform from day one." It's: match the tool to the stage. One or two contractors paid occasionally? Whatever's already open is fine. Don't over-engineer it.

But once you're paying five, ten, twenty contractors every month, that's where a dedicated payout platform earns its place, and where Skydo is built to deliver exactly the four things above. You fund one account and send all your payouts in a single click, at the mid-market rate with a transparent fee. Reconciliation syncs to your accounting automatically. Every contractor in India gets their FIRA generated automatically on every payout, free, with nothing to request or chase. It's RBI-authorized as a Payment Aggregator and FEMA-compliant, with equivalent compliance supported as Skydo expands to more corridors. It is not payroll and not an EOR, just a clean way to pay the contractors you already work with, so your Friday goes back to being a Friday.

If paying your contractors has quietly become a recurring job, you can try it on your next payment run.