Quick home services startup Pronto has raised $25 million in a Series B funding round led by Epiq Capital, as investor interest accelerates in instant household services platforms competing to scale rapidly across Indian metros. Existing investors Glade Brook Capital, General Catalyst, and Bain Capital Ventures also participated in the round, which values the company at $100 million post-money, founder Anjali Sardana confirmed.
Earlier, reports indicated that the company was in advanced discussions to raise $25 million at a $100 million valuation, and the latest development formalizes that growth plan.
Notably, the funding arrives amid an aggressive expansion race in India’s quick home services market, where startups are building dense hyperlocal networks of trained domestic professionals who can reach households within minutes. Founded in 2025, Pronto connects urban households with background-verified professionals for services such as cleaning, laundry, utensil washing, and basic meal preparation. Within just seven months, the company expanded from operating in one city to 10 cities, while it scaled from five micromarkets to more than 150 micromarkets.
Meanwhile, daily bookings surged dramatically from around 1,000 to 18,000, and demand continues to grow at over 20 percent week-on-week. In February alone, 4,500 active professionals completed at least one booking during the month, while 2,500–3,000 professionals worked on any given day.
Despite this rapid scale-up, Sardana emphasized disciplined capital deployment. “We’ve only burned $8 million in the first kind of year of the company. That being said, we’re doubling down on growth, and that will require capital, especially around scaling supply,” she said.
Furthermore, Sardana acknowledged that the company faces significant supply constraints. “We’re deeply supply constrained,” she said, explaining that professionals currently complete an average of seven bookings per day. “We’re growing demand at 20 percent week on week. But there’s only so much juice you can squeeze from increasing utilization. The rest has to come from scaling supply.”
At the current burn rate, the fresh capital provides substantial operational visibility. Sardana stated that the new funding gives the company “well over two years of runway.”
Unlike quick commerce companies that invest heavily in physical dark stores, Pronto operates on a predominantly variable-cost structure. Consequently, the company will allocate most of the new capital toward top-of-funnel supply acquisition, particularly referral incentives. Sardana explained that referrals now serve as the company’s largest channel for onboarding professionals, supported by strong net promoter scores among workers, whom the company refers to as “Pros.”
“If demand is growing 20 percent week-on-week, supply also needs to grow 20 percent week-on-week. Vendors and field recruiters are relatively static. Referrals are the one channel that compounds,” she said.
Currently, the company maintains a customer acquisition cost of approximately Rs 400, although Sardana declined to share overall marketing expenditure figures.
At the micromarket level, typically covering a 1.5–2 kilometre radius, Pronto has already built clusters delivering more than 500 bookings per day. In Gurugram, utilization crossed 60 percent in January, and older micromarkets have already surpassed break-even levels, according to Sardana.
“Utilization is the name of the game,” she said, adding that quality and frequency, rather than aggressive discounting, will ultimately drive sustainable growth. “In a lot of ways, there are similar dynamics,” Sardana said. “But total aggregate burn should be lower because there’s less capex and more variable cost. The cost structure is more in our favour.”
As multiple well-funded competitors expand simultaneously, Sardana stressed that service quality will define long-term differentiation rather than capital alone.
“It’s 100 percent quality,” she said. “Here we have a person coming inside your home and performing a service. Quality matters a ton. Quality compounds over time. It’s not something you can flip on and off.”
Importantly, user behavior indicates strong retention dynamics. Sardana revealed that the company’s top 1 percent of customers use the platform more than 23 times per month, while the top 10 percent use it nine or more times monthly, demonstrating that usage frequency increases significantly once customers establish trust.
Although industry consolidation may occur over time, Sardana stated that it remains “very difficult to tell today” whether the market will eventually narrow to only a few dominant players.
For now, the company will focus on scaling supply, strengthening density within existing micromarkets, and expanding into additional cities over the next 12–18 months.
Overall, as investor appetite intensifies and competition escalates, startups and investors are rapidly transforming India’s traditionally informal domestic help ecosystem into a capital-backed, technology-driven marketplace that prioritizes frequency, trust, and operational efficiency inside urban homes.
