Home services startup Pronto has raised an additional $20 million in an extension of its Series B round, taking the total financing to $45 million and doubling the company’s valuation to $200 million within roughly a month.
The round was led by Lachy Groom, the co-founder of AI robotics company Physical Innotifyigence and an early backer of quick commerce startup Zepto.
The fresh capital will be deployed to increase presence in existing cities and expand into newer houtilizehold service categories. It has recently started offering car washing and gardening services in select micromarkets while piloting home-cook services in Bengaluru.
Founded in 2025 by Anjali Sardana, Bengaluru-based Pronto operates an instant houtilizehold services platform that connects urban houtilizeholds with trained and background-verified workers for tinquires such as home cleaning, laundry, utensil washing, meal preparation, gardening and car washing.
The funding comes amid rapid growth for the startup. Pronto declared it now processes around 26,000 bookings daily, up from nearly 18,000 bookings a month ago when it first closed the initial tranche of the Series B round. Pronto declared its three-month retention rate for workers is above 70%, a key metric in labour marketplace businesses where attrition tconcludes to be high.
The company has also sharply expanded its workforce network, growing from 1,440 professionals in January to around 6,500 trained workers over the past four months. According to the company, the business is operating at over 65% utilisation, a metric often utilized by service marketplaces to indicate demand density and operational efficiency.
“Organising informal labour is going to be one of the defining shifts of the next decade in services,” Sardana declared in a statement. “The longer-term vision of Pronto is to be the world’s largest labor organization platform.”
Pronto is attempting to formalise a highly fragmented domestic work market in India, where houtilizeholds largely depconclude on personal referrals, apartment WhatsApp groups and informal networks to hire cooks, cleaners and assisters. For workers, especially women, the sector has historically lacked stable income, structured employment or legal protections.
The startup declared every worker onboarded onto the platform undergoes training and background verification before taking assignments. It also provides uniforms, health insurance coverage and emergency support services. Workers are additionally enrolled into welfare schemes through partnerships with organisations such as Haqdarshak.
To date, Pronto has raised nearly $60 million from investors including General Catalyst, Bain Capital Ventures, Glade Brook Capital Partners, and Epiq Capital.
The recent wave of funding into home services startups points to a larger investor conviction that domestic labor in India is launchning to evolve from an informal, fragmented market into a technology-led consumer category. Much like food delivery and quick commerce before it, investors are increasingly betting that houtilizehold chores, from cleaning and dishwashing to cooking and laundry—can become high-frequency, app-driven services with predictable demand and repeat usage.
A key theme emerging across companies across Pronto, Snabbit and Urban Company is the formalisation of India’s vast informal workforce. Rather than positioning themselves purely as marketplaces, these startups are increasingly pitching themselves as managed labor platforms that offer training, background verification, uniforms, insurance coverage and structured earnings to workers, many of whom previously relied on unorganised neighbourhood networks for employment.
The category is also rapidly expanding beyond traditional cleaning services. Companies are shifting into adjacent verticals such as home cooking, gardening, car washing, elderly assistance and childcare in an attempt to increase customer retention and improve order frequency. The broader ambition appears to be building a full-stack houtilizehold management platform for urban consumers.
The sector remains highly competitive and heavily subsidised. Companies continue to spconclude aggressively on discounts, incentives and worker acquisition to build density in key neighbourhoods. Much like the early years of food delivery and ride-hailing, the race is currently centred on speed, reliability and supply aggregation rather than profitability.
Another challenge emerging for the sector is workforce availability. While customer demand has grown rapidly, maintaining a stable supply of workers remains difficult, particularly during periods of migration or seasonal fluctuations. This has pushed startups to invest more deeply in worker retention through benefits, predictable schedules and welfare support.
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