From the Floor to $100 Mn: Anjali Sardana’s Pronto Grew 18X in 7 Months

QUICK TAKE:

Nine months ago, Anjali Sardana was sleeping on the floor of a Gurugram apartment to make sure customers received their bookings. The startup had one hub in Sector 56, 170 bookings a day, and a founding team that had not yet worked out how to scale supply without sleeping on-site. That was April 2025. Today is March 2026. Pronto has 18,000 daily bookings, operations in 10 cities across 150+ micromarkets, 4,500 active professionals, and a $100 million valuation — achieved in less time than most startups take to close their seed round.

The Series B: $25 Mn (Rs. 228.9 Cr), led by Epiq Capital, with full participation from existing investors Glade Brook Capital, General Catalyst, and Bain Capital Ventures — all doubling down. Total funding now stands at ~$40 Mn. Capital deployment plan: hire and train more professionals, deepen existing city operations, expand into new cities and service categories over the next 12-18 months.

So what? India’s home services market is a Rs. 5,100-5,210 Bn ($56-57 Bn) sector as of FY2025 — with less than 1% online penetration. Online is growing at 18-22% CAGR through FY2030 as urbanisation, dual-income households, and rising incomes structurally formalise what has historically been an informal, referral-driven, deeply personal market. Pronto is betting that it can be the Zepto of house help — fast, reliable, predictable — and that 18,000 daily bookings in month 9 is early evidence the bet is right.

STARTUPFEED INSIGHT

Series B Round Details

The 8X Valuation Journey — 9 Months

Company Snapshot — Pronto

Anjali Sardana, Founder & CEO, Pronto:

“We were sleeping on the floor to ensure customers who had made a booking received reliable service. We were doing about 170 bookings per day. We are now at over 18,000 bookings a day with more than 3,000 dedicated and happy Pros on the platform. We know most of the work is still ahead of us.”

StartupFeed read: The “sleeping on the floor” detail is not just colour — it describes the operational philosophy that produced a 2-day median rebooking time. Founders who are physically present at the supply-demand interface in the early weeks build institutional understanding of unit economics that no dashboard can replicate. The 170-to-18,000 trajectory is credible because of that foundation.

“We ended November at around 3K bookings per day. And today we’re at 18K. Basically, we have grown 6x in three months. Therefore, we strongly believe we will hit 70,000 bookings per day, if not higher.”

StartupFeed read: The 70,000 target by June is a 3.9X jump from current levels in ~3 months. At 20% WoW growth, the mathematical output by June 2026 would be approximately 70,000-90,000 bookings/day — the target is not aspirational, it is consistent with the current growth curve. The risk is supply-side: can Pronto onboard and train 3-4X more professionals in 3 months without quality degradation?

Rishi Navani, Founder & Managing Partner, Epiq Capital:

“Customers we spoke to were unequivocal: Pronto has become part of their routine, with strong trust in Pronto professionals and the quality of service. We are excited to back Anjali and the team as they scale a trusted, high-quality standard for Indian households.”

StartupFeed read: “Part of their routine” is the most important phrase in any consumer marketplace investment thesis. It means daily active usage — not occasional, not seasonal, not one-time. The median 2-day rebooking interval Sardana disclosed to TechCrunch is arguably the strongest retention metric in India’s consumer tech landscape right now. Most consumer platforms celebrate 30-day active users. Pronto is measuring in days.

Competitive Landscape — Instant Home Services India

What’s Next

1. The 70,000/day test (June 2026). Sardana has publicly committed to 70,000 daily bookings by June 2026. At current 20% WoW growth, this is mathematically achievable. The real constraint is supply: Pronto is explicitly supply-constrained today. To triple bookings, it needs to roughly triple its professional workforce — from ~4,500 to ~13,000+ active Pros — in 3 months. The referral-compounding thesis will be tested at this inflection point. If it holds, Pronto’s supply moat is real. If it doesn’t, capital will buy time but not fix the model.
2. New service categories. Cooking, car washing, dog walking, and salon services are in pilot. Each new category extends the daily active usage frequency per household — moving Pronto from a “clean my house” app to a “run my household” super-app for urban India. The monetisation upside is significant: a household that books cleaning + cooking + laundry weekly is worth 4-5X more than a single-service user. Category expansion also creates natural cross-sell for the existing 4,500 professional base.
3. New cities vs. micromarket depth. Sardana’s stated strategy is depth before breadth. The NCR-first approach (50% of bookings from one geography) reflects that philosophy. The fresh $25 Mn will be tempting to deploy into new city launches (which look good on press releases) vs. grinding out contribution margin positivity in existing markets (which builds the actual business). Watch for: how fast new city announcements come — if more than 2-3 new cities per quarter, Pronto is stretching thin.
4. Series C timing. Pronto has raised $40 Mn total with ~2 years runway. At 20%+ WoW growth (even if decelerating), it will likely be back for a Series C by Q4 2026 or Q1 2027. Snabbit’s $180 Mn Series C valuation in Oct 2025 set the category comp. If Pronto hits 70,000 daily bookings by June and demonstrates contribution margin positivity across 3+ cities, a $250-350 Mn Series C valuation is defensible. The investor who leads that round — and whether it is a domestic fund or a global growth equity player — will signal whether Pronto is building a standalone category leader or a strategic acquisition target.