# 1. Financial Performance ## A. Key Figures * **Revenue from Operations:** **₹380 Cr** (+37% YoY) · **44%** like-to-like growth (ex-Saudi deconsolidation) * **Consolidated Revenue (AMJ):** **31%** YoY growth * Adjusted EBITDA: ₹18 Cr Core India (2.4% of NTV) · (₹35 Cr) overall · ₹10 Cr ex-InstaHelp (+₹15 Cr YoY) * Core India Margin Trend (FY23–FY25): Improved from -9.7% to +3.3% of NTV (+1300 bps) * **International Business:** Achieved **adjusted EBITDA breakeven** this quarter ## B. Revenue Growth * **Strong Core Momentum:** Revenue growth significantly outpaced prior year, with like-to-like performance reflecting resilient demand and effective market execution. * **Diversification Paying Off:** Consolidated AMJ revenue growth underscores reduced seasonality risk and success in expanding beyond summer-centric categories. ## C. EBITDA Margins * **Core Profitability Intact:** The Core India services business delivered solid profitability, demonstrating disciplined cost management and pricing power. * **Investment-Driven Margin Pressure:** Margins moderated slightly due to **strategic investments** in customer experience, fulfillment speed, and AI/technology, aimed at long-term scalability. * **Path to Profitability Clarified:** Ex-InstaHelp EBITDA turned positive with a **₹15 Cr YoY improvement**, highlighting progress in loss containment and operational leverage. * **International Breakeven Milestone:** The global segment reached adjusted EBITDA breakeven, validating the scalability of its operating model. * **Margin Focus: Annual Over Quarterly:** Management emphasizes annual margin trends due to **seasonal cost timing**, including pre-AMJ marketing and January appraisals. ## D. Cash Flow Focus * **Long-Term Metric in Focus:** Free cash flow per share remains the **North Star metric**, guiding capital allocation and profitability restoration plans. * **InstaHelp Drag Acknowledged:** Investments in InstaHelp are the primary cause of the shift to net losses, with management committed to improving unit economics. * **Cost Classification Clarity:** Minimum guarantees for service professionals are treated as **semi-variable costs** above contribution profit, not as employee expenses. --- # 2. Segment & Business Performance ## A. Key Figures * **India Consumer Services NTV:** **19% YoY** (+24% revenue) * **Native NTV:** **₹97 Cr** (+164% YoY) · **Revenue: ₹75 Cr** (+179%) * **International NTV:** **+73% YoY** · **Revenue: +66% YoY** (ex-KSA) * **InstaHelp Loss:** **₹44 Cr** adjusted EBITDA loss * **Native Margins:** Improved from **-30% to -9% of NTV** YoY * **B2B2C Product Revenue (Q2 FY26):** **₹54 Cr** (cost: ₹39 Cr) * **International Operations:** **Adjusted EBITDA breakeven** (UAE & Singapore) ## B. India Core Services * **Early-Stage Market Opportunity:** Targeting a vast, <1% online-penetrated home services market with significant expansion runway across 47 cities and incomplete micro market coverage. * **Sustained Core Growth:** Strong double-digit NTV and revenue growth driven by new user acquisition, retention, and volume-led expansion in cleaning, beauty, and repairs. * **Cost Discipline with Strategic Investment:** Salaries flat over FY23–FY25 despite growth; recent structural cost increases in marketing, G&A, and training reflect long-term scaling investments. * **Platform Scale & Trust:** Operates as a full-stack umbrella platform across 60+ services and 500+ micro markets, building a brand and trust-based moat. * **User-Led Growth Model:** Expansion prioritized through user and volume growth rather than spend per user, with strong overlap in core and InstaHelp demographics. ## C. InstaHelp Growth * **Rapid Early Traction:** Achieved ~7 lakh monthly orders within eight months—far faster than core services—with strong retention, repeat rates, and early market leadership. * **Strategic Expansion of TAM:** Positioned as a long-term growth lever to boost engagement, frequency, and platform relevance among urban middle-class households. * **Highly Promising vs. Past Initiatives:** Viewed as the most exciting new venture in years, significantly outperforming prior efforts like Cooks, prompting increased investment. * **Focused Rollout & Use Case Evolution:** Operating in top cities with micro market-by-micro market expansion; used both as backup and default daily solution, signaling behavioral shift. * **Growth-First, ROI-Monitored Strategy:** Still in early stage with evolving unit economics; focus on market leadership while ensuring high return on every dollar spent. ## D. Native Product Line * **Hypergrowth with Margin Recovery:** Native delivered triple-digit NTV and revenue growth, with margins improving sharply from -30% to -9%, indicating peak losses are likely behind. * **Integrated Product-Service Model:** Products and services are managed as a unified business; both overall and product segment are profitable, driven by design, value, and UC’s service network. * **Attractive Unit Economics:** B2B2C products show **25–30% blended gross margins**, with higher potential in private-label categories. * **Resilience Amid Segment Headwinds:** Consumer durables declined meaningfully, but impact was offset by diversification across services, Native, international, and InstaHelp. ## E. International Operations * **Breakeven Achieved in Mature Markets:** UAE and Singapore reached adjusted EBITDA breakeven with contribution margins comparable to India, signaling sustainable, high-frequency growth models. * **Organic Growth Engine:** International expansion driven by new users and high repeat rates, with limited current contribution from Noon partnership. * **Long-Term Runway in Low-Penetration Markets:** Both UAE and Singapore have very low online penetration and high demand density, supporting extended growth potential. * **Strategic KSA Entry via JV:** Launched 50:50 joint venture with SMASCO in Saudi Arabia (Jan 2025), targeting a 2–3x larger market; early growth strong but not yet breakeven. --- # 3. Order Book & Demand ## A. Key Figures * **NTV:** **₹1,030 Cr** (QoQ, +31% YoY) with **34% like-to-like growth** post-Saudi deconsolidation ## B. NTV Trends * **Strong Underlying Demand:** Robust like-to-like growth reflects sustained momentum in core Indian operations despite recent seasonal headwinds. * **Seasonal Dynamics:** Summer (AMJ) typically drives a step-up in NTV due to high demand for AC and electrical services, though unseasonal weather muted this effect in the prior quarter. * **Recovery & Outlook:** NTV growth rebounded to **19% YoY** in the current quarter after a soft **10–11%** print in Q1, with management expecting **~20% growth** long-term (ex-InstaHelp). * **Market Opportunity:** Home services remain in early digital adoption phase with **<1% online penetration**, offering multi-year runway for organized players. ## C. Utilization Rates * **Rising Efficiency:** Continuous improvement in monetized active hours reflects successful market densification and platform stickiness among service professionals. * **Earnings Leadership:** Platform maintains edge in service professional retention by optimizing density to deliver **highest earnings potential**, particularly in top-tier micro markets. * **Metric Focus:** Internal KPIs prioritize **user additions** and **blended AOV** over services per user, underscoring monetization strategy. --- # 4. Product & Category Mix ## A. Service Portfolio * **Headline:** Strategic focus on building a trusted, full-stack home services platform anchored in core categories: housekeeping, beauty, repairs, and AC service. * **Headline:** Deep cleaning identified as a high-potential subcategory, with situational demand driven by festivals, move-ins, and guest visits. * **Headline:** Beauty vertical shows strong traction as an at-home service model, aligned with long-term consumer preference for convenience. * **Headline:** Repairs remain essential for home maintenance, with strategic emphasis on faster fulfillment across handymen, electricians, plumbers, and appliance services. * **Headline:** Portfolio diversification actively reducing exposure to seasonality, particularly in the AMJ quarter, with summer-relevant services now minimal. ## B. New Launches * **Headline:** Platform expansion into product-led solutions via **Native** (water purifiers, smart locks) and **Revamp** (wall decor), signaling shift toward end-to-end home ownership solutions. * **Headline:** Water purifiers and smart locks gaining strong traction due to **app-integrated, low-maintenance design** and transparency in usage and servicing. * **Headline:** New product roadmap prioritizes category depth over breadth, with upcoming launches within existing verticals. * **Headline:** Smart locks and purifiers selected based on **differentiated offering, market opportunity, and seamless app integration** to own the full consumer journey. ## C. Category Diversification * **Headline:** Strategic concentration on wall-related services and products justified by **large TAM**, with painting representing a major share of home renovation spend. * **Headline:** Higher AOV categories like wall decor boost **customer lifetime value** despite low transaction frequency, enhancing unit economics. --- # 5. Operating Model & Scale ## A. Key Figures * **Onboarding Cost:** ₹65,000 – ₹75,000 per professional (FY25) ## B. Service Partner Onboarding * **Model Consistency:** Unified, rigorous onboarding playbook across InstaHelp and core India business, based on referrals, multi-stage screening, and customer-centricity assessments. * **Sustainable Full-Stack Model:** Company asserts its vertically integrated marketplace—controlling experience, training, tooling, and earnings—is the only durable long-term growth model in home services. * **Strategic Independence:** Expansion decisions driven by customer and service professional needs, not competitive dynamics; InstaHelp leverages gig-worker model with per-job pay and potential minimum guarantees. * **Active Partner Tracking:** InstaHelp’s active service partners are included in consolidated totals, though standalone disclosure is currently withheld. ## C. Training & Quality * **Quality Differentiation:** Best-in-class customer experience (rated 8/5) underpinned by four pillars: selective hiring, detailed SOPs and tooling, micro-market densification, and strong redressal systems. * **Continuous Evaluation:** Service professionals undergo structured training, shadowing, and ongoing performance monitoring on ratings, SOP adherence, and fulfillment speed. * **Non-Monetary Incentives:** High earnings complemented by free life, health, and accident insurance, child scholarships, and mobility programs like Project Udaan. * **Scaling Challenge Acknowledged:** Hybrid high-touch/marketplace model raises questions on whether training and quality control could constrain future scale. ## D. Network Densification * **Density-Driven Utilization:** Rising network density reduces idle and travel time, boosting service professional utilization—a trend expected to continue. * **Growth Prioritization:** Focus remains on deepening presence in existing 47 cities through micro-market expansion and category additions, not new city launches. --- # 6. Risks & Platform Challenges ## A. Key Figures * **Adjusted EBITDA Loss (InstaHelp):** **₹44 Cr** (quarterly) ## B. InstaHelp Unit Economics * **Strategic Investment Phase:** InstaHelp is in a deliberate loss-making phase due to upfront scaling investments, driven by strong customer adoption and long-term potential. * **Path to Profitability:** Management expects InstaHelp to follow prior verticals (e.g., beauty, cleaning) and achieve profitability through scale, improved unit economics, and operational efficiency. * **Key Economic Levers:** Breakeven hinges on **higher AOVs**, **reduced discounting**, and **denser networks**, though unit economics remain fluid and not yet stabilized. * **Transparency & Disclosure:** Detailed unit-level economics, including a waterfall from consumer payment to take rate and contribution margins, are provided in the RHP; Partner Earnings Index published since 2021. ## C. Disintermediation Risk * **Low Current Leakage:** Platform disintermediation is not a material issue, particularly in InstaHelp, due to the **last-minute, replacement-driven use case** that discourages off-platform coordination. * **Sustainable Defense Strategy:** Rather than enforcement, the company focuses on **value creation**—offering consumers **trust, protection, and redressal**, and professionals **higher earnings, training, and social security**—to organically reduce off-platform migration. * **Ongoing Monitoring:** Disintermediation risk will be actively tracked as **AOVs stabilize** and consumer behavior evolves, especially in high-AOV, low-frequency categories. ## D. Competitive Intensity * **Cyclical Nature of Competition:** Core service competition has historically been intense but is currently subdued, with most rivals having exited the market. * **Emerging Threat in InstaHelp:** Renewed competitive pressure is evident in InstaHelp, where well-funded entrants with aggressive strategies pose a challenge, though management views this as a familiar cycle. --- # 7. Guidance & Outlook ## A. Key Figures * **Adjusted EBITDA Margin Target:** **9–10% of NTV** long-term (India services) * **Cash Balance:** **$200 million** maintained with disciplined deployment ## B. Margin Targets * **Stable Margins in Transition Year:** Adjusted EBITDA margins expected to remain largely flat in FY26 vs. FY25, as the business prioritizes reinvestment over near-term expansion. * **Margin Trajectory Outlook:** Structural investments to weigh on margins in FY26, with improvement anticipated from **FY27 onwards** as operating leverage builds. * **Sustainability Commitment:** Management asserts that perpetual investment without margin progression is not viable, reinforcing commitment to the **9–10% steady-state margin** objective. ## C. Investment Priorities * **Elevated Reinvestment in FY26:** Strategic focus on scaling the India core business through increased spending on **training, audits, technology, AI, and fulfillment speed**, with costs expected to sustain. * **Growth-Centric Capital Allocation:** Primary near-term objective is maximizing growth and market leadership, with rigorous **monthly ROI monitoring** and dynamic adjustment of spend based on performance data. * **Capital Discipline Emphasized:** Despite elevated investments, management underscores a strong track record of prudence, including preserving **$200 million in cash** without premature deployment. ## D. Long-Term Growth Path * **Reinvestment Phase for Compounding:** FY26 positioned as foundational for long-term value creation, with focus on building a scalable, high-return core business in India. * **No Near-Term Breakeven Guidance:** Management refrains from providing timelines for InstaHelp or KSA JV profitability, citing early-stage evolution and undefined unit economics. * **International Focus on Profitable Scaling:** No new market entries planned; priority is achieving **sustainable, profitable growth** in UAE, Singapore, and KSA via JV. * **Long-Term Domestic Expansion Horizon:** Potential to expand into **top 100–200 Indian cities**, though approach will be gradual and data-driven over multiple years. * **Native Business Margin Aspirations:** While still early, long-term margins in Native are expected to surpass traditional OEMs due to structural advantages, with **adjusted EBITDA breakeven** as the next milestone.