Urban Company is a technology platform that has turned the messy, unorganised business of finding a plumber or booking a facial into a reliable, branded service - it is the operating system for the Indian home. Born in 2014 as UrbanClap, the company set out to bring trust and quality to home services by not just connecting customers with professionals online, but by training, equipping and standing behind those professionals at every step. That full-stack approach - owning the entire experience from booking to billing to post-service warranty - is the recurring logic that now powers everything from its core beauty and repair marketplace to its own line of smart water purifiers and an instant house-help service. # Business segments Four engines at different stages - a core Indian services marketplace turning profitable, a fast-scaling instant home-help bet, a direct-to-consumer hardware brand built on the service network, and a profitable international business in two Gulf and Asian city-states - each densifying its own micro-market with the same full-stack playbook. ## 1. India Consumer Services: the densification flywheel at home **A marketplace for 60-plus home and beauty services that gets faster, cheaper and better as more customers and professionals cluster into the same neighbourhoods, creating a self-reinforcing loop that competitors cannot easily copy.** - **Full-stack control, not just a listing** - the company trains its 49,000-plus monthly active service professionals in 360-plus training rooms, supplies them with professional-grade products from its own warehouses, and verifies their identity with facial recognition at the customer’s door before every job. - **Density is the real moat** - by operating across roughly 12,000 micro-markets, the platform can offer faster fulfilment and lower prices while partners earn more per hour because they spend less time travelling between jobs; this is why 83% of business comes from repeat users, with the oldest customer cohorts still increasing their spending years later. - **AI runs the operations floor** - an AI chat agent resolves 85% of customer queries without a human, AI audits every in-service photo against standard procedures (23.5 million images in a single quarter), and over 90% of new software code is now written by generative AI, doubling developer output. - **Partners earn more by doing more** - the platform’s top 20% of professionals took home over INR 42,000 a month, and those delivering more than 30 services monthly earned roughly INR 313 per hour, well above minimum wage, while also receiving free insurance and access to loans for equipment. - **The supply chain is a hidden profit lever** - by sourcing products directly from manufacturers and even developing its own formulations, then delivering them to partners within three days in top cities, the company captures margin on the consumables used in every service while ensuring quality. ## 2. InstaHelp: the bet on daily housekeeping, delivered in minutes **An on-demand helper for cleaning, dishes and laundry that arrives within 15 minutes of a booking - a high-frequency habit designed to pull millions of households onto the platform.** - **Built for the unorganised daily-help market** - launched as a pilot in Mumbai in March 2025, InstaHelp targets the vast, cash-based domestic help economy by offering instant, app-booked assistance for routine household chores in five major metros. - **Scaling at breakneck speed** - the service crossed 50,000 daily bookings in February 2026 and surpassed one million orders in a single month by March, delivering 2.7 million orders in its first full quarter. - **A loss leader with a flywheel payoff** - the company is spending on customer acquisition and partner subsidies now, knowing that as micro-markets densify, average order values need to roughly double to reach breakeven; the real prize is that high-frequency users will start trying the platform’s other, higher-margin services. ## 3. Native: a hardware brand that rides on the service network **A direct-to-consumer line of water purifiers and smart locks that earns money twice - first on the device sale, then on filter replacements every two years, all serviced by the same technicians who already fix appliances across the city.** - **Designed for low-maintenance ownership** - the M1 and M2 water purifiers need no filter changes or servicing for two years, while the M2 device offers live updates on water quality and filter life via the UC app and is backed by a two-year, no-questions-asked warranty. - **The service network is the distribution and after-sales advantage** - Native products are sold through the UC app, but the real edge is that the company’s existing repair fleet can handle installation and maintenance, keeping lifetime ownership costs low. - **A recurring revenue stream is taking root** - the first batch of devices hit the two-year mark in FY26, and roughly 75% of eligible customers are renewing through UC, creating a compounding base of renewal income. - **Product design learns from repair data** - having serviced over 4.9 million appliances in a year, the company feeds real-world failure patterns back into Native’s R&D, so its own devices are built to avoid the faults its technicians see every day. ## 4. International: the same playbook, richer customers **A profitable home-services marketplace in the UAE and Singapore that runs on the same technology and densification logic as India, but with higher order values and more frequent usage.** - **A densification clone, eight years in the making** - the UAE and Singapore businesses follow the identical flywheel of faster fulfilment and better partner utilisation, and have already turned profitable while reaching four times the scale of four years ago. - **Richer transactions, stickier customers** - average order values are meaningfully higher than in India, and international users book services 2.6 times as often each year, with cleaning subscriptions driving recurring revenue. - **No new flagships, just deeper ports** - the strategy is to keep scaling profitably within the two existing markets rather than planting flags in new countries, targeting margins comparable to the Indian core business. # Group structure and partners **A clean holding company with a 50-50 Saudi joint venture that keeps a large, fast-growing market off the balance sheet while contributing a share of profits.** - The Saudi Arabia business was moved into a 50-50 joint venture with SMASCO, operating as Yammak, effective January 2025; it generated INR 175 crore in transaction value in its first year without consolidating onto Urban Company’s books. - Key operating partnerships include a manufacturing agreement with Amber Enterprises for Native products through 2029, a collaboration with HDFC Pension to offer the NPS platform-workers model to over 50,000 professionals, and a training partnership with the National Skill Development Corporation for certified skill programmes.