Snabbit raises $30 million in Series C funding led by Bertelsmann at $180 million valuation

“We were not typically looking at fundraising this soon. But we were very comfortable with the partner, and we thought the terms were very favorable," Agarwal told Moneycontrol. "This category is really exploding, and we're basically competing at a pan-India level with a publicly listed player. It’s always good to have money in the bank," he added.

How fast is Snabbit growing?

Agarwal said the company has seen explosive growth over the past five months, scaling from under 1,000 to over 10,000 jobs a day, growing at more than 10 percent week-on-week. The platform, he claimed, is now “approaching profitability” in its most mature clusters.

Snabbit has so far served over 3 lakh customers, including 80,000 new users added in the past 30 days, underscoring the pace at which demand for quick domestic help is picking up in urban India.

ALSO READ: Quick services startup Snabbit relocates from Mumbai to Bengaluru’s Koramangala to tap tech talent

How does Snabbit’s model work and how is it different?

Snabbit’s model resembles a high-frequency logistics network — but for people instead of parcels. The startup deploys trained “experts” across dense residential micro-markets instead of relying on city-level hubs. That model, Agarwal said, helps ensure fast arrivals and capital efficiency.

“We are the most capital efficient (compared to our competition),” he said. “We don't have third-party logistics, we don't have inventory. These are two factors which make us more efficient.”

Who are Snabbit’s main competitors?

The fundraise comes amid heightened activity in the home-services space. Gurugram-based Pronto recently raised $11 million from General Catalyst and Glade Brook Capital for its 10-minute house-help offering, while Urban Company launched its own instant service, InstaHelp, earlier this year and has since gone public. Others like Pync have also expanded their operations in markets like Bengaluru.

Industry observers note that the segment is still in its infancy, with multiple models emerging — from subscription-based to on-demand micro-fulfilment approaches. Snabbit’s hyperlocal micro-cluster model focuses on utilisation and efficiency instead of warehousing or scheduled slots, a structure similar to what quick-commerce players like Zepto and Blinkit pioneered in groceries.

How capital-intensive is Snabbit’s business?

Despite rapid expansion, Agarwal maintains Snabbit has spent little of its total capital raised so far. “We've raised $55 million, but we have $50 million in the bank,” he said. “This is a very good amount to take us to a point where we're doing more than 50,000 jobs a day, make mature micro-markets profitable, and launching more categories.”

The company’s largest expenses lie in training centres and supply creation, not customer acquisition. “We are investing in supply ahead of demand,” he explained. “Operating (OpEx) cost is one big area of investment. The second area is training and sourcing and onboarding.”

Snabbit currently runs about six flagship training centres.

What are Snabbit’s unit economics like?

According to Agarwal, each micro-market turns contribution-positive once utilisation crosses about 60 percent or 700–800 jobs a day. “Our oldest zone is doing 1,000 jobs,” he said. “This model works beautifully and profitably at 70–75 percent in our mature micro-markets.”

That mirrors the efficiency curve seen in other quick-delivery models, where dense utilisation and repeat use drive eventual unit profitability.

Agarwal insisted that Snabbit aims to balance growth and prudence. “The idea for us is to become profitable in mature micro-markets,” he said. “The business should always target being very, very capital efficient and generating real value for shareholders. We don't want to burn through millions of dollars chasing some North Star metric which requires a very unhealthy P&L.”

Where is Snabbit expanding next?

Snabbit currently operates in five cities — including Mumbai, Bengaluru and Gurugram — and plans to expand to the top 10 metros within the next two quarters. The company also intends to enter adjacent high-frequency categories such as cooks, childcare and elderly care.

Agarwal said that Snabbit recently moved its headquarters to Bengaluru to access better product and tech talent. The company employs around 150 people, including a 70-member central team, and plans to expand selectively in tech, analytics, and design.

What’s next for the quick home services market?

Industry watchers say India’s “quick home services” segment is now at the same stage that 10-minute grocery delivery was in 2021 — experimental but fast-evolving. With investors backing both hyperlocal efficiency and formalisation of household labour, startups are now racing to build the category before consolidation sets in.

For Snabbit, the next phase will be about proving whether its high-frequency, low-inventory model can sustain margins while scaling to tens of thousands of daily jobs.

“We’re not living in a world where growth at all costs matters,” Agarwal said. “Building real businesses which generate real value for shareholders is what investors are looking for, and I think that’s a very fair ask.”