- Indian startup Pronto raised $25 million in Series B funding, reaching a $100 million valuation.
- Founder Anjali Sardana launched the app to formalize domestic worker services through verified local hubs.
- Daily bookings surged from 1,000 to over 18,000 in seven months across ten Indian cities.
(INDIA) — Pronto raised $25 million in a Series B round in March 2026 and pushed its post-money valuation to about $100 million, less than a year after launching an app that connects households with trained domestic workers.
Anjali Sardana, the 23-year-old Indian entrepreneur who founded Pronto, owns 40% of the company, while the funding round was led by Epiq Capital with participation from Glade Brook Capital, General Catalyst and Bain Capital Ventures.
Glade Brook Capital took a 15% stake, while the new capital adds to $11 million Pronto raised in 2025 for operations and technology expansion.
Sardana graduated from Georgetown University in 2024 with a Bachelor of Science in biology and interned at the university’s Investment Office before taking venture roles at Bain Capital and 8VC.
She launched Pronto in April 2025 from a single hub in Gurugram’s Sector 56, targeting India’s large home-services market, where household work often runs through informal arrangements.
Pronto’s app-based platform links customers to verified domestic workers who handle cleaning, laundry, dishwashing and kitchen tasks, aiming to deliver a quick service from local hubs.
Daily bookings climbed from roughly 170 in Pronto’s early phase to over 18,000 by early March 2026, a jump the company has paired with rapid city expansion.
Another account of the ramp-up put the increase at bookings rising from about 1,000 to over 18,000 in about seven months, underscoring how quickly demand accelerated.
During the early phase, Sardana and her team slept on the office floor as they worked to build supply and meet demand.
Pronto reported 20% week-over-week growth for the past three months leading up to March 2026, but it also described supply as the key constraint.
New funding targets worker expansion through referrals and tech tools, as the company tries to keep up with booking volumes without letting service quality slip.
The startup now operates in more than 10 cities, including Delhi NCR, Bengaluru, Mumbai, Hyderabad and Chennai.
Its workforce includes thousands of service professionals, with more than 3,000 service professionals on the platform, and reporting has indicated that many of the workers are women.
Pronto has pitched itself as a fast, verified alternative in a crowded market, competing with players that include Snabbit and Urban Company.
The company has said it delivers services in about 10 minutes, relying on trained workers and local hubs to shorten response times and build trust for customers who want predictable service.
Sardana’s rise has drawn attention because it links global mobility and entrepreneurship, with a U.S. education followed by venture exposure and then company-building back in India.
That pathway has become a reference point for students and young professionals who weigh careers abroad against opportunities at home after overseas study.
The story has also circulated among readers tracking immigration and education choices, where traditional post-graduation goals often focus on employment routes rather than building companies outside the United States.
In Sardana’s case, her education and early roles in venture connected her to startup ecosystems before she returned to launch Pronto into India’s expanding services economy.
The origin story she has shared for Pronto centers on household realities, tying the idea to her mother’s domestic worker struggles.
“I genuinely couldn’t live without starting Pronto,” Sardana said.
Pronto’s growth strategy has prioritized scale over immediate profitability, an approach that has helped it move quickly across urban centers while it tries to add more workers.
The company’s pitch to investors has leaned on formalizing a market that many households still manage through personal networks and informal arrangements, a model that can be hard to verify and difficult to scale.
India’s home-services market has also become more competitive as convenience-driven consumer services attract capital, and startups race to build reliable supply in cities where demand can spike quickly.
For Pronto, that competition plays out in speed and verification, as it tries to stand out by offering quick fulfillment from local hubs while maintaining a trained workforce.
The mix of rapid booking growth, multi-city expansion and a $100 million valuation has made Pronto a closely watched test of how quickly tech platforms can organize informal labor into a more structured service.
Sardana’s trajectory also illustrates how international education can open doors beyond familiar tracks, showing how U.S. study can serve as a launchpad for building companies, raising capital and creating jobs outside the United States.
For readers following cross-border career mobility, Pronto’s story frames global movement as a route not only to job offers, but also to founder-led growth back home.
“I genuinely couldn’t live without starting Pronto,” Sardana said.
