Anjali Sardana was just 23 when she launched Pronto, a technology-enabled home-services startup designed to make everyday household help faster, more structured and easier to book. Within little more than a year, the company had expanded to several major Indian cities and reached a reported valuation of around $202 million, or roughly ₹2,000 crore.
India’s household-services market has long depended on informal networks to find cleaners, cooks, laundry workers and other domestic help. Anjali Sardana saw an opportunity to bring greater structure, verification and speed to that fragmented market.
She launched Pronto on April 1, 2025, initially operating from a single hub in Gurugram.
The startup reportedly began with around 170 bookings a day. By early 2026, that number had grown to more than 18,000 daily bookings, with Pronto expanding into Delhi-NCR, Bengaluru, Mumbai, Hyderabad and Chennai.
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Add INDYASTORY on GoogleAccording to the Tracxn figure cited in the supplied reporting, Pronto’s latest recorded valuation reached approximately $202 million by early July 2026.
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That rapid progression has put Sardana among the young founders attracting attention in India’s fast-growing instant home-services market.
What is Pronto?
Pronto is built around a simple proposition: make household services available through a more organised, technology-driven system.
The platform connects customers with background-verified service professionals for routine household work such as:
- Laundry
- Kitchen cleaning
- Bathroom cleaning
- Mopping
- Ironing
Customers can reportedly request same-day or recurring services through the app.
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Add INDYASTORY on GoogleInstead of functioning purely as a marketplace that connects households with independently operating workers, Pronto takes a more operational approach. The company recruits, verifies and trains its professionals before assigning them structured shifts through a network of local hubs.
Speed is another part of the model, with some services designed around delivery in approximately 10 minutes, depending on the service and location.
How Pronto is trying to organise domestic work
The domestic-help market in India has traditionally been highly informal.
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Add INDYASTORY on GoogleHouseholds often rely on personal recommendations, neighbourhood networks or local contacts to find workers. That can make availability, reliability, pricing and scheduling difficult to standardise.
Pronto’s approach is to introduce more structure into that process.
The company handles recruitment and verification, provides training and organises workers through local hubs. The customer, in turn, receives a service through an app rather than having to arrange each engagement independently.
That changes the role of the technology platform.
The company is not simply matching supply and demand. It is attempting to build the operational infrastructure required to make a fragmented service behave more like a predictable consumer product.
Why Anjali Sardana started Pronto
Sardana’s interest in the problem reportedly developed while she was studying at Georgetown University.
According to the background supplied from India Today, her research focused on India’s informal labour market and the challenges faced by both workers and households when trying to find each other.
The problem was not necessarily a lack of workers.
It was the difficulty of creating a reliable, organised system that could match households with available professionals at the moment services were needed.
That insight eventually became the foundation for Pronto.
Instead of beginning with a conventional consumer-tech idea, Sardana started from a labour-market problem and tried to solve it through recruitment, training, technology and local operations.
From one Gurugram hub to thousands of daily bookings
Pronto’s growth has been particularly striking because of how quickly its operating footprint expanded.
At launch, the company had one hub in Gurugram and was handling around 170 bookings every day, according to the information supplied.
Within roughly a year, the reported daily booking volume had climbed beyond 18,000.
The company also expanded into multiple major metropolitan markets:
| Stage | Pronto’s reported scale |
|---|---|
| Launch | One Gurugram hub |
| Initial bookings | About 170 per day |
| Early 2026 | More than 18,000 bookings per day |
| Reported cities | Delhi-NCR, Bengaluru, Mumbai, Hyderabad and Chennai |
| Latest recorded valuation | About $202 million, according to Tracxn |
Such expansion requires more than an app. It depends on hiring, worker availability, training, quality control, local demand and the ability to maintain service standards as the network grows.
Pronto’s funding journey
Investor interest has grown alongside the company’s expansion.
According to the funding history in the supplied material, Pronto began with a $2 million seed round backed by Bain Capital.
The company later raised approximately $11 million in 2025.
In March 2026, Pronto raised $25 million in a Series B round led by Epiq Capital, with participation from Glade Brook Capital, General Catalyst and Bain Capital Ventures.
The company subsequently raised an additional roughly $20.2 million extension in May 2026, according to the supplied reporting.
Those funding rounds provided capital for geographic expansion, workforce growth and the continued development of Pronto’s operating model.
Pronto’s reported valuation reaches around ₹2,000 crore
The fundraising activity helped propel Pronto’s valuation.
According to Tracxn, as cited in the supplied material, Pronto’s latest recorded valuation stood at around $202 million in early July 2026.
At prevailing exchange rates, that is broadly in the vicinity of ₹2,000 crore, although the exact rupee equivalent changes with currency movements.
It is important to distinguish a company’s valuation from its revenue, profit or cash holdings. A valuation is an assessment of what the company is worth based on its financing round or other market transactions; it does not mean Pronto has generated ₹2,000 crore in sales or holds that amount in cash.
A young workforce-focused startup
Pronto’s model also puts significant emphasis on its service workforce.
The company has recruited and trained a large number of professionals, with women making up a substantial part of its workforce, according to the information supplied.
The objective is to create a more structured employment model within a sector that traditionally operates informally.
For workers, the appeal of such a model can include more predictable shifts and a formalised relationship with the service platform. For customers, the pitch is consistency, verification and the ability to request a service when required.
The success of that model ultimately depends on whether Pronto can maintain both sides of the equation as it scales.
Who is Anjali Sardana?
Sardana graduated from Georgetown University in 2024 with a Bachelor of Science degree in biology, according to the supplied reporting.
Before becoming an entrepreneur, she reportedly gained experience in the investment industry, including roles connected with Bain Capital and 8VC.
That background exposed her to startups, venture capital and the process investors use to evaluate emerging companies.
Less than a year after graduating, she moved from observing startups as an investment professional to building one herself.
That transition is a notable part of Sardana’s founder story.
From venture investing to building a company
Sardana’s early career gave her a perspective that many first-time founders acquire only after years of operating companies.
Working around venture capital can provide exposure to different business models, fundraising strategies, market opportunities and founder journeys.
Pronto allowed her to apply that knowledge directly.
But operating a home-services business also brings challenges that are different from investing.
A company must recruit people, manage supply and demand in real time, maintain service quality and build enough local density for the economics to work.
The technology is only one part of the business.
Pronto entered a market already drawing investor attention
Pronto was not the first company in India to see an opportunity in on-demand household services.
Other businesses, including Snabbit, had already begun developing technology-led models for instant or scheduled home assistance. Urban Company had also been expanding its presence across home services.
That means Pronto is operating in a category where customer behaviour, worker economics and service reliability are already being actively tested by multiple companies.
For Sardana, the challenge is therefore not simply proving that Indians want home services through an app.
It is building a model that can scale across cities while remaining efficient for both customers and workers.
Why speed is central to Pronto’s proposition
The company’s emphasis on fast fulfilment is one of the clearest ways it differentiates itself.
Traditional household help often involves negotiating schedules and relying on recurring arrangements.
Pronto’s model attempts to make domestic services feel closer to an on-demand digital product.
The appeal is straightforward: if a household needs a room cleaned, laundry handled or another routine service completed, the customer can request it through the app rather than depending entirely on a personal network.
That requires dense local operations.
A ten-minute service promise cannot work efficiently if workers are too far away from customers. The hub model therefore becomes an important part of the company’s economics.
What comes next for Pronto?
Sardana has reportedly indicated that the underlying model could eventually extend beyond domestic services.
Her broader vision includes potentially applying Pronto’s approach to other parts of India’s informal workforce, including workers in small manufacturing and service businesses.
That would represent a much larger opportunity than household help alone.
But for now, Pronto remains focused on domestic services and expanding its presence across Indian cities.
The company’s immediate challenge is likely to be maintaining reliability and operational efficiency as the network grows.
Why Anjali Sardana’s story stands out
Sardana’s founder journey combines several themes shaping India’s startup ecosystem.
She identified a large but fragmented market, started with a focused geographical operation, used technology to organise the service, raised institutional capital and expanded rapidly into major cities.
She also entered the market at a time when investors were becoming increasingly interested in quick-commerce-style models for services.
The growth figures reported for Pronto show how quickly a new operating model can scale when demand, capital and execution align.
At the same time, the business remains highly operational. Success depends not only on customer acquisition but also on worker recruitment, retention, service quality, local density and repeat usage.
From a market gap to a fast-growing startup
Anjali Sardana started Pronto after identifying a problem that millions of Indian households encounter: finding reliable help for everyday work.
What began in one Gurugram hub reportedly grew to more than 18,000 daily bookings within about a year and expanded across several major cities.
The company’s reported valuation of around $202 million has added to the attention surrounding the startup and its young founder.
But the larger story is the business model itself.
Pronto is attempting to bring technology, standardisation and speed to a labour market that has traditionally depended on informal relationships.
At 23, Anjali Sardana moved from studying India’s labour-market problems to building a company around one of them. Pronto’s next test will be whether that early momentum can translate into a durable, nationwide home-services business.
