Snabbit, the instant home-help startup operated by Maestroedge Solutions, significantly increased its marketing expenditure in the financial year ended March 31, 2026, as it expanded its customer base and entered more neighbourhoods. The company spent ₹48.69 crore on marketing in FY26, representing an increase of approximately 5,830% from the previous financial year, according to financial statements filed with the Registrar of Companies. The sharp increase came as Snabbit built its on-demand household services business around bookings for cleaning, dishwashing and other domestic tasks.
The expansion came with substantial financial costs. Snabbit reported operating revenue of ₹12.25 crore in FY26, compared with just ₹26.35 lakh in FY25, while its net loss widened to ₹167.75 crore from ₹5.70 crore. Total expenses surged to ₹194.76 crore as the company invested in customer acquisition, service professionals, employees and service fulfilment. Founder and CEO Aayush Agarwal has defended the spending as a deliberate investment in building a new category, arguing that the company’s annual financial statements do not fully capture the improvement in its operating economics as it scales.
Key Takeaways
- Marketing expenditure: Snabbit spent ₹48.69 crore on marketing in FY26, up nearly 60-fold year over year.
- Operating revenue: Revenue increased to ₹12.25 crore from ₹26.35 lakh in FY25.
- Net loss: The company’s loss widened to ₹167.75 crore from ₹5.70 crore.
- Total expenses: Spending climbed to ₹194.76 crore from ₹6.81 crore.
- Largest cost category: Payments and costs associated with service professionals reached ₹63.07 crore.
- Expansion: Snabbit grew from about 500 daily jobs across eight micro-markets at the beginning of FY26 to a run rate of 35,000 jobs across more than 100 micro-markets by year-end, according to its CEO.
- Business challenge: The company must convert rapid customer growth into better job-level economics and a sustainable business model.
Snabbit’s FY26 Financial Performance
Snabbit’s financial results reflect the costs of building an instant home-help platform during its first full financial year of operations. Revenue grew rapidly from a small base, but expenses rose even faster as the company expanded its network of professionals and spent to attract customers.
The company reported a net loss of ₹167.75 crore in FY26, nearly 30 times the ₹5.70 crore loss recorded in FY25. Its operating revenue rose from ₹26.35 lakh to ₹12.25 crore over the same period.
| Financial metric | FY25 | FY26 |
|---|---|---|
| Revenue from operations | ₹0.26 crore | ₹12.25 crore |
| Total income | — | ₹27.01 crore |
| Total expenses | ₹6.81 crore | ₹194.76 crore |
| Net loss | ₹5.70 crore | ₹167.75 crore |
| Marketing expenditure | Increased from a low base | ₹48.69 crore |
| Employee benefit expenses | ₹3.27 crore | ₹46.02 crore |
| Service-provider costs | ₹0.27 crore | ₹63.07 crore |
| Service fulfilment expenses | ₹0.48 crore | ₹23.83 crore |
Source: FY26 financial statements of Maestroedge Solutions, as reported by Business Standard, Mint and other media outlets. Figures are rounded.
The revenue increase is substantial in percentage terms, but the absolute amount remains relatively small compared with the company’s expenses. Snabbit’s total income reached approximately ₹27.01 crore after including ₹14.77 crore in other income, largely associated with interest on bank deposits.
That distinction is important. Revenue from operations reflects income generated by the company’s core business activities, while other income is reported separately. It would therefore be misleading to treat all of Snabbit’s total income as revenue earned from providing household services.
Why Did Snabbit’s Marketing Spending Jump 5,830%?
Marketing expenditure rose to ₹48.69 crore as Snabbit attempted to attract more households to its instant home-help service. The percentage increase is unusually large partly because the company started from a very low marketing base in FY25.
A percentage increase can look especially dramatic when the previous year’s expenditure was small. In this case, the reported figure is consistent with marketing spending increasing nearly 60-fold, rather than suggesting that the company simply increased its budget by a few percentage points.
For an emerging consumer services platform, marketing can serve several purposes. It can introduce the service to new customers, encourage first-time bookings, build awareness in newly launched neighbourhoods and persuade existing users to book more frequently.
Snabbit’s business depends on customers trusting the platform enough to invite a service professional into their homes. That makes awareness, reliability and repeat usage particularly important. Unlike a purely digital product, the service also requires a local network of available professionals who can reach customers within a short time.
However, marketing expenditure does not automatically translate into profitable growth. A company must assess how much it spends to acquire a customer, how frequently that customer books, how much revenue each booking generates and whether the contribution from repeat transactions eventually covers acquisition costs.
The central question for Snabbit is therefore whether the money spent in FY26 creates a customer base that continues to generate bookings in later years.
How Snabbit’s Instant Home-Help Model Works
Snabbit allows customers to book household assistance through its platform, with an initial focus on services such as cleaning and cooking. The company aims to make domestic help available on demand rather than requiring households to arrange every service through longer-term or informal arrangements.
The model depends on local service availability. A customer expecting help quickly needs a trained professional nearby, while that professional needs enough paid bookings to make the working time economically worthwhile.
This creates a different operating challenge from many online businesses. A software company can often serve another customer without adding a comparable amount of physical capacity. An instant home-services platform must balance worker availability, travel time, booking duration and demand within each neighbourhood.
The business therefore depends on network density: having enough customers and professionals in the same local area to make bookings practical and reduce unproductive travel.
Snabbit’s expansion across more than 100 micro-markets by the end of FY26, according to its CEO, indicates that the company was building this local network at scale. But entering new areas also brings additional costs, including onboarding professionals, marketing to households and establishing service quality.
The challenge is to expand only as quickly as the platform can develop sufficient demand and service availability in each area.
Service Professionals Were Snabbit’s Biggest Expense
Marketing was a major cost, but it was not the largest expense in FY26. Costs associated with service professionals reached ₹63.07 crore, making them the biggest identified expense category in the company’s reported financial statements.
These costs reflect the labour and service capacity needed to complete customer bookings. Employee benefit expenses added another ₹46.02 crore, while service fulfilment expenses reached ₹23.83 crore.
| Expense category | FY26 expenditure | Approximate share of total expenses |
|---|---|---|
| Service-provider costs | ₹63.07 crore | 32.4% |
| Marketing | ₹48.69 crore | 25.0% |
| Employee benefits | ₹46.02 crore | 23.6% |
| Service fulfilment | ₹23.83 crore | 12.2% |
| Other expenses and remaining items | ₹13.15 crore | 6.8% |
| Total expenses | ₹194.76 crore | 100% |
Shares are calculated from reported expenses and rounded. The remaining category includes other expense items and depreciation.
The table illustrates that Snabbit’s financial challenge extends beyond advertising. Even if marketing costs become more efficient, the company still needs to manage the cost of professionals, staffing and completing each booking.
Service fulfilment can include expenses associated with delivering the service, while employee costs support the technology, operations, customer support and management required to run the platform.
For the model to become sustainable, the company needs to improve the relationship between what it earns from each booking and the costs required to deliver it.
Revenue Growth Has Not Yet Caught Up With Spending
Snabbit’s operating revenue increased from ₹26.35 lakh in FY25 to ₹12.25 crore in FY26. That is a significant increase, but revenue remains far below the company’s reported annual expenditure.
The difference helps explain the size of the net loss. In FY26, operating revenue was approximately 6.3% of total expenses. This is not the same as a gross margin calculation, but it illustrates the scale of the gap between the company’s core revenue and its cost base.
The company is still building its business, and FY26 was its first full year of operations. Early-stage businesses may intentionally spend ahead of revenue when entering new markets, training workers, developing technology and building customer habits.
That strategy can work if the additional spending creates durable demand and future revenue grows faster than costs. It becomes harder to justify if customer acquisition remains expensive, repeat bookings are weak or the company must continue spending heavily to sustain demand.
Snabbit’s next stage will therefore require more than simply increasing the number of bookings. It must show that each additional booking contributes more effectively to covering the company’s operating expenses.
CEO Says Snabbit Has Improved Its Unit Economics
Aayush Agarwal has argued that the FY26 financial statements do not fully reflect the company’s current operating position because they cover an entire year during which the business expanded rapidly.
According to his public comments, Snabbit began FY26 with about 500 jobs per day across eight micro-markets and ended the year at a run rate of 35,000 daily jobs across more than 100 micro-markets. The company also said it acquired nearly one million customers and onboarded more than 20,000 service professionals during the year.
Agarwal has said the company deliberately invested in customer adoption, workforce training, technology, infrastructure and geographic expansion. He also claimed that the loss per job had fallen sharply, from roughly ₹1,500 at the beginning of FY26 to below ₹200 in the month referenced in his statement.
These are management claims about operational progress, not independently verified measures of profitability. A lower loss per job would be an encouraging development if calculated consistently and sustained at scale, but it does not establish that the company as a whole is profitable.
The distinction between job-level economics and overall financial performance matters. A platform can reduce the loss on each booking while still reporting large overall losses because it is serving too few customers to cover central operating costs, or because it continues to invest in expansion.
Investors will need further financial results to assess whether the claimed improvements translate into lower cash burn and a clearer path toward profitability.
Competition in India’s Instant Home-Services Market
Snabbit operates in a developing segment of the Indian consumer services market, where platforms are trying to make household assistance easier to book through digital channels.
Its competitors include Urban Company’s Insta Help service and Pronto, among other businesses seeking to provide on-demand household assistance. Competition can increase the cost of attracting customers, especially when multiple platforms target the same neighbourhoods and customer groups.
The business also faces a practical constraint: professionals must be available close enough to customers for short-notice bookings to work efficiently. A company that expands into too many areas before building sufficient local demand may incur high costs without achieving strong utilisation.
This means market share alone is not enough to establish the strength of a business model. Platforms also need repeat customers, reliable service quality, effective worker scheduling and a cost structure that supports sustainable prices.
If customers rely on discounts to make bookings, a platform may struggle to raise prices later. Conversely, reliable service and convenient booking can encourage repeat usage, potentially reducing the marketing needed to attract every new transaction.
The competition will therefore be shaped not only by how much companies spend, but also by how efficiently they turn that spending into recurring demand.
Funding and Cash Burn Will Remain Important
Snabbit has raised more than $112 million across funding rounds, including a $56 million Series D round announced in April 2026. The capital supports its efforts to expand the service, recruit professionals and build the infrastructure required for rapid bookings.
However, fundraising does not eliminate the need to improve financial performance. Investors will want to know how long available cash can support the business, whether the company can reduce its losses per booking and how much additional capital may be needed before it reaches a more sustainable operating model.
According to Mint’s reporting on the financial statements, Snabbit used ₹157.46 crore in operating activities during FY26, equivalent to an average monthly cash outflow of around ₹13.12 crore. The company reported cash and bank balances of ₹292.21 crore at the end of the financial year, alongside ₹26.65 crore in mutual funds. These figures predate the April funding round and should not be treated as a current cash balance.
The figures underline why revenue growth and operating efficiency are important. A startup can raise substantial capital and still face pressure if its spending remains high relative to the revenue generated by its core business.
The Bigger Picture
Snabbit’s FY26 results illustrate the financial demands of building a new consumer-services category. Marketing spending surged to ₹48.69 crore as the company expanded, while payments to service professionals, employee costs and fulfilment expenses drove total expenditure to ₹194.76 crore. The result was a net loss of ₹167.75 crore despite a substantial increase in operating revenue.
The company’s strategy depends on turning rapid expansion into a denser network of customers and professionals, better utilisation and lower losses per booking. Management says those improvements are underway, but the next financial results will need to demonstrate whether the operating gains are durable. In the instant home-services market, growth is valuable only if the platform can eventually deliver it at an economically sustainable cost.
Looking Ahead
Snabbit’s performance in FY27 will be an important test of whether the investments made in FY26 are beginning to pay off. Investors and industry observers will look for continued growth in completed jobs and repeat customers, alongside lower spending per booking, improved service availability and a slower rate of cash consumption. Any improvement will need to be assessed against consistent financial measures rather than management claims alone.
The broader instant home-help market will also test how much customers are willing to pay for convenience and how efficiently platforms can organise service professionals within local neighbourhoods. Snabbit has built a larger operating footprint, but it still needs to show that its growing network can generate enough revenue to support its costs. Its ability to convert marketing-led expansion into repeat demand and stronger unit economics will be central to its long-term prospects.
Frequently Asked Questions
1. How much did Snabbit spend on marketing in FY26?
Snabbit spent ₹48.69 crore on marketing in FY26, a nearly 60-fold increase from the previous year. The percentage increase was amplified by a very low base in FY25.
2. What was Snabbit’s net loss in FY26?
Snabbit’s operating company, Maestroedge Solutions, reported a net loss of ₹167.75 crore in FY26, compared with ₹5.70 crore in FY25.
3. How much revenue did Snabbit generate in FY26?
Revenue from operations reached ₹12.25 crore, up from ₹26.35 lakh in FY25. Total income was approximately ₹27.01 crore after including other income.
4. Why is Snabbit spending so much money?
The company has invested in customer acquisition, service professionals, employee hiring, technology, service fulfilment and expansion into new neighbourhoods. Management says the spending was intended to build the business ahead of scale.
5. Is Snabbit profitable?
No. Snabbit reported a net loss of ₹167.75 crore in FY26. Its CEO has said the loss per job has improved, but that claim does not mean the company has reached overall profitability.
6. Who competes with Snabbit?
Snabbit competes in India’s instant home-services market with platforms including Urban Company’s Insta Help and Pronto. Competition centres on customer acquisition, worker availability, service quality, booking speed and unit economics.
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