By Dalal Street Investment Journal (DSIJ)
Urban Company’s InstaHelp hits over 50,000 daily bookings. Explore what InstaHelp offers, its quarterly performance, EBITDA loss per order, AOV outlook and metro expansion strategy.
In a recent development, Urban Company, on Monday, February 23, 2026, announced InstaHelp, its quick service housekeeping vertical, crossed 50,000 daily bookings on Sunday, February 22, 2026 (approximately 51,520 bookings), marking a major milestone in the company’s expansion into high-frequency home services.
This 50,000+ figure should be read as a peak-day marker. The long-term trajectory will be defined by whether Urban Company can keep customers coming back, maintain service quality as volumes rise, and steadily expand the availability of trained professionals without diluting the experience.
It is also an interesting reference point that, while not a like-for-like comparison, Urban Company’s India Consumer Services business took roughly six years from the start of operations to reach the milestone of 50,000 bookings in a day. InstaHelp getting there faster hints at how quickly consumer behaviour is shifting towards “instant” home services.
InstaHelp (formerly Insta Maids) is Urban Company’s on-demand, quick-service housekeeping vertical.
It was launched as a pilot in Mumbai in March 2025 and has since scaled across select micro-markets in five major metros: Mumbai, Bengaluru, Delhi NCR, Hyderabad and Pune. The service offers housekeeping support for everyday tasks such as cleaning, dishwashing, laundry and meal preparation, typically within 10–15 minutes from the time of booking.
Urban Company has continued to invest in InstaHelp during the quarter (Q3FY26), and the numbers reflect a business still in expansion mode.
InstaHelp scaled rapidly to 1.61 million orders in the quarter and recorded ₹28 crore in Net Transaction Value. The adjusted EBITDA loss stood at ₹61 crore for the quarter.
While the absolute losses rose quarter-on-quarter, unit economics moved in a more constructive direction. The adjusted EBITDA loss per order improved sharply from about ₹760 in Q2 to roughly ₹381 in Q3.
Management attributes this improvement to operating drivers that tend to matter most in hyperlocal, high-frequency services: higher average order value, better service partner utilisation, and stronger micro-market densification. On current trends, they expect the loss per order to keep reducing over time as these levers strengthen.
Management sounded noticeably upbeat about what they are seeing in active micro-markets. They said adoption is picking up well, and more importantly, retention trends have been “very encouraging". In plain terms, the service isn’t just being tried; it is being repeated.
They also highlighted an important nuance: this traction is still coming at prices that are not yet at what they consider “full price". In their view, the category is still some distance away from a steady-state average order value.
As mentioned in their letter, they believe the steady-state AOV could be 1.8 to 2 times higher than current levels. That puts the spotlight on an essential question for any service that begins with aggressive adoption pricing: how sticky does usage remain as pricing gradually steps up?
Their confidence appears to come from older micro-markets, where cohorts have matured and customer activity has remained resilient even as those cohorts have aged.
One reason management believes InstaHelp can build stickiness is the nature of the use case itself. Housekeeping is frequent. The more often a service is used, the more touchpoints it creates within a household and the more “default” it becomes.
Expansion strategy: live in metros, but still rolling out micro-market by micro-market
On the rollout, management clarified that InstaHelp is effectively live across the major metros: Delhi NCR, Mumbai, Bengaluru, Hyderabad, and parts of Pune, along with a few small pilots elsewhere.
However, coverage within these cities is still not complete. The company is expanding micro-markets by micro-market, focusing on densifying each pocket before moving on. Their first priority is to fully cover and densify the top 5–6 cities before widening the footprint further.
SEBI Registered Research Analyst (INH000006396).
Founded in 1986, Dalal Street Investment Journal (DSIJ) brings decades of experience in India’s equity markets. DSIJ's research combines fundamental analysis with price action, guided by disciplined risk management and capital preservation. They follow a structured, data-driven approach designed to help investors and traders make informed decisions beyond short-term market noise.
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