ProNearMe
Urban Company has shaped how India books a home services technician. Over the past decade the company has built itself into the dominant aggregator for AC, plumbing, salon and pest-control bookings, scaled across nearly every metro, and brought a degree of standardisation to a category that had almost none. Along the way it has also faced repeated criticism from the technicians on its platform. The most consistent complaint has been about money. Specifically about the upfront cost of finding a customer.
Most home services platforms in India, Urban Company included, run on a lead-fee model. Technicians pay between â¹40 and â¹250 for each customer enquiry sent their way, with many platforms also charging a monthly subscription of around â¹3,000 on top. For a single technician handling AC service work in a metro, that adds up to a meaningful sum every month, regardless of whether the leads convert into actual jobs. Worker protests at Urban Company centres in late 2023 and through 2024 made this cost structure a national headline.
A Delhi-based startup called ProNearMe is taking the opposite bet. The company, which went live commercially in May 2026, has structured its entire model on a single rule. The technician pays nothing upfront. The platform earns only when a paid service is completed. The booking acceptance screen shows the technician the commission percentage before he or she accepts the job. There is no monthly subscription. There is no per-lead fee.
In its first eight weeks of operation, ProNearMe registered more than 150 verified AC service professionals across Delhi NCR. That is a small number against the scale of Urban Company. But the founder argues the point is not size, at least not yet. The point is whether the economics work.
"Technicians shouldn't be paying â¹3,000 a month on lead packs to find their customers," says Simranjeet Singh, the founder. "We don't charge until the customer pays us for a service completed. That one line moves the risk away from the technician and onto the platform, where it belongs."
The maths is what makes this interesting. A typical AC service professional on a lead-fee platform spends roughly â¹3,000 a month on subscription, plus â¹40-250 per lead for jobs that may or may not convert. If conversion rates dip to 30%, the technician is effectively paying for two leads to land one paid booking. Add the platform commission on the booking itself, and the take-home from a â¹2,000 service can fall well below â¹1,200. NITI Aayog's 2022 report on India's gig economy flagged this kind of income unpredictability as the single biggest deterrent to long-term participation by platform workers.
NASSCOM Foundation's 2024 analysis of platform-mediated work in India came to a similar conclusion through a different lens. Worker retention, the report found, is most strongly tied to predictability of earnings and clarity of platform terms. The platforms that built large supply pools were those that minimised the difference between what the worker expected to earn and what actually arrived in the bank account.
Singh's pitch is that a commission-only model is the cleanest version of that predictability. No lead spend. No surprise deductions. The technician is paid for the work done, and the platform is paid only if the work happens. He argues the larger shift here is philosophical, not operational.
"Most platforms decided early on that the cost of finding the next customer was something the technician should pay," Singh says. "Our argument is that customer acquisition is a platform cost, not a supply-side cost. Once you make that one change, the economics of who earns what flip completely."
Whether the model scales is the open question. Urban Company built its base by absorbing the cost of customer acquisition at the platform level and recouping it through lead fees and commissions on the supply side. That structure works at scale because the economics of acquisition versus repeat usage become favourable once a city is dense enough with both customers and professionals. ProNearMe is, in effect, asking whether the same density can be reached without taxing the supply side upfront. The early data is suggestive but not yet conclusive. 150 professionals in eight weeks is fast for a bootstrapped launch, but the company will need several thousand to test the model at urban scale.
ProNearMe has chosen its launch category with some care. AC servicing accounts for nearly 28% of all post-sales appliance service in metro cities, according to a 2023 IBEF sector note. The work is technical, the pricing is opaque to most customers, and the consumer trust gap is large. Verification on ProNearMe runs through three channels, police verification, skills check and RBI-regulated bank account verification, with all bills issued under Indian GST norms. The combination is closer to the financial onboarding stack of a small NBFC than to the loose verification many home services platforms got away with through their early years.
The plan from here is sequential. The company expects to add plumbing, electrical work and home cleaning to its Delhi NCR catalogue over the coming months. Expansion to additional metros is planned for the following twelve months. Singh has indicated that the company will go where the supply side is willing to onboard first, rather than chasing customer demand into a city where technicians are not yet ready to serve it.
There is a broader question buried in ProNearMe's bet. India's home services market, valued by RedSeer at over â¹85,000 crore in 2024, is on track to more than double by the end of the decade. Less than 12% of household service bookings currently happen on organised platforms. That leaves room for several models to coexist. The lead-fee model that powered the category's first phase may continue to dominate the largest metros. A commission-only model may find purchase in markets where technicians have refused to onboard onto lead-fee platforms at all.
What ProNearMe has done is force a question Urban Company and its peers have largely sidestepped. Is the upfront cost of finding a customer a feature of the home services category, or a cost the platforms chose to push onto the supply side because they could? The next twelve months of expansion data, both from ProNearMe and from incumbents, will offer the first real answer.
For the technicians sitting in the middle of this argument, the answer matters more than it does for anyone else. The cost of finding the next customer has, until now, mostly been borne by them. A platform that refuses to charge them upfront is, at the very least, a useful test of whether the model that built the category is also the model that has to grow it.
