Akanksha Vishnoi, co-founder and CEO of Yes Madam, shares how the beauty-and-wellness services platform is shifting gears toward profitability after rapid expansion in India’s booming on-demand services market. Yes Madam connects customers with at-home salon and beauty professionals through its app, combining convenience with quality-assured services. While early growth was powered by aggressive customer acquisition and incentive-led demand stimulation, Vishnoi says the company is now prioritising unit economics and repeat engagement over sheer top-line expansion.

A core element of Yes Madam’s strategy is optimising pricing and workforce utilisation. Rather than subsidising every order, the company is carefully balancing service fees, professional earnings and customer value perception to ensure each transaction contributes positively to margins. By bundling services, introducing premium tiers and experimenting with dynamic pricing, Yes Madam aims to increase average revenue per user while reducing churn. On the supply side, vets and trains professionals to maintain reliability and achieve higher order fulfilment rates with fewer cancellations — a key driver of profitability in gig-enabled marketplaces.

Vishnoi also highlights the importance of region-specific strategies: in Tier-2 and Tier-3 cities, focused marketing and partner incentives have helped improve adoption at lower cost, while in metros the emphasis is on premiumisation and retention. Technology investments such as AI-assisted scheduling and data-driven demand forecasting are streamlining operations and reducing wastage.

As a result, Yes Madam has begun to see unit economics break even on a per-order basis in several key markets, and the company is targeting overall profitability by 2026–27 without sacrificing service quality or brand trust. Vishnoi’s message is clear: profitability isn’t a trade-off for growth, but its sustainable foundation.