The company's own P&L trajectory — drag your check to move the whole forecast.
| Year | Total vendors | Intl vendors | States | Services | Ohana rev / yr |
|---|---|---|---|---|---|
| Year 1 (2027) | 14 | 0 | 1 | 1 | $646K |
| Year 2 (2028) | 69 | 0 | 1 | 1 | $3.3M |
| Year 3 (2029) | 580 | 0 | 2 | 1 | $27.4M |
| Year 4 (2030) | 1,632 | 0 | 6 | 1 | $77.1M |
| Year 5 (2031) | 21,642 | 16,226 | 12 | 3 | $1.16B |
| Year 6 (2032) | 35,365 | 26,749 | 21 | 4 | $1.92B |
| Year 7 (2033) | 49,534 | 37,762 | 29 | 5 | $2.66B |
| Year 8 (2034) | 66,295 | 50,739 | 31 | 6 | $3.60B |
| Year 9 (2035) | 77,818 | 58,718 | 31 | 6 | $4.23B |
| Year 10 (2036) | 87,704 | 64,450 | 31 | 6 | $4.74B |
Green months are profitable; blue months reinvest into feeding more handymen.
There is no nationwide home services brand because nobody fixed both sides.
We fixed both sides.
300 vendors. 100,000 appointments. One year. One state.
Series A. Texas. Then everywhere.
