Handy was founded in 2012 by Hanrahan and Dua. The two were driven by the need to come up with a practical solution to an old-age problem of finding qualified and trusted household service providers. Their common goal led to the establishment of Handybook, a platform to link individuals in need of home services with top-quality professionals. Handy takes pride of providing quality home services, quick booking process, secure payments, 100 percent money-back guarantee as well as providing thousands of qualified individuals with job opportunities.
Handy.com home-cleaning services demands are quickly increasing. The company holds its weekly meeting every Tuesday at its New York City headquarters. Being the CEO, Hanrahan is always afraid of Tuesdays since he is responsible to any failure recorded especially when the magical growth being experienced in the company. In early 2016, the CEO had recommended for a change in the way the company brought on new workers. Hanrahan had proposed that they implement an online on boarding process. However, Umang Dua insisted that it was not worth taking a shot since he felt that the applicants still needed some human assistance. Dua also thought that since the idea had been proposed back in 2014 before the company halted its expansion plans, it was not worth a second chance. But after a few considerations, the two co-founders decided to test their new online system in Miami and Washington D.C. The new project recorded positive results, and the two co-founders were on the verge of authorizing its implementation in all its markets when the company closed its $50 million Series C venture capital funding.
The closure of the venture funding resulted in a new capital which meant an additional financial cushion hence a form of relief. However, the closure also said some difficulties finding new investors. Faced with little funding, Hanrahan and Dua decided that rolling out online onboarding system would work best in solving the problem. According to the CEO, the online system would save the company millions of dollars a year. Hanrahan was right since, within a short period, the number of customers had surpassed that of their available pros. As a result, the company was forced to cancel thousands of bookings.
In 2014, the company had decided to halt its expansion projects and instead improve the already existing 28 markets. The decision was risky but when viewed in the long-run it was the path to significant profits. Currently, Handy has more customer density in the market due to the improvements such as the self-serve platforms and the chatbots which result to happy clients in the end. According to the two co-founders, happy customers means more referrals and hence more job opportunities for the qualified personnel as well as significant profits for the company. The two CEOs boldly agree to the fact that if Handy had not stopped its market expansion in 2014, the company would still be struggling to survive in the industry.