Scrubsy, a direct-to-consumer home-cleaning brand run by BoldChem Science Pvt Ltd and founded in 2025 by Kartik Sibal, Ishan Suri, Nitin Jain, and Aditya Bhasin, has raised Rs 27 crore in a seed round led by V3 Ventures. The company sells across kitchen care, bathroom care, and footwear maintenance, and says it crossed 5 lakh customers and grew 100% year-on-year within eight months of launch, while staying bootstrapped and EBITDA-positive from the start.
That last detail is the one worth sitting with. Most D2C brands raise first and chase profitability later, on the assumption that growth capital buys the runway to figure out the unit economics. Scrubsy did it backwards - it built a profitable business first, in one of the least glamorous categories in consumer, and only then went looking for outside capital.
Home cleaning is a hard brand to build
There’s no obvious reason a customer should have a favorite dish-scrub brand. It’s a low-consideration, repeat-purchase category dominated by decades-old FMCG names on the shelf next to whatever the shop happens to stock. Building a D2C brand here means convincing someone to seek out a specific name for a product most people buy on autopilot.
Scrubsy’s move was to specialize instead of generalize - kitchen, bathroom, and footwear care as distinct lines within one brand, rather than one generic “cleaning products” catalog. That’s a more legible pitch to a customer scrolling a product page: each line solves one visible problem instead of asking the shopper to trust a broad claim about cleanliness.
What EBITDA-positive-first actually buys a brand
Being profitable before raising isn’t just a balance-sheet fact - it changes what the brand gets to say to a customer. A company that needs the next round to survive optimizes messaging for the metrics that round needs: growth, install base, whatever story the next term sheet wants told. A company that was already sustainable on its own terms gets to use the capital on the stated plan - new categories like car cleaners and laundry care - rather than on proving a growth number to a future investor.
It also changes the brand’s credibility with the customer it already has. A cleaning brand that was profitable before it took outside money isn’t chasing a valuation story; it’s chasing category leadership it can already partly point to. In a category with this little inherent glamour, that’s a more durable thing to be known for than a funding headline.