Airtasker Ltd · ASX:ART
Airtasker — Investor Presentation (May 2021)
28 slides from Airtasker's investor presentation, May 21, 2021
Slide 1: Airtasker US Expansion & Capital Raising
Airtasker US Expansion & Capital Raising CONFIDENTIAL May 2021
Slide 2: Disclaimer
Disclaimer The following disclaimer applies to this presentation. Please consider its contents Forward looking information carefully. By accepting this presentation, you acknowledge that you are receiving it on This presentation contains certain forward-looking statements that involve risks and the
Slide 3: Australia's no.1 marketplace for local services
Australia’s no.1 marketplace for local services1 Connecting people who need work done, with people who want to work NOTES 1. By Gross Marketplace Volume transacted per month in Dec 2020. 2 3
Slide 4: Simple ecommerce for local services
Simple ecommerce for local services Buying products online is simple and easy... ...but buying services has been such hard work, many people avoid it... Ask a friend? Classifieds? Lead gen? 4
Slide 5: Attractive value proposition combined with simple ecommerce user experience
Attractive value proposition combined with simple ecommerce user experience: For customers, we make buying For Taskers (service providers), we provide local services fast and transparent: flexible work opportunities and income: Wide range of services Instant access to flexible work Secure payments and
Slide 6: We create jobs, purpose and income
We create jobs, purpose and income Our mission: To empower people to realise the full value of their skills. We believe that people matter and that every single person has unique skills. 7.1% 34.8% $1.1B+ of Australians have used of platform workers used in work opportunities an online platform Airt
Slide 7: Core marketplace metrics are ahead of plan - prospectus guidance upgraded
Core marketplace metrics are ahead of plan - prospectus guidance upgraded Since listing on 23 March 2021, core marketplace metrics are tracking at or ahead of forecast, whilst costs remain at or below plan. Prospectus Guidance: Actuals to Mar-21: 405K unique paying customers 333K YTD 1.9x average an
Slide 8: Enormous opportunity in the Australian market... $52b
Enormous opportunity in the Australian market... $52b Total addressable market in Australia1 New service industries facilitated $148-152m by the Airtasker marketplace FY21 GMV forecast Flatpack furniture assembly Drone retrieval services Spider removal services Date night planning Halloween costume
Slide 9: Our growth strategy
Our growth strategy: 01 02 03 Growth Marketing Superstore International 9
Slide 10: 1. Update: Growth marketing
1. Update: Growth marketing GMV and revenue actuals on track to exceed prospectus forecast whilst costs are at or below expectations: Gross margin and GPAPA ahead of forecast Strong international SEO trajectory continues Shipped first customer messaging experiments Performance marketing team briefed
Slide 11: 2. Update: Superstore rollout
2. Update: Superstore rollout Weekly new unique Listings created All-new Listings marketplace model released, demonstrating early traction and supported by a core improvement to incentive architecture. Airtasker Listings Listing creation launched Nov-20 - 17,000+ unique listings created1 Customer bo
Slide 12: 3. Update: International expansion
3. Update: International expansion Organic growth in city-level markets in the UK and US is tracking ahead of initial expectations: UK organic growth accelerated by Covid recovery tailwinds with minimal marketing investment London marketing team established in April 2021 - foundational marketing act
Slide 13: Acquisition of Zaarly to accelerate US expansion
Acquisition of Zaarly to accelerate US expansion Founded in 2011, Zaarly is a curated local services marketplace with operations in Kansas City and Dallas. Airtasker has acquired Zaarly1 for $3.4 million2 (AUD) and intends to invest to accelerate US market expansion. 3 $500B+ Total Addressable Marke
Slide 14: Zaarly's open, horizontal marketplace model
Zaarly’s open, horizontal marketplace model went viral in 2011... 14
Slide 15: In 2013 the company pivoted towards a curated marketplace model
However, in 2013 the company pivoted towards a curated marketplace model... Open marketplace Curated marketplace 2011 2013+ 15
Slide 16: Learnings from open and curated marketplace models
Learnings from open and curated marketplace models 2011 ● Launched open, horizontal marketplace and Curated marketplace Open marketplace generated significant early traction ● Raised $15m from blue chip investors, including KPCB Selected service categories Almost infinite range of services Service pro
Slide 17: Zaarly acquisition accelerates US expansion
Zaarly acquisition accelerates US expansion Whilst the pivot to a curated marketplace enabled Airtasker has acquired Zaarly for a total Zaarly to generate a loyal base of repeat customers purchase price of $3.4 million2: in Kansas City, it was unable to scale and the team 1. Marketplace liquidity -
Slide 18: 1. Zaarly marketplace liquidity: supply and demand
1. Zaarly marketplace liquidity: Service providers by skill / category supply and demand Supply 900+ Zaarly service providers1 Coverage across 40+ home service categories Licensed and onboarded - opportunity to learn from and assess value of local “Marketplace Operations” activity Demand Registered
Slide 19: 2. Re-booking functionality
2. Re-booking functionality 75+% Zaarly’s GMV generated by repeat customers via re-booking feature 3 Zaarly product team will integrate re-booking functionality into Airtasker platform to: Nadia N. Enable Customers to contact Taskers they’ve Conversation with Nadia N. previously worked with on Airta
Slide 20: 3. Highly experienced team of marketplace experts
3. Highly experienced team of marketplace experts ● 10 years building Zaarly marketplace Bo Fishback ● Led multiple successful company exits Co-founder and CEO ● Formerly Vice President Entrepreneurship, Kauffman Foundation Growth and Marketplace Operations Product and Engineering Zaarly team onboard
Slide 21: Zaarly integration and Airtasker US expansion plan
Zaarly integration and Airtasker US expansion plan Q4 FY21 Q1 FY22 Q2-Q4 FY22 (to Jun-21) (to Sep-21) (to Jun-22) ● Onboard Zaarly team ● Complete integration of re-booking ● Scale marketing channels delivering functionality into Airtasker global platform positive ROI ● Marketplace Operations team t
Slide 22: International investment in FY22 will lay the foundations for significant GMV growth
International investment in FY22 will lay the foundations for significant GMV growth opportunity in FY23 onwards... Over FY22 and FY23, we plan to invest $20m to ignite city-level markets in the US and UK with a primary focus on identifying scalable growth tactics (the “playbook”) whilst maintaining
Slide 23: Use of funds
Use of funds Sources $m Proceeds of the Offer will be Airtasker applied to: Offer proceeds received by Airtasker (approx.) 20.7 ● Zaarly acquisition.1 Uses $m Airtasker ● Funding Airtasker’s accelerated Zaarly asset acquisition and associated costs 1 3.4 2 international expansion in key city markets i
Slide 24: Key offer information
Key offer information Offer structure and size ● Underwritten placement to professional and sophisticated investors to raise approximately $20.7 million within the Airtasker’s current placement capacity under ASX Listing Rule 7.1 (Offer), through the issue of approximately 20.7 million new shares (New
Slide 25: Key risks
Key risks Area Performance of technology Airtasker is heavily reliant on information technology to make the Airtasker platform available to users. There is a risk that Airtasker or third parties who license software to Airtasker may fail to adequately maintain their information technology systems, o
Slide 26: Key risks cont.
Key risks cont. Area Tax Airtasker undertakes research and development activities which result in tax benefits by way of the research and development tax incentive. There is a risk that incentives received by Airtasker may be challenged, and Airtasker may be required to return the incentives and pote
Slide 27: Key risks cont.
Key risks cont. Area Intellectual property Airtasker may inadvertently fail to adequately protect its intellectual property or be unable to adequately protect its intellectual property in new jurisdictions which it expands into. Employees, competitors or other parties may seek to replicate Airtasker
Slide 28: Empowering people to realise the full value of their skills.
Empowering people to realise the full value of their skills.