Short external brief 15.09.2026
How a scheduling system for local service businesses becomes the operating layer of the service economy, and how we fund that ourselves. This is the public version of our working strategy, with the same numbers we use internally. The direction: from vertical SaaS to an operating platform for the service economy, with the API and the integration market as the central bet.
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Everything below describes a company that grows without outside investment. We costed the targets and the dates as a standalone case: programs are funded from our own cash flow and start in sequence. Outside capital would not change the direction, the bets, or what counts as success. It would buy speed, so the same programs start earlier and run in parallel.
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Altegio is the operating base of a local service business. Scheduling, the client base, services and staff, payments, communications, analytics and fiscal rules live in one system. Our core is beauty and wellness, and the same model works in healthcare, education and other verticals where a person delivers a service in a physical location.
| Metric, June 2026 ⁽¹⁾ | Value |
|---|---|
| Active locations | 13,093 · 87,265 licensed chairs, up 13.4% year over year (May 2026) |
| Load of the average location | 421 bookings a month · against roughly 269 at Fresha and 155 at Booksy |
| Turnover through the platform | $141M a month · about $1.7B annualized |
| Bookings | 66M a year · 24.0% of them made online, with no receptionist involved |
| Client app | 481K registered users · with no consumer advertising |
| Revenue | ARR $5.55M · June accrual revenue × 12, against $1.26M in January 2023: a 4.4× increase |
The average location has 6.7 chairs and $10.8K of monthly GMV, the same as Fresha's average, on markets where prices are noticeably lower. The same money at lower prices means more visits and more staff behind them, which is why our average location runs 421 bookings a month against roughly 269 at Fresha and 155 at Booksy. We serve a larger and more complex client than the category average, and we target that client deliberately.
ARPU is about $35 a month on an accrual basis and about $40 in cash including add-ons, which works out to roughly eight cents per booking. We monetize 0.33% of the turnover we process.
From vertical SaaS to an operating platform for the service economy. The system holds all of a business's operating data and lets actions run on top of it, whether the owner starts them, the owner's AI agents, ordinary staff, third-party apps or partners. Three layers grow at the same time.
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Record. A trustworthy operating history: clients, bookings, money, communications, staff, services, rules.
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Governed action. API, permissions, business logic, validation and an audit log, so an action executes correctly whoever initiates it.
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Own demand. The business shows up where its clients look for it and keeps the client relationship instead of handing it to a consumer marketplace.
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The market is moving the same way. In November 2025 Google gave agentic booking in beauty and wellness to the companies that own the calendar: Booksy, Fresha, Vagaro ⁽²⁾. Aaron Levie of Box explains the mechanism, which is that the more agents there are relative to people, the more a system of record is worth ⁽³⁾. Jamin Ball of Altimeter makes the same argument from the valuation side ⁽⁴⁾.
“Marketplace” and “integration hub” mean two different things for us. We are building an app market on top of our platform, and we have decided against a consumer marketplace that charges per booking and has a conflict of interest with its own SaaS users because of the client base cannibalization. The client and the money stay with the business, and our revenue comes from subscriptions and services ⁽⁵⁾.