All right, let's kick this off. Hi, I'm Tim, the Founder and CEO of Airtasker, and welcome to our FY2025 Pesults presentation. I'm also joined by our CFO, Mahendra Tharmarajah, who is also on the call. Let's jump right into things. A little bit about Airtasker as a refresher. We're building the world's most trusted marketplace to buy and sell local services. Super simple business model. We connect people who need work done with people who want to work. Our mission is to empower people to realize the full value of their skills. In the age of AI and autonomy, I think this is a really important mission. We are helping to create jobs for humans, utilizing human skills, and creating jobs and income and purpose as the core product of what we do.
We've got some great testimonials on the right-hand side from just a few of the 40,000 Taskers that are on our platform. I'm proud to say that we've now put over $720 million into the pockets of Australian Taskers. That's after all of our fees and revenue and running our business. A really important mission. What does Airtasker do that's different to other local services marketplaces? The first is that we're built on an open community model. We don't set the prices. We don't tell people what to do. We provide a transparent and accountable framework for customers and Taskers to be able to work together, and they decide the price and the scope of the jobs that they're going to do. This also has a side benefit of being a very effective business model with a very high gross margin. Our gross margins are over 95%.
The second thing that makes Airtasker unique is that we're infinitely horizontal. This has two really important outcomes. One is that we can help with all of these jobs that don't fit into traditional service categories. There are a lot of jobs that just don't quite fit into the norm of our traditional services. The second reason why it's really important is because it's how we generate the storytelling and the brand that drives our earned media. That's what drives the unit economics of Airtasker and means that we can build a very, very profitable business. In terms of competition, in the Australian market, if you look at a dissection, first is to look at remote outsourcing versus local services. Platforms like Fiverr and Upwork are remote outsourcing. They're pretty much taking jobs from Australia and sending them overseas. We are in the local services space.
Within that, I think the two-by-two framing of that is to look at the advertising-type businesses and the e-commerce businesses. Advertising businesses, it is the seller of the services who's the primary customer, and the main way that these platforms make money is by selling leads or by selling advertising services. Airtasker is an e-commerce model. The end customer is actually the paying customer on our platform, and we believe this is the long-term rate model for local services. In this space, it's really Airtasker and TaskRabbit are the scale players, and Airtasker is driving a community-based model, high gross margins, light touch. TaskRabbit's more driving an agency-type model where they are setting the prices and they are setting the agenda for the marketplace rather than customers.
We have a very simple revenue model, and that is that we earn a percentage of all of the transactions, all the GMV that goes to our marketplace. We have a take rate or a monetization rate of around 21.6% of the total GMV. If we look at that revenue, it has very, very high gross margins, over 95%. We have some small insurance costs that we pay on each task, as well as the credit card or merchant fees that transact the payments. Just to call that out, the merchant fees that are listed here are the percentage of revenue. As a percentage of GMV, that is a much smaller amount. How did things go in FY2025? We set out the year by making five core promises. First of all, we said that we would be full-year group free cash flow positive, and we delivered on that.
We added $1.2 million of positive free cash flow for the full year. The second thing we said is that Airtasker marketplaces would deliver double-digit revenue growth, and we delivered on that with Airtasker marketplaces generating an 18.3% revenue growth. That was actually a real acceleration of revenue growth. In FY2024, we were up 9.8%. We didn't just increase our revenue, we increased the rate of growth of our revenue. The third thing that we said is that our Australian business would generate enough cash to fund our international expansion, and we delivered on that promise with $15.2 million of cash being generated from our Australian business after covering for all of the global head office expenses. All of those fixed costs, like the CEO, the CFO, the head office, product engineering, all of that covered.
After that, we generated $15 million of cash, and that enabled us to invest into new marketplaces in the U.S. and the U.K. Our fourth promise was that we would accelerate momentum and revenue growth in the U.S. and the U.K., and we did that. We saw GMV reach all-time record levels of a $21 million ARR in the U.K. with 111% revenue growth. Across to the U.S., we reached a record $7.5 million GMV annualized run rate and 422% revenue growth for the year. Finally, we have $19 million in cash in term deposits on balance sheet, so we're in a strong financial position. We also have over $27 million of prepaid media assets through our media partnerships on balance sheet. With that, I'm going to pass it over to our CFO, Mahendra , who's going to take us through the financial results.
Great. Thanks, Tim. Afternoon, everyone. Go to the next slide, Tim. Thank you. As Tim mentioned, the Airtasker group comprises two marketplaces, the Oneflare marketplace that operates in Australia only, and the Airtasker marketplace that operates in Australia, the U.S., and the U.K. Full-year revenue $52.5 million. That was up about 12.8% on the previous year. The prior year growth was about 5.6%, certainly a good progression in terms of the re-acceleration that Tim mentioned earlier. As Tim mentioned, the Airtasker marketplaces, $45 million of revenue, up 18.3% from 9.8% in the prior year, and a five-year CAGR of about 18.5%. We're definitely trending in the right direction. The Airtasker international marketplaces, principally the U.K. and the U.S. in that number, coming off a low base, obviously, but still progressing nicely, up 145% or thereabouts for the year to $3.5 million. Next slide, please, Tim.
The second thing I think we want to talk about is cash, and Tim's already highlighted that. This year was our second consecutive year of positive free cash flow. We've now had four consecutive half years of positive free cash flow and four consecutive quarters of positive free cash flow. We've definitely proven out that the business can be self-sustaining, and we're choosing to take our free cash flow that the Australian business is generating, which we'll talk about a bit further on, and investing that into our new marketplaces in the U.K. and the U.S. principally. Across to the operating cash flow, a good result this year, up about 44% on the prior year to $4.4 million. Next slide, please. If we turn to the Airtasker marketplaces, unpacking that 18.3% revenue growth that we saw for the year.
It was largely driven by the significant increase in marketing that we've undertaken in all three key markets, Australia, the U.K., and the U.S., about $43 million for the year, a combination of cash, $16 million, and then $27 million from our marketing partners, which have helped drive the top-of-funnel GMV, and that in turn translates into revenue for us. The Airtasker marketplace, as we mentioned, revenue up 18% to $45 million, driven by the organic growth in the Australian market and the scaling in the new international markets. The other thing I think we want to call out is the trend that we're seeing. The first half revenue was definitely strong in terms of revenue growth, but the second half was much, much stronger, and that was assisted by the fact that we had the seasonality kick in in the Northern Hemisphere, and the U.S. and the U.K.
contributing to that performance. Airtasker marketplace, as Tim mentioned earlier, GMV was up about 9.5% to record just over $208 million. Our monetization rate has been improving over the course of the year, driven by a couple of things. Firstly, some product initiatives. Secondly, the cancellation policy we introduced in FY2024, which we've spoken about previously. More recently, there's been some yield management across the platform. If we look at just the Australian marketplace, that generated about a 13.5% revenue increase for the year. In the prior year, it was about 8.5%. The marketing that we're undertaking in Australia through our partners, ARN Media and oOh!media, has definitely paid off. We commenced those marketing programs in September last year. We've invested about $10 million in marketing this year, with $6 million of that non-cash, and just over $4 million in cash. The GMV was up 5.5% to $190 million.
That actually was significant because it turned around a prior year decrease. In FY2024, we actually saw GMV decline about 4.5%. We turned that around and grew it as well. The monetization rate, as I said earlier, continues to improve to about 21.8%. We talked about cash earlier and how much cash the Australian business generates. If we step through what we've presented here, it is really the Australian marketplaces, so that's the Australian Airtasker marketplace plus the Oneflare marketplace, generate revenue about $49 million a year. Out of that, after we pay the direct costs for running those operations, spin off about $34.5 million of cash. We then use that cash to pay or cover our fixed global head office cost. We're expecting good things in FY2026. We missed a slide, Tim. Yeah, that's it. Looking at the U.K.
GMV, $21 million was the annualized result at the end of June. We commenced our marketing campaign in the U.K. in September, October 2023, when we completed a deal with Channel 4 Ventures. Last year, they followed on with a subsequent investment of £4 million to help us expand our marketing activities from London to Birmingham and Manchester as well. Revenue was up about 111% and GMV up about 67%. We have seen the top-of-funnel demand, our posted tasks in that marketplace grow about 56% over the course of the year. Looking forward to FY2026, what do we expect to deliver? We are looking to deliver in our Airtasker Australia marketplace double-digit revenue growth. We are looking at repositioning the Oneflare business to return it to long-term growth.
The Australian marketplace, as we mentioned, generated about $15 million in free cash flow this year, and we are expecting that cash generation, excluding the Oneflare business, to continue to increase in FY2026. We are going to use that money to fund the growth trajectory in the U.S. and the U.K. markets. Finally, as we mentioned, we are starting from a position of strength in that we have $19 million of cash in term deposits on balance sheet. We have just under $28 million of prepaid media assets from our media partners that we can expend in Australia, the U.K., and the U.S. markets over the course of FY2026. Back to you, Tim.
Thanks, Mahendra. I am going to now take you through our forward-looking growth strategy. As a reminder, there are three components to our growth strategy. The first is to continue to invest into our core platform.
This is really important to maintain our market leadership position in the Australian market, but also because we have such strong leverage on that core platform in all the different markets in which we exist. The second thing we are going to do is drive profitable growth in the Australian market to keep expanding out that $15.2 million of free cash flow that we are generating as an Australian business. We are going to keep expanding on that. The third thing we are going to do is reinvest that cash to scale our U.S. and U.K. markets and to replicate that engine that we have built, which generates so much cash in the Australian market. Talking through some of our core platform investments, the first is to say that our media partnership strategy in Australia is working.
During FY2025, we were able to drive a significant increase in our unprompted brand awareness or our brand salience. That increased by 15% during the course of the year, resulting in record Australian GMV of over $190 million, a re-acceleration of GMV in Australia from what was actually a slight decrease in FY2024 back to 5.3% growth, and then 13.4% revenue growth, as Mahendra mentioned earlier. We're doing that alongside some fantastic partners, ARN Media and oOh!media, and we're really happy with those partnerships and how they're delivering results. The second area of core platform investment that we are investing into is our platform trust. During the year, we rolled out some significant changes to the platform. First of all, we now perform ID verification for all Taskers upon receiving a payment for a task. That means that every Tasker ends up having an ID-verified badge on their profile.
The second thing that we did is we rolled out the tax compliance for the sharing economy tax regime. Although this was a requirement of the tax regulators in Australia, it's also a great trust signal to our users that we have verified that they are following the tax legislation in Australia, and that really aligned to this component of our core platform investment. Thirdly, we rolled out numerous features, including our top offer status feature, which basically makes it easier for customers to be able to find out who are the Taskers who have got high reliability, low cancellations, and are going to perform a great job without actually trying to control the marketplace. This resulted in the monetization rate of Airtasker increasing throughout the year. Less cancellations, high reliability means we're monetizing more tasks.
That resulted in a 1.6% increase in FY2025 to a 21.6% monetization rate on the platform. We also are investing into the future in addressing platform leakage and improving purchase frequency. We're going to do this in three different ways. The first is that we're going to invest into having the right fee structure for recurring or repeat booking tasks. Last week, we rolled out a new pricing change, which is that we charge only 1.9% for Taskers, excuse me, and a flat $5 connection fee for all customers to provide them with insurance and payments on the platform. We've really removed that friction from rebooking.
We're then going to start rolling out a series of incentives to drive and reward user behavior on our platform towards Taskers who do a lot of rebookings, reflecting that they are chosen by their customers, but also just aligning incentives between what we want as a platform and what users want and are rewarded with. Lastly, we're going to work on feature usability, making it easier through our app to rebook, and make people aware of the fact that Airtasker offers this. We think this is an enormous opportunity because 93% of customers have a five-star experience on Airtasker. In a survey of over 3,000 users, 73% of customers said that they would repeat that same task within the next 12 months, and 83% of those customers said that they would hire the same Tasker.
I think there's an enormous total addressable market in this space that Airtasker can capture. We're also investing into AI. Airtasker is really well- positioned in the AI and autonomous future because we've got really great defensibility built into our business. That defensibility is underpinned by the fact that Airtasker is a physical local network, and it's built on a very proprietary data set. It's not easy for a platform like OpenAI to just replace you. If you're in a content-based business, for example, like a lead generation advertising website or something like that, it's much easier for OpenAI to just sort of cut you out of that equation. For Airtasker, we actually provide the payments infrastructure on all of our tasks, and we are hosting the reputation data of our users. That puts us in a really strong spot.
The second thing is we think that there's a massive opportunity to help create the jobs of the future. There are a lot of industries being disrupted. For example, driving jobs are being disrupted by autonomous vehicles. That's going to mean there's going to be increased demand for people wanting to monetize their skills, and Airtasker is a great place to create jobs for them. Some interesting call-outs on this page. We've seen a huge increase in ChatGPT referral traffic, and I think that comes about because if you're a market leader in your space, then you're actually going to benefit from this trend of AI sending direct referral traffic. That was up about 364% in this calendar year. We've also partnered with OpenAI to launch our operator agent. You can now book Airtasker through OpenAI using an automated AI agent.
Lastly, we're rolling out a number of AI-based assistants on Airtasker to make it easier for you to post a task. In that bottom right-hand side there, that's an example of our building blocks model where we use AI-based prompts to make it easier and so that you don't have to type out your whole task. A lot of that core platform investment is going to scale globally. What I'm really excited about is going turbo as we scale into the U.S. and the U.K. A pretty cool image here of Airtasker's partnership with the Racing Bulls Formula One team. I guess a real testament to the team behind the dream, the people who are doing all the jobs that make the magic of F1 possible, which is really aligned with Airtasker's mission. As a reminder, we've got a proven model to build cash-generative marketplaces.
In our Australian business in FY2025, as Mahendra mentioned, we generated revenue of over $49 million and cash flow at a marketplace level of close to $35 million. We did this by investing upfront into our brand marketing to scale out our brand and scale out network effects. What you can see is that when we did this in Australia, it was between FY2016 and FY2018, investing heavily into brand and marketing and, in fact, investing well ahead of where our revenue curve was at that moment in time. You can see that in FY2019 and FY2020, we were able to drive efficiency, bring down that market investment, and we achieved escape velocity on GMV, which scaled past $100 million and continued to scale up to over $190 million in this financial year. We have a model, and that model has worked.
Without taking that model, and if you look at this left-hand side there, we're taking that model, which generated $34.6 million of cash, and we're reinvesting into our core platform. That investment was about $19.4 million. That left about $15 million for us to go and invest into the U.K. and U.S. expansion. I think turbocharged with our partnerships with Channel 4 in the U.K. and then Televisa, iHeart, Sinclair, and Mercurius in the U.S. market, they were able to deliver some really, really strong results. As a reminder of what we're attempting to achieve in each of these new marketplaces, we have a three-year goal of generating a $25 million GMV ARR and getting the cash flow positive in three years in each of the new city-level marketplaces that we spin up. Why is this the goal?
At $25 million of run-rated GMV, we're generating about $5 million in gross margin. We have about a 20% flow-through rate. At that $5 million cash generation at the marketplace level, we're able to keep reinvesting into growth in that marketplace and make it very sustainable. At that point in time, we can either decide to keep growing the business and recycling that cash into that marketplace to grow with no further investment. We can choose to further accelerate it. If we're seeing that it's amazing growth and amazing market, we can accelerate. We can actually do the opposite of that and start generating a dividend from that market and reinvesting that capital into another area of our business or to generate a dividend for the head co. How are we tracking towards that? In the U.S., we reached a GMV ARR of $7.5 million.
I want to call out here that we haven't provided a breakout of the three separate cities, but I can be pretty clear in saying that the Los Angeles market makes up most of that GMV ARR in the United States. In the U.K., again, at the U.K. level, we generated a GMV ARR of $21 million. I can confirm that the London market is the vast majority of that run rate. We're on our way, and we're well ahead of where we expected to be at this time. We've really got momentum on our side now, which is exciting. I do want to call out that in Q1 and Q2 of FY2026, we're most likely going to be maintaining, and there will be some positive progress in these marketplaces. Really, where we see that big upswing is in the fiscal Q3 and Q4.
In other words, the March and June quarters is where we really see that ramp go up again. How did we generate such strong growth in the U.K. and the U.S. markets? We're doing really two main things. The first is that we are continuing to refine our custom-built playbook for launching new markets. We call that our SHPAB playbook. That playbook enables us to really generate predictable marketplace traction. That is really exciting because everyone knows solving the chicken and egg cold start problem in a marketplace is potentially the most complex part of launching new marketplaces. Our SHPAB playbook really enables that. We're supplementing that and in parallel investing into the Airtasker brand. The reason why we're doing that is because we're generating sustainable long-term customer retention and awareness, which builds up that long-term momentum, but is less so involved in that initial ignition of the marketplace.
We're doing that alongside some incredible partners, of course, the VCARB Formula One team and Channel 4 Ventures in the U.K., and in the U.S. with Televisa, iHeart, Sinclair, and Mercurius. That is having some really, really powerful results. We had a 24% brand awareness increase in the London market during FY2025. It was really, really great to see that investment continues to build momentum and pay off. In the U.S., of course, starting from an earlier starting position, we generated a 114% brand awareness in the Los Angeles market. I can say that I've been absolutely astounded by how quickly we've been able to make Airtasker a name in that LA market. Our final thing is we're going to continue to build out our incredible network of partnerships.
Pleased to say, hot off the press is that we have launched a brand new partnership in the U.K. marketplace with Argos. For any of the Brits out there, Argos is an absolute household name. It's actually a lot of part of people's nostalgia of growing up and receiving the Argos Christmas catalog. They have over 1,200 stores across the U.K., so an absolutely scaled business, and over a billion website visitors per year. They're also part of the Sainsbury's network. Sainsbury's is the second largest retailer in all of the U.K.. What's really exciting is that the Airtasker name is going to be pitched after you buy any product that requires installation or assembly. You know these guys do over GBP 4 billion of revenue per year.
You can imagine that's a lot of customers who are going to get pitched and offered the Airtasker service to make their lives a little bit easier for installation and assembly. We're really excited to launch this partnership. It's been a real pleasure in FY2025 seeing our team give it their all to absolutely smash what we set out to do. It's been wonderful to see our media partnership strategy actually delivering results in both the Australian markets as well as the U.K. and the U.S. as well. Overall, a fantastic year. I really appreciate all of the support from our wonderful investors. With that, I'll open it up to some questions, which I think Mahendra is going to help us manage.
Yep. Thanks, Tim. We've got a couple here, so I'll start the ball rolling.
The first one is, by the end of FY2026, how many cities are you expecting to be rolled out with media partnerships in the U.S.? Or do you delay rolling out more until L.A. proves itself?
It is a very fine balancing act between rapid expansion of new cities, which requires us to spread our capital further, balanced off with it doesn't make sense to do the complete opposite of that, which is to consecutively roll out cities because there is a lead time to scale each of these marketplaces. What we're currently doing is being really focused on the three cities: LA , Austin, and Vegas. That is our base case budgeted plan for the year. If we outperform in those markets and generate more capital than we expect, we may consider expanding. What's really exciting is that as a platform business, we're really empowering people for them to work out how to use the Airtasker marketplace in a way that suits them. We're already seeing people posting and completing jobs in places like Ohio and in New York City.
I think there's a really exciting starting base to look at what's already happening, where it is happening, and then doubling down on that when we do expand.
Another question along the marketing lines. You provide information on the marketplace growth rates in the U.S. and the U.K., but it's hard to see this in the context of the associated marketing spend, which we assume is overwhelmingly coming from utilization of media contracts. Can you shed light on this burn rate versus growth rate? I assume it's marketing burn rate versus growth rate and the likelihood of achieving escape velocity.
First of all, I think in terms of the cash flow, we're trying to be really transparent. We generated about $15.2 million in the Australian marketplace after covering all of our head office costs. We generated about $1.2 million at the group free cash flow level. The difference of that is what we're investing into the U.S. and the U.K. markets combined. In terms of the investment into brand, the investment into brand and media is actually there to drive that really sustainable, continued momentum-based growth. In the U.K. market, it's increasingly becoming an important part of what's driving the GMV. In the U.S. market, for example, it's much more about marketplace ignition and investing into our SHPAB playbook, which is really about those guerrilla marketing tactics that get that initial ignition of the market going.
That's to say that I would say that brand investment is really something that is incredibly important in an established marketplace like Australia, is quite important in the U.K., where we've got some real traction now and we're looking for that scale investment. In the U.S. market, it has played a lesser role in the specifics of this GMV. I would say brand plays a different role in each of those markets. Last thing to say is, do we think we're going to get escape velocity? I think I would say that the U.K. market has already got escape velocity. It's pretty exciting. We've seen that the growth that we're achieving is well beyond what we've invested into that market and has incredible momentum. I'd say the U.K. is, you know, the London market is certainly a box ticked. Hopefully, we can replicate that same success in the U.S. markets.
OK. A couple of other questions. I can take this first one. The U.S., the $7.5 million GMV run rate in the U.S., is that AUD or USD? That's AUD. Another question. You have $28 million of contra media to deploy. Can you give us an indication of when that is expected to be used up and what do you do afterwards? Do you pull back marketing or do you keep going?
I think looking at this market by market, if we look at the Australian market, we took on $10 million of media deals at the beginning of FY2025. We call out to the market that's about two years' worth of an investment period, and we're sticking to that plan. We have a steady amount of media deals being deployed in the Australian market in FY2026, commit FY2025. What I would say is that our media partnership strategy creates a lot more value than just bringing forward the value before the payment occurs. We get a huge amount of local market expertise, a huge amount of content integration opportunities, and earned media opportunities. It makes sense for us to consistently have these media partnerships in place, even once we're at scale.
Rather than just having a cash transactional basis with media companies, it makes sense for us to actually partner with them. We'll continue to do that in Australia. I would say that we flagged that about 3%- 4% of GMV as your total market, 3%- 4% of GMV as your total market investment is about where it's at in the Australian market over the long term. Across to the U.K., it's a really interesting situation there, which is that we're starting to generate some real cash. That poses a really interesting opportunity set for us, which is we can choose to start investing some of that cash into doing brand and above-the-line marketing, or we can choose to extend some of these media partnerships. That optionality is there. Actually, we're generating some really healthy cash flow in the U.K. market.
We may not necessarily need to extend more of those media deals, although, as I mentioned, there's some great synergy that comes from them. It's not the case that it's a necessity. It's actually more like a great benefit and opportunity to do more media deals. In the U.S. market, we have about AUD 14 million worth of media inventory still sitting on our balance sheet. That's over AUD 20 million worth of media inventory. We're not going to be investing all of that in this next financial year. We're expecting this year not to be doing more media partnerships unless a really great opportunity comes in the U.S. Certainly, I think it's an enormous market. It's likely that in sort of FY2027 and beyond, we would expand on what has been already a successful strategy in the U.S.
OK. Another question. Do you expect a new rebooking fee to lower the monetization rate over time?
Currently, Airtasker is overwhelmingly about new customer and new tasker transactions being the vast majority of our revenue. Quite a small component is coming from existing rebookings. That's why we want to keep driving that and opening up that as an option. In the short term, I think it may have an impact on the monetization rate, but only because we're expanding out the denominator. We're expanding out that GMV that we may not be capturing right now. Yes, it could have an impact on the monetization rate. I think in terms of revenue cannibalization, the impact will be pretty manageable.
There's a follow-up question on that one as well. Can you give us a sense of how many tasks in FY2025 would potentially be reclassified as rebookings under that structure?
It's worthwhile calling out we actually do already have a rebookings product, and it already does have a lower monetization rate compared to new transactions. To be super clear on that, until about a week ago, the payment structure was 1.9% to taskers, but we charged a full freight connection fee to customers. That connection fee averaged out at sort of $20 or $30 per task, and we've now reduced that component down to $5 flat. It's never more than $5 for customers. We weren't going from a full freight fee down to zero. We're going from what was already a reduced fee to an even further reduced fee. In terms of the volumes here, we're talking about sub-5% of our volumes coming from these rebooking tasks, and we think that number could be somewhere in the range of 200%- 300% at some point in the future.
I.e., the amount of research that we've done in talking to customers about how badly they want to use Airtasker to do rebookings is pretty overwhelming. We shared some of the stats over there. We're talking 93% of people, five-star experience. 73% of people are like, I'm going to do that again in the next 12 months for sure. Over 80% are saying, I want to use that same tasker again. There's an enormous funnel for us to work on to improve, address frequency, address leakage as well.
I can probably take this next one. The established markets had incremental OpEx of around $8 million from 2024 to 2025. Can you give us some color around the main components? It's principally the marketing uplift. We obviously introduced the marketing through oOh!media and ARN Media, and that's the lion's share of that delta. There's $6 million of non-cash that we deployed in the Australian market through the course of FY2025. We also uplifted a cash contribution into marketing. It was principally or mostly marketing- related. Can you provide more detail on the review of Oneflare, one of the options you're weighing up?
Yeah. I think I'm just sort of calling out what the challenges are with this lead generation or sort of advertising business model. Oneflare has got a similar business model to something like hipages, which is a sales-based model. You are selling subscriptions that enable businesses to buy leads or be able to find new customers through the platform. There are two real challenges to that business model. One is that a lot of the traffic comes from Google and comes from search engines. There's a changing landscape in that space. One is that organic search results, i.e., the blue links, are becoming a lesser component of what Google does. The second thing is that Google's charging a lot more money to paid ads on that platform. It also involves a pretty heavy sales effort.
Because of the complexity of the pricing on Oneflare, you've got a pretty heavy sales effort because you have to talk people through plans and how they're going to buy that product over the phone rather than having a one-click-to-buy type model. Those are the challenges of the business model. That's what we're going to be addressing. I would say at a really high level, the main thing that we want to do is really, really simplify pricing. If you look at the opacity of something like hipages or Oneflare, it's really complicated. It's really hard for tradies to be able to buy these products. That's why you then incur a big amount of sales costs to be able to drive revenue. We want to turn that on its head, simplify things, simplify pricing, reduce churn, and have a more efficient way to be able to sell the product.
I think that's it. Might give it another 15 seconds to see if there's any further questions.
Awesome. We like a bit of awkward silence here at Airtasker. We might just look at our cameras and wait if anyone's got any questions to make sure that everyone has their opportunity. OK, that's probably oh, no, we do have one. Hey, we've got a couple more comments. I'm going to jump on that. You need 15 seconds. That's 15 seconds.
It's just enough time. Would rebookings with a new tasker count towards the $5 fee?
No. The way that Airtasker works currently is that it's the same customer and the same tasker gets that deal. I'll tell you what's a really interesting statistic: a lot of people come back to Airtasker, and it's the same customer coming back to Airtasker to work with the same tasker but actually doing a different task through the platform. This was something that was really unintuitive. You would think that if you hire a mover, the only thing that you would go back to do with that mover is move again. That's actually not true. A lot of people come back and hire their mover to come and help them clean. That was actually the biggest cross-seller opportunity. I think it really is a testament to the fact that having an open platform business is really powerful because people can do what they want to do with the platform.
You actually see things that you yourself could never imagine happening through the marketplace. I think that creates even more opportunity for growth.
OK. I think that's it, Tim. We're done.
OK. We'll spare the folks here any more awkward silences or pauses. Thanks so much for taking the time. We're really trying to ramp up our layers of communication with investors. Looking forward to sharing more and having great time spent. We've got a new website. You're going to see some content come out on LinkedIn and other things. I'm really keen to get investor relations ramped back up. Thanks, everyone, for joining.