Ohmyhome

Ohmyhome’s platform must keep attracting property sellers, buyers, landlords, and tenants away from traditional agents and portals so housing-market activity converts into company-controlled transactions rather than one-off, cyclical commissions. If customer acquisition keeps converting into transactions, revenue can scale from a small base; if incumbents retain the customer relationship, Ohmyhome remains subscale.

Growth must come from a service mix and commission structure that preserves gross profit, not from discounting, higher agent payouts, referral fees, or lower-margin adjacent services used to chase volume. Revenue growth only creates value if each additional transaction carries enough gross profit to fund marketing, technology, and public-company overhead.

The technology-enabled model must turn incremental gross profit into lower operating losses by spreading fixed product, marketing, staff, and public-company costs across more completed transactions. Without operating leverage, Ohmyhome can grow and still destroy per-share value because overhead absorbs the economics of each deal.

Management must maintain enough liquidity to reach a self-funding model before capital markets, debt, or equity issuance become the primary support for operations. For a small loss-making issuer, survival and dilution risk can dominate business progress even if revenue continues to grow.