On The House

THE DEAL

THE TEAM

• Instrument: Equity
• Valuation: $17-22M pre-money.
• Close Date: 21 September 2026
• Round Size: $5.5M (fully allocated)
• Trampoline Fees: 5% Management, 15% Carried Interest (excl. GST).

On The House

WHY WE LIKE IT: THE FOUNDER

• Remy started as a student midwife, which is where she first saw period inequity up close: women choosing between baby formula and period products at the checkout, women leaving hospital asking if there were any pads they could take home.
• The idea came from noticing something obvious once she started looking: free, accessible toilet paper is everywhere in public bathrooms, and period products aren't. She built On the House to close that gap.
• She's raised, built and sold the commercial side of the business herself: near-zero paid marketing to date, a five-person team, and Kimberly-Clark's global team reaching out to her directly to discuss a distribution partnership.
• Forbes 30 Under 30, 7NEWS Young Achiever of the Year, and a Startmate W25 alumna.

On The House

WHY WE LIKE IT: THE MISSION

“I was a student midwife, and that was where I became aware of period inequity for the first time. I was hearing women telling me they were having to choose between things like baby formula and period products for themselves at the grocery store, or something as simple as women leaving the hospital and saying, do you have any pads I can take home with me, I don't have any.”

— Remy Tucker, founder & CEO, investor call, July 2026

• A survey of 1,600 Australian women backs it up: three in five have resorted to makeshift solutions, things like toilet paper, tissues or socks, because a period product wasn't available. On the House's stated goal is to get that number to zero by 2035.
• The company doesn't make money from the products themselves: women never pay. The machine is funded by the advertiser on the screen, so the incentive for On the House is to get more women through the door, not fewer.

On The House

WHY WE LIKE IT: THE IMPACT

• The out-of-home numbers are real: a 76-second average dwell time in front of the screen (against 0.4 seconds for a paid social ad and 2-5 seconds for a billboard), 61% ad recall four weeks later, and a 94% trust uplift for the brand shown.
• Brands keep coming back: 70% of campaigns have been rebooked, unusually strong for out-of-home given typical half-yearly or yearly budget cycles. Afterpay has renewed for another 12 months and paid to access the beta insights platform on top.

• The brand is building organic reach without paid spend: 70,200 TikTok followers and 10,000 on Instagram, plus 6+ pieces of earned media and podcast features including She's on the Money and Toni & Ryan.
• The clearest signal is the volume of unprompted thank-you messages: roughly 50 a day from women using the machines, which is the kind of organic goodwill that's hard to buy and even harder to fake.

On The House

WHY WE LIKE IT: THE MOAT

THE REGULATORY TAILWIND

• NCC 2025 now mandates a sanitary-product dispenser in every new commercial building in Australia. On the House is the only supplier that installs for free, so it's the default choice for any venue meeting the mandate rather than paying for one.

THE LAND GRAB

• Venue contracts run four years exclusive. Once enough machines are live in one city, the network becomes a statistically representative sample of the women who live there, which is the whole basis of the data product. A competitor can't buy that; they'd have to rebuild the network from zero.

WHAT THE MACHINE IS REALLY FOR

• The vending machine is the wedge, not the business. Getting a product means answering a short compulsory survey, and most women then opt into a second one about the brand they just saw, currently a 43% completion rate for something entirely optional.

NO COMPARABLE COMPETITOR

• The category is split between out-of-home advertising incumbents with no product to give away, and charity or single-product dispensers with no digital or data layer. Nobody combines free hardware, an ad network and a consented data panel the way On the House does.

It isn't a vending machine network. It's a physical distribution point for data that happens to give something away for free.

On The House

WHY WE LIKE IT: THE GROWTH

• $465,805 in FY26 revenue, up 136.67% quarter on quarter: 55 machines live across 32 of 55 signed venues in 4 metro cities, reaching 1.4M people. The network is running at roughly 50% ad-slot fill against a 16.6% break-even, about 3x the threshold, before any data-layer revenue is counted.

• A $1M+ pipeline is already building for H2 2026: P&G, L'Oreal, WPP, Dentsu, NAB and RACQ, on top of 9 brands signed today at a 70% renewal rate. Afterpay, Queensland Government and Frontier Touring have all come back for more.
• On the House's own plan is 1,000 machines and $24M in modelled revenue within 18 months: about $24K per machine per year blended, below the ~$43K annualised run-rate today's best machines already show. The model's own assumptions look conservative on a per-unit basis, though it has real gaps of its own (see Risks & Disclaimers).

On The House

WHY WE'RE EXCITED

This one is a bet on the founder and the tailwind. Remy has already built a five-person team that took 50 machines from zero to live and producing in 30 days, largely without spending a dollar on paid marketing.

The regulation is no longer a maybe: dispensers are now mandated in every new commercial building in Australia, and On the House is the only free option a venue can choose. That's the kind of tailwind that turns a good idea into an obvious one.

The data opportunity is the part that gets us most excited. A declared, consented panel of women, built at the point where they're already grateful, is genuinely hard to replicate.

We're backing Remy to build the category before anyone else works out it exists.

APPENDIX: DETAILED NOTES

On The House

RISKS & DISCLAIMERS

• Commercial model is still thin: revenue is forecast purely off ad-slot fill rate and screen count. There's no line for data monetisation and churn isn't modelled, even though the data layer is central to the thesis.
• The financial model has some gaps: the headline 2028 revenue figure doesn't reconcile with any of the underlying cash-flow cases, fill rate is assumed to keep climbing and never regress, and venue costs are modelled at zero when most out-of-home operators pay site rent. This however was based on a dated model.
• Category is not IP-protected: the offer is replicable, and an operator with existing venue or signage relationships could move fast once it is proven out.
• Capital plan leans on debt: machine capex above the $5.5M raise is planned via debt rather than equity, unproven for this business at this stage.
• Revenue is early relative to the ask: FY26 revenue of $465,805 sits below the >$1M ARR bar Trampoline typically applies here, so the case leans more on the regulatory and brand thesis than on trailing financials.

On The House

Bathrooms carry a mandated cost with no free option: sanitary-dispenser vending has historically meant paid, poorly maintained machines the venue funds, or nothing at all.

The regulation just closed the gap: NCC 2025, Clause F4D4(6) requires a sanitary product dispenser in every female and all-gender bathroom in new commercial and public buildings in Australia. Most suppliers will still pass that cost on to the venue.

Brands lack a real picture of the women they're marketing to: the data infrastructure to understand who she is, who she could be, and why she buys does not exist at scale today, per the company's own framing of the opportunity.

PROBLEM

On The House

The offer: a free dispenser wherever a venue needs one, funded entirely by advertising sold on the screen - about $1,450 per advertiser per month across 4 slots, up to roughly $5,800 per screen per month at full fill.

The data layer: each dispensing moment is also an opt-in, brand-framed survey moment - a value exchange rather than a paid task - building declared data on women that compounds with a consistent brand and community over time.

The stack: a custom fleet OS (“Admiral,” Linux) runs across the network at roughly $21-23 per screen per month in connectivity and delivery costs. A live venue dashboard is in production; an advertiser dashboard is in progress. The next-generation machine design is close to final, with manufacturer diligence in China complete.

SOLUTION

On The House

TRACTION

USE OF FUNDS & PLAN

55 machines are live across 32 of 55 signed venues in 4 metro cities, reaching 1.4M people. FY26 revenue is $465,805, up 136.67% QoQ since the new network launched in March 2026. 9 brands signed to date; Afterpay, Queensland Government and Frontier Touring have all renewed. H2 2026 advertiser pipeline: $1M+, including P&G, L'Oreal, WPP, Dentsu, NAB and RACQ.

The $5.5M ask is down from an $8.5M original target; the data room's tranche model ($6M for 500 machines to positive cash flow by June 2027, +$2.5M for the next 500) predates that cut and needs reconciling. Plan: 1,000 machines, $24M modelled revenue by month 18 - about $24K per machine per year blended, below the ~$43K run-rate today's best machines already show.

1.4M

People reach

32 of 55

Signed venues live

9

Brands signed

$1M+

H2'26 ad pipeline

Trampoline Ventures

Trampoline Ventures is a startup investing syndicate comprising of over 200+ highly connected professionals that know jumping is the only way to grow. We take time to build relationships with founders and their teams before we invest. When we do invest, those companies receive access to not only a large pool of potential investors, but a ready-made group of advocates willing to open doors to help the founder grow.

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This information is provided by Trampoline Ventures Pty Ltd (ACN 675 917 790), Trampoline Ventures Pty Ltd is a corporate authorised representative (CAR No 1310034) of GXE Fund Services Pty Ltd ACN 162 966 690, AFSL 460870

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