14x16 - Episode 16

[bunniefuu]

Narrator:
Tonight on "Shark t*nk"...

I almost got
into a car accident

and rather than my life
flashing before my eyes,

my dogs' lives
flashed before my eyes.

What?!
That terrifies me.

Can I give you a quick counter?

Uh, let me think about that. No.

Ooh. She wants to kick your ass.

I grew that business
to one of the biggest

frozen yogurt
companies in Africa.

Wow. Wow. As a woman in
business, I admire your grit.

Let's go!

A few years ago, my son had
the dreaded diaper blowout.

Ugh. O'Leary: I don't
know what you're doing.

You say you're an entrepreneur.

Mr. Wonderful's pissed.

♪♪

♪♪

Narrator: First in the
t*nk is a modern version

of a common baby accessory.

♪♪

Hi, Sharks. I'm
Addie. And I'm Brittany.

Together: We are the
moms behind Pluie.

We are seeking $500,000
for 5% of our company.

Ooh. Sharks, as moms,
we love to take our kids

out into the world with us.

But having little
ones in diapers

presents a decades-old problem.

Public diaper changing
tables are disgusting!

A few years ago, my son had
the dreaded diaper blowout.

Ugh. Aaaah.

And there was no place
to change his diaper

but on this rock-hard plastic,
just gross changing table.

So gross.

And there was no place
to put my diaper bag

but on the dirty restroom
floor. Not the floor!

And so I had to keep bending
down to get the diapers

and then the wipes and
then the change of clothes.

But there was nowhere
to put them on the surface

and the safety strap was broken

and my purse kept
falling off my shoulder.

I dropped my pacifier,
and all I kept thinking was

how could I put my
precious cargo down

on something so filthy?

It's so dirty. Oh, no.

I know! Who knows what
germs were festering?

When was it last sanitized?

Forget this!

I said out loud, "I can
make a better one."

Introducing Pluie,

the world's first and
only self-sanitizing

diaper changing table
for public restrooms. Ooh.

Fancy. Every time
you close the table,

Pluie's patented
UV-C light system

gets to works to protect babies.

Pluie's UV-C light
sanitizes the entire surface,

eliminating 99.9% of
harmful bacteria and viruses

all within 60 seconds.

Pluie's multipurpose handles

keep your diaper bag
off the restroom floor

and your hands free
to change your child

or catch that rogue pacifier...

Before it hits the
ground. [ Laughter ]

So, Sharks, who's
ready to reimagine

the public
diaper-changing experience

and protect our most vulnerable?

Join us, and together we can...

Together: Change the table.

You know, this is a
business to business play.

-Yes. -Correct.
-Right.

O'Leary: And actual
airport authorities.

I bet you the sale
cycle's forever.

That's a great question.

So, we do have
our first airport,

speaking of airports, it's DFW.

Cool. So if you're flying
home, check it out -- Terminal C.

We are currently in 11
large national accounts.

This includes CVS,
Equinox, Old Navy,

Topgolf, Costco,
Simon Property Group,

Westfield, Jamestown,
Graduate Hotel Group,

LEGOLAND Peppa Pig Theme Park,

of course, our airport
and then some stadiums.

We have over 115 locations,
so averaging 2 to 3 tables.

Greiner: 115 locations -- But what's your
total out there? How many have you sold?

So, about 300. About 300.

So you're only at 3--
And this is not really a --

this isn't -- this
is not a problem.

You're piloting it. Correct.

And what do you sell them for?

$2,699.

Wow. 26-- $2,699?

So, $2,699.

So, what does this
cost you to make?

The cost for the UV
version is $1,312.

$1,312. Wow. Wow.

So, if I have


and I want to retrofit this
device over the old plastic one

that did not require an
electrical outlet, okay?

This does. Oh, that's
a great point, too.

So when I have to put this in,

I need to do an
installation of infrastructure.

I have to make sure
that it's compliant

with the electrical code
in that state, that location,

because those
tubes required voltage

and the other one doesn't.

And I'm going to look at that in
addition to your $2,699 cost --

This rollout is going
to be really challenging.

Really, electrical
has not been an issue.

Price really hasn't
been a barrier.

How many minutes does it have
to stay closed to sanitize 99.9%?



Just 60? Herjavec:
Wow, that's it?

Yeah. Yeah. Okay.

What is your background?
How do you know each other?

So, I spent 15 years
in product development

from commercial fitness
equipment to fishing boats

and now diaper changing tables.

I was the first female president

of a fishing boat business,

an $80 million
fishing boat business.

You were president of the
company -- excellent. Yeah.

But I was introduced to Addie

through a former
colleague of mine,

and she said,
"Brittany, as a new mom,

you're changing a lot of
diapers in public restrooms.

My friend has this great idea."

You could say I took a bit of
a nontraditional career path.

I was a physics major
when I dropped out of college

to attend culinary school,

and I had some very
non-glamorous jobs in restaurants,

including a
Michelin-starred restaurant,

which landed me,
after a lot of hustle,

training under Daniel
Boulud in New York.

I then moved -- So
you became a chef?

I became a chef.

I worked for Thomas
Keller for many years.

Wow. And then I left fine
dining to work for Martha Stewart,

which was a dream job.

And while working
for her in my late 20s,

I went back to college and
got my bachelor's degree

from NYU with a full ride.

And then I had my son.

I became incredibly
interested in

the public diaper
changing experience.

I then filed my
utility patent in 2019.

I raised my first round
of funding through friends

and family while on maternity
leave with my daughter.

So I had another
baby throughout this.

What was the valuation,
and how much did you raise?

I raised $650,000

in about six weeks
on maternity leave,

and the valuation
was a $4 million cap

on a convertible note.

Is that all you've
raised? John: Is that it?

No, that was in 2019-'20. Okay.

And then 2021,
we raised $1 million,

another convertible
note... [ Groans ]

...at an $8 million valuation.



And, Brittany --
And just recently,

we raised our
first priced round,

so we just raised
$2 million in May...

Ooh! ...at a $20
million valuation.

$20 million! You might
as well just keep on raising.

All of this money raised
has been through individuals.

It's all been people we've met

through our personal
and professional network.

So you guys raised about $3.6
million from family and friends

at about a $20
million valuation.

You're in front of us with
a $10 million valuation.

Why? We're really looking
for someone or some people

who are more strategic and help
us really accelerate our growth.

And we believe we're in a position -- And
-- And they're okay with taking a 50% cut?

Correct.

Cuban: Let's get to
the nuts and bolts then.

How much cash do
you have in the bank?

We have about $1.4 million. Okay,
so you're not cash constrained then.

How many orders do you have
that are waiting to be delivered?

About $550,000 in revenue.

In revenue. And so
that 250 units, basically.


actually sold this year, Brittany?

We have $150,000
in revenue booked.

Total? Total.

How much cash will
you lose this year?

We'll lose about $500,000.

[ Grunts ] What did
you lose last year?

We lost about a million.

About a million?

Okay, this is a difficult deal.

Your valuation,
guys, at $10 million,

I don't care what
people paid for it.

You're not worth $10
million. You're miles from it.

You're basically pre-revenue.

You're a prototype
at this point.

And I wish you the
best, but I'm out.

John: Well, here's what I think.

Both of you are
clearly operators.

But I think the bigger challenge
is it's not going to stop me

or make me go to
some location due to this.

If I'm forced to be in that
situation where the child

has to be changed, a
child has to be changed.

Where it seems
like we may be going

in this next two to three years,

I think retailers are
going to be taking a risk

at how much they lay out,

not knowing if we're gonna
go into a deep recession,

a light recession.

I think they're gonna cut
back on things like this.

I just don't think it's gonna
be able to scale at this point.

So I'm out.

The -- The problem is parents
have been leaving a business

to go change their
children in the car,

leaving a business
to go at home,

and then they're
ordering off Amazon.

Look, I agree with
all of those things,

but the consumer's
not the one buying it.

You've invented
a beautiful product,

but it's five, six
times the cost

of something large
companies have to do.

They have to put
in a changing table.

They don't have to put on this.

But at a $10 million valuation,

I don't share the same
level of certainty as you do.

I'm out.

Do you share a
level of certainty

at a lower valuation?

Well, how much lower?

Narrator: Three Sharks are out,

but Mark may be interested
in Brittany and Addie's

self-sanitizing
changing table, Pluie.

Gundry: Do you share a level
of certainty at a lower valuation?

Cuban: Well, how much lower?

Because you're giving
your investors a haircut

and the question becomes

what is it specifically
that you're missing?

Yeah, you know, specifically
what we came here for is, again,

we know how to market
this, we know how to sell it.

We want to do it faster.

And we truly believe with a
partner like one of you we can.

So, there's something that
I can't get my arms around

that's slowing you down.

This is obvious in what it does

the first time you walk into the
restroom and somebody uses it.

Why aren't they ordering
and installing more?

It's because they don't have
to. They already have a solution.

We've been talking a lot
about large national accounts.

I mean, there are 4
million public restrooms

in the United States that should --
O'Leary: But that's where this falls apart

because the
person that wants it,

the consumer that you
talked about so much,

is not the person that buys it.

♪♪

Mark, what are you gonna do?

♪♪

Yeah, guys, it doesn't
-- it doesn't all add up.

I'm sorry. I'm out.

Greiner: Listen, as a woman
in business, I admire your grit.

I think you are both so
smart, so hardworking,

so accomplished.

I love the idea and the concept.

I think it's brilliant.

I think the real
problem is it's pricy.

Right now, I see it as premium.

I have a high-end restaurant
-- I'm gonna put that in instead.

If I have a high-end
store, I'll put that in.

But if I'm, you know,

every day where customers
are coming in anyway,

I might not because
it's a huge expense.

I think that there's
a concern for me

about what's going
to happen as far as

really going widespread
at too high a price point.

So, I will cheer for you,

but unfortunately,
on this one, I'm out.

Thanks, Lori. Thank
you so much, Lori.

Give us six more months.
Yeah, we're cheering for you.

We're cheering for you, for
sure. It's a much better solution.

Thank you so much.
Cuban: Congrats, guys.

Greiner: Good luck,
guys. It's very smart.

Thanks so much. Thanks so much.

I think ultimately,
we're still pretty early on.

You know, they would have
wanted to see further growth

in purchasing from our
large national accounts.

I think the stage we're
at, they just weren't so sure

if it was going to grow as
quickly as they wanted it to.

And we're here to
prove them it will.

Narrator: In Season 12,
we watched the Clark family

make a deal with Daniel
Lubetzky and Robert Herjavec

for their bodyboards for two.

[ Cheering ]

Let's see what
they're up to now.

Juju: After "Shark t*nk,"

there was a lot of excitement
around our product,

and we got a lot of
new orders right away.

But it was difficult
to match that supply

with the demand due
to supply-chain issues.

John: We had to deal with
a lot of upset customers,

let them know that the
boards were on the way,

and that they would be able to
enjoy them by the end of summer.

We're not paying
ourselves. Any salary?

The truth is that in almost
any entrepreneurial journey

there will be a lot of failures.

And those define you even
more than the successes.

It's how you get
back on the horse.

We came up with our
new name, TANDM Surf,

because we wanted to expand

into a whole business,
not just one product,

and that's what paved the way
for a whole line of new products

ranging not just for waves,
but also flat water and pools.

The future's unlimited for you.

You're only bound
by your imagination.

Juju: Robert has been helping us
with our marketing and promotion.

And Daniel has been
helping us get big retailers.

John: d*ck's Sporting
Goods is gonna bring us

into all their costal locations,

and Lowe's is actually
talking about bringing us

into over 500 locations.

Juju: When we first
pitched, we had only done

$40,000 in lifetime sales.

Over the past two years,
we've done $600,000 in sales.

Lubetzky: I think TANDM
is just at the beginning.

We're gonna see a lot
of great things from them,

making it fun for families
to enjoy the water together.

And I'm very confident
they're gonna be

a multi-million dollar
company very soon.

♪♪

Manya: I came to
this country from Iran,

a country that doesn't give
women much opportunity.

And actually, I started surfing
because I wanted my girls

to also surf 'cause it was so
male-dominated at the time.

I don't want my girls to
be held back by anything.

Showing them that
the sky is the limit

is the best thing
that I could do.

John: The advice I would
give to aspiring entrepreneurs

is to tune in to "Shark t*nk."

I'm not just making that up.

We watched all the episodes
and it inspired our kids

to want to be entrepreneurs.

Listen to the stories
that those people tell.

They're real stories.

You, too, can get your
idea on to "Shark t*nk"

and live the American
dream like we are.

♪♪

♪♪

Narrator: Next up is an
ingenious storage solution

for road trippers.

♪♪

Hello, Sharks, I'm Ken Hoeve.

I'm Monique Keefer.

And I'm Ryan Guay.

And today we are here
asking for $350,000

for 5% of our company, Flated.

Oh.

Sharks, what if I told
you that this backpack

has enough room that
you can fit everything

that you need to
quickly and easily

transform your
car, truck, or SUV

for your next road
trip adventure?

Traditional camper
shells and rooftop carriers

can be a great
option to transport

and protect your travel
and camping gear.

But what do you do with
them when your trip is over

and you just want your
vehicle back to normal

for regular daily use?

Introducing Flated,

the world's first rigid
inflatable Air-Carrier,

Air-Topper, and Air-Deck,

the perfect way to
maximize your vehicle's

recreational potential...

Oh, wow. ...yet minimize
the space these accessories

usually take up when not in use.

All of our products at
Flated will go toe-to-toe

with those that are
made out of metal,

plastic, even fiberglass,
except for ours are way lighter,

they install without tools,
and once they're deflated,

they store in a backpack.

That means that
you're no longer forced

to decide between leaving
them on your vehicle

when they're not even
in use or taking them off

and then trying to figure
out where to store them.

Our patent-pending
automotive accessories

are specifically designed
to create usable space

when you need it, but
then save it when you don't.

And best of all, they're
super easy to install

even by yourself.

We at Flated are
pioneering new ways

that this material can be used,

and we want you to be
a member of our team.

So, Sharks, who's ready...

Together: ...to get Flated?

[ Laughter ]

Sharks, in front of
you, as an example

so that you can understand
the material itself,

is a cross section
of drop stitch.

So that you can kind of
look at it, feel the rigidity,

and have an idea on
what we're talking about

and what we're doing. What's
the weave in the middle here?

It looks like you have
long strands of something.

Yeah, so that's what
drop stitch is all about.

It has thousands of fibers

that connect that top
sheet and bottom sheet,

essentially making it a panel.

Lori, if you'd like, you could
go ahead -- Yeah. Open it?

This will show you what it does.

So now this is off. Yes, ma'am.

You just push the button in.

It's gonna make a
little expl*si*n of air.

There you go. And
you can turn it. Easy.

Yeah, there you go.

Ryan, is that your technology?

You've probably seen it
before in different water sports.

Why do you say you have
some kind of pending patent on it

if it's not yours?

Our patent's all about using

drop stitch
inflatable technology

for usable space in automobiles.

Oh, I see. So you don't
make the technology,

you're just applying it for
a different use. Correct.

That's right. Got it.

Quick little backstory --

In 2009, the three of us

were working with one of the
premiere paddleboard companies

in the outdoor industry.

When inflatable
paddleboards came to market,

all of our competitors
laughed at us.

They were like, "Those
things are pool toys.

They're gonna pop."

Now, fast-forward to today,

the worldwide market for
paddleboards is 90% inflatable,

so we feel like we're bringing
a proven technology. Wow.

Tower Paddle Boards did a
really good job in that market.

We completed with you. Oh, we
remember -- We remember you.

[ Laughter ]

Okay, what does it
cost you to make it,

and what do you sell it for?

For the topper, $1,800.

The landed costs on the
toppers is around $740.

How much are the beds?

The beds are between
$550 and $699,

depending on the size.

What are the percentage
breakout in sales?

Is the topper the el supremo?

Our -- Our toppers are
about 80% of sales so far...

-Wow.
-Wow.

...dollar wise, which
we were quite shocked

'cause that's our
highest price point.

I have a Ford 150.
If I want a topper,

what is it gonna cost me
to -- a traditional hard --

Today if you walked in
to get a fiberglass topper

with paint matched
and everything,

you'd probably be
looking at $3,500 on up.

They start getting you -- Wow.

So this is a price
advantage by 50% almost.

And -- And I can ship it anywhere
in the country to your doorstep.

Year to date this year,
what are your sales?

Year to date, we're at $277,000.

We plan to hit $600,000
this year. Cuban: Okay.

We do have some hard
POs from a national retailer.

So, let me riddle you this.

Why is this thing worth


We do have an over
$100,000 purchase order,

like we said, from
a national retailer.

So you're gonna
make 50 grand on that.

T-That doesn't mean this
is worth $7 million. Right.

Maybe there's
other things to ask.

Have you raised any money?

Yes. Okay.

How much money have you raised?

We raised $500,000. Okay.

And how much of your
own money's in this?

We -- We only put in $200
each when we formed our LLC

to pay our California LLC tax.

But it's not your
full-time job, guys?

Some of us.

Ryan has left his
position as a VP of sales.

I still have a job that's
three quarters of time.

I live near Vail, Colorado,

and I work for a premier
hotel there as a bellman.

Greiner: Guys, I'm
gonna tell you this,

I don't think you're worth
what you're asking for.

You haven't hit it.

So unfortunately, I wish
you good luck, but I'm out.

Thank you so much.
It's an honor to be here.

O'Leary: Okay, so, look,

you gotta be very
careful on "Shark t*nk"

that you don't price
yourself out of the market.

I actually think the
product works, okay?

You got a lot of work ahead
of you to make this thing sell.

And frankly, I don't know
why you're selling anything else

except the topper because it's


REI loves this carrier
because it's so versatile

and can go on anything with a roof.
O'Leary: I got it, but I -- I'm an investor.

I actually think your company's
worth around a million bucks.

You're the company.
I'm the investor.

Sometimes we agree on
valuation, sometimes we don't.

This is one of those
we don't. I'm out.

Thank you. Thank you
so much, Mr. Wonderful.

To me, your challenge is
this is a touch-to-trust product.

In other words, just putting
out videos is not enough

because you don't really
know that you can trust it.

You have to go
where people are at.

Whether it's hunting and
camping shows, whatever it may be.

When it's a
touch-to-trust product,

it's really hard to get that
hockey stick growth, right,

which is what I look for. Yeah.

So, for those reasons, I'm out.

Herjavec: I loved it.

Like, as soon as
you came out, I got it.

Like, I got it.

And I-I fully get
what Mark is saying.

Some companies
are hockey sticks.

Some companies, y-you
just got to grind it out.

My problem with
it is I almost sense

you're on the edge of a cliff

and you just don't
want to jump in.

In a grinding business,
you got to jump off the cliff

and you got to go
work there every day.

There is never gonna
be the perfect time

where you have enough
money in the bank account.

What are you waiting for?

Even with my full-time
job, I-I don't sit on a clock

and not answer emails or not answer
-- We have -- Herjavec: I'm not --

I'm not suggesting
that for a moment.

And I think you guys
probably work 24 hours a day

like all of us work 24/7.
Yeah. Yeah, we do.

But the problem is, in a
grinding business like this,

where you got to
sell one at a time,

you got to be working here
full time, 24 hours a day.

And we've heard this
argument about you can run

the business part-time
while working full-time at it.

I don't buy it. Sorry, I'm out.

Thanks, Robert. Thanks, Robert.

Daymond?

♪♪

I think the Sharks brought
up a lot of really good points.

You really need more sales.

You should have
blown out of this.

So something not converting.

But I like the product,
so I'll offer you $350,000...

for 8% of every unit sold.

Is that a royalty deal I smell?

I think so. [ Laughter ]



And then when I recoup my
money, I'll -- I'll take it down to 5%.

Our challenge is it is a
high-margin-dollar item, so...

Wait a second.
It's not that crazy.

'Cause if you sell a
top for 1,800 bucks,



and you have $350,000
worth of capital.

What's wrong with that?

I mean, frankly, I don't
know how you could get

an equity deal here with a crazy
valuation of $7 million. You can't.

That's a creative offer.

Yeah, it's actually
not that bad.

Not bad at all. If
you do the math,

the amount that you
would pay in royalties

versus the equity you would
give up and the value of that,

it's not so bad. What
do you want to do?

Can I give you a quick counter?

Of course.

How about 7%?

And then the perpetuity
would be at 4%.

Uh, let me think about that. No.

[ Laughter ] Greiner:
Oh, Daymond!

I think it's a very
fair offer right now.

Herjavec: You get
to keep your equity

'cause that's part of
the challenge, I mean --

Greiner: Basically you need him. O'Leary:
You stay in control of the business.

What do you want to do?

How do you guys
operate making decisions?

Do you need two out of
three to make a decision?

It's whatever Monique
wants to do. It's obvious.

[ Laughter ]

So what would
you guys like to do?

No, my concern is we're
already struggling a little bit

with the cash flow to purchase
more inventory. Greiner: But...

Think how you're going to
feel if you walk out of here

and you don't take his offer.

Because if I were to
give you a little advice,

I think you really
could use him.

I think he would
really help you.

Okay, here's the deal.

If we did take [speaks
indistinctly] that would be

the one benefit of doing
that with a no-equity deal.

Hoeve: You ready? Yeah.

Daymond, let's do this.

[ Cheering ]

Wow!

Greiner: Good job.
Cuban: Good job, guys.

John: All right. Thank
you. Thank you. Thank you.

Let me -- Thank you,
boss. I appreciate it.

[ Laughter ]

Thank you, too. All right!

Thank you.

Congrats, guys.

Yes!

Oh, my God.

That was so awesome.

I'm feeling total
excitement, just energized.

I believe in our
products so much.

The sky's the limit.

And like we said at
the very beginning,

we are just getting started.

♪♪

Narrator: Next in the t*nk

is a safety app for
beloved family members.

♪♪

Hi, Sharks, my name is Arsy,
and I live in New York City

with my three dogs,
Marty, Hank, and Odin,

a.k.a. the Three Musketeers.

Today, I'm seeking $100,000

in exchange for 10%
ownership in my company, Woof.

Sharks, America
loves their pets.

In fact, over 70% of American
households have a pet.

But what would
happen to those pets

if something unexpected
happened to the owner?

Like a car accident
or a heart att*ck.

Or a shark att*ck!

As a dog dad of three
living in New York City,

that scenario terrifies me.

And that's why I created Woof,

a smartphone app that's
designed to "rescue" your pet

if something unexpected
happens to you.

Woof's mission is to bring
pet parents peace of mind.

So how does the app work?

Woof utilizes a
geolocation timer

that is linked to
your home address

that automatically starts
when you leave home

and stops when you return.

You preset that timer,

and if that timer ever expires
before you return home,

that means your pet's
well-being may be at risk

and Woof's support
structure kicks in.

First, we're gonna
reach out to you,

then your emergency
contact list,

and if we can't confirm
your pet's safety,

we're gonna initiate
a wellness check

to come rescue your pet.

Best of all, Woof utilizes
a set-it-and-forget-it model

and works entirely
in the background.

So, Sharks, who wants
to throw me a bone

and come join the Woof pack?

O'Leary: So, Arsy,
let me get this right.

Have you sold any
of this to anybody?

Oh, of course.

The app's been out
for about three months.

There's been four
instances of support.

It has not escalated to a point

where we need to go and
rescue the dogs, thankfully.

But they've, you know, gone
out for longer than they expected,

their timer expired,

and they were happy that I
went and checked in on them.

But this could apply
to any scenario.

If you're going to work, you're
already out for eight hours,

you're on the way home,
you get into a car accident.

You then go to the hospital

and you don't have
family around in the city.

Then your dogs are gonna be

in that apartment or
house, whatever you have,

for a long time. Herjavec:
Is part of your service

that somebody from
the Woof network

will actually go to my house,
walk the dogs, feed the dogs?

Let's say step two happens, your
emergency contacts don't answer.

We then wait two
additional hours.

We go to step three,
the final step of support.

We initiate a wellness check.

That means we contact
the local authorities.

They come to your house.

And then if you're not available

or they can't find
you or contact you,

they would take that dog with them
and keep trying to get ahold of you.

So they're gonna break into
your house to get the dog?

Yeah, yeah, and they
have means to do that --

Cuban: Because it's a
police wellness check.

So, we get to the point
where there's a reason

to go do a wellness check
and you call the police. Exactly.

And that's a normal
service that they offer.

Free service. Free
government service. Right.

Right, but now something has
to happen with the dog, right?

The police don't offer that
service to babysit the dog.

What happens then?

So they would contact
animal welfare...

Ahh. ...until a family member
or ideally you, the owner,

would come and claim that pet.

Now, we have another -- But,
Arsy, just answer this for me.

Is there a person
from your company

that is taking care
of my dog if I can't?

No. No, that's almost
the business model,

is that our costs are
to make phone calls

and initiate -- You're
a concierge service.

Yeah, essentially.

And so you have three dogs
that mean the world to you.

Yes. What made you
think of doing this app?

Yeah, so I was driving and I
almost got into a car accident.

And rather than my life
flashing before my eyes,

my dogs' lives
flashed before my eyes

'cause my family
lives in Maryland.

I'm in New York.
And that terrified me.

That's when I said I can fix
this issue with technology.

And you would be shocked
when I go and talk to pet parents

around New York
City, they always say,

"Wow, that is a genius idea."

It's a real issue
with pet parents.

They don't have peace of mind. So how many
users do you have now that think it's important?

And what does it cost?

It's $2.99 a month
or $29.99 a year.

It's very cheap.

And how many users do
you have that have paid?

I have 317 downloads
and 102 subscriptions.

Here's the thing -- I've only
spent $2,400 on marketing.

The rest has been me
bootstrapping in New York City.

O'Leary: Not horrible. That's
impressive. Cuban: Yeah.

It's really not horrible at all. I mean, I
had no idea that people would actually

give you $2.99.

It's kind of like an
emotional insurance.

And here's the thing, it's not
just for dogs, it's for any pet.

You see the cat right
there that looks pretty sad.

It's for cats, birds,
dogs. [ Laughs ]

But obviously -- John: You
know, so, my challenge is this.

The name Woof is --

you're never gonna
be able to keep that

because it's a very common name.

Do you own that name?

Uh, no, I don't.

The -- The company
name is Woof Help LLC.

So you didn't do enough
homework to lock up the name,

and you're gonna have a
lot of challenges with that.

And all of what we're
talking about here

is gonna go down the drain

'cause somebody's gonna
send you a cease and desist

and you're not even gonna
be able to take advantage

of this opportunity right now.

Um, so I wish you
the best of luck,

but I'm out.

Herjavec: I just don't
see it. I'll tell you why.

The problem with your
entire premise... Mm-hmm.

...is you're catering to the
very, very small percentage

of people who don't
have friends or family

within a geographic location.

I-I see it --
Because if I got sick,

I would have one of my
friends do this service for me.

So, Robert, I'm on the streets
of New York and I hear feedback.

No, Arsy, I don't want you
to waste your time with me

'cause you're a good guy.

So, I'm -- I'm out.

But I think you've got -- I'm
sorry to hear that, but thank you.

Greiner: I mean, I have to say,

I think it's super
admirable and nice.

You love your pets.

It's really insurance,
just in case.

It's the peace of mind.

Exactly. So I get that.

But for me, I just don't see
it as the right investment.

I'm sorry. I'm out.

Okay. Thank you, Lori.

You know, I love fliers
and I like crazy stuff.

I thought you were completely
nuts when you started,

but now I see the merit
in what you're doing.

Thank you. I-I just --

[ Stammers ]

You might like this --
So, my costs right now,

to run Woof are less
than $100 a month.

Because you have no
employees. It's just you.

But that's the thing, I
don't need employees

until I at least scale
it to 5,000-plus users.

No, but if you get


you're gonna -- you can't
have your cellphone blowing up

and you're saying, what,

"You're dead," "You're
in a car accident,"

"You're stuck in Atlanta,"
like, you can't do that yourself.

You have to build out a call
center and everything else.

Which is -- Which is fully what I intend
to do. I was -- I warmed up a little bit

but not warm enough
to give you $100,000.

I'm out.

Look, I think it's a great idea.

The challenge is that in
order to make a lot of money,

you have to have
a lot of subscribers.

Yeah. What I look at is,

okay, can it get to a million
or 5 million subs, right?

I don't see that. I just --

I just don't see a path
from where you want it to be

to big, great
return for investor.

Well -- So, for
that reason, I'm out.

All right. Thank you.

Okay, listen. Thank you.

Good luck, Arsy. Stay with it.

Thanks, guys. I appreciate it.

♪♪

I didn't get a deal
today, but that's okay.

I think they give me
a lot of good advice,

and I'm gonna keep
pushing through.

I feel like they don't think
that it's a big enough problem.

I feel like they don't
think that pet parents

really worry about this.

And that's honestly not true.

They're not the ones in
the streets talking to people.

So, um, I think they're gonna
regret not giving a deal to me.

♪♪

Hey, "Shark t*nk" fans.

We want to warn you about
a very concerning issue.

There are a lot of deceptive
ads out there on social media

and online claiming to
be "Shark t*nk" products.

In many cases, they are not.

To be sure, go to
ABC.com to check the full list

of all businesses that have
actually been on "Shark t*nk."

If a business is not listed,

it is not a "Shark
t*nk" business.

Be aware, and
stay safe out there.

♪♪

Narrator: Next up is a sweet
indulgence without the guilt.

♪♪

Hi, Sharks, I'm Ehime.

And I'm Michael.

We seek $250,000 for 5%
of our company, Sweetkiwi.

Sharks, as a married couple...

And parents.

...and business partners...

We can tell you
life is all about...

Together: ...balance.

But when it comes to eating,
we all struggle to balance

eating healthy with
eating what tastes good.

Let's be honest, all the
indulgent stuff we love

isn't good for us.

And that's where
we come in with...

♪ Sweetkiwi ♪

That's right. [ Laughter ]

Sweetkiwi is real Greek yogurt

whipped to frozen perfection.

It's not just any frozen yogurt.

It's an amazing, delicious
whipped Greek frozen yogurt,

low in calories that's
surprisingly great for you.

It's made with
nutrient-dense ingredients,

and it supports gut
health and wellness.

It's made from real milk

sourced from smallholder,
family-owned farms.

And each pint boasts
of 22 grams of protein.

Prebiotic fiber.

Gut healthy probiotics.

And a unique blend of
immunity-boosting superfoods.

All of which work
better together.

Kind of like us. Exactly.

So, Sharks, who's
excited about whipping up

the frozen dessert aisle with
Sweetkiwi? Let's go! Let's go!

[ Laughs ] And changing the
way consumers experience food?

Akindele: In front of you,
we have six different flavors.

We have Vanilla bean,

Cookies & Cream,
Chocolate Hazelnut,

which are our classic flavors.

You have a Raspberry Frozé,

which is one of our
innovative flavors,

a Hibiscus & Ginger,

which is one of our
more inclusive flavors,

and our Mango Mojito as well.

The Raspberry Frozé is amazing.

It is phenomenal. That's
actually my favorite.

Oh, my God. I love
the Cookies & Cream.

Thank you. How much added
sugar do you put into this?

So each point has averagely
between 35 to 40 grams

of total sugars.

That is good.

Greiner: Okay, so
tell us about you.

Like, how did you
come up with this,

and what's your background?

So my background,
I'm from Nigeria.

I was born in Nigeria,

raised between
Nigerian and the UK,

and then I moved
to Dallas, Texas.

Yeah!

Go, Mavs.

So when I was in Dallas,

I was diagnosed
with a uterine fibroid

and I had to go see a doctor.

And I was just 22 at the time,

and she was telling me
all this stuff about surgery.

And so I started thinking
maybe a lifestyle change

could be a different solution.

And so I started researching.

I changed my diet,
started eating better,

but I struggle with the dessert
part, and I found frozen yogurt,

but I started realizing
it was just not healthy.

So much sugar, low fat,
but crazy amount of sugar.

So I started making this
stuff in my home kitchen.

You did? Yes!

And you have no chef or
ice cream background? No.

And I kept getting better at it.

And then I went to Penn
State to perfect the recipe.

I've taken all the courses
from culture dairies

to ice cream manufacturing
and just kept getting better.

And that's how
Sweetkiwi came about.

I was about to open
a store in Dallas,

and my brother was
getting married in Nigeria.

So I went to Nigeria

and I decided they didn't
have anything healthy at all.

So we opened stores in Nigeria.

We grew that
business -- In Nigeria?

Yes. Correct.

Retail stores?

Yes. Brick and mortar stores.

Wow. So I grew that business

to one of the biggest frozen
yogurt companies in Africa.

What?! And we went through --

How long ago was
this? How long ago?

Wow! This I started in 2011.

Really? Okay. Herjavec:
And what's it called there?

Sweetkiwi. Sweetkiwi.
Oh, same name?

Same name. Yes.
Does it -- It's still around?

Yes. It's still running.

Now, is the international
business part of this offer?

No, it's not.

So, Sweetkiwi in the
U. S. is separate --

is registered as a
separate SVB by itself.

How -- How big is it? Give us an idea.
Lifetime revenue is about $2 million.

We want to take all the success
that we've been experiencing

and be able to take that
experience to build a CPG brand.

But we're really focused on the
American business. So, do you sell --

And so came back here and
I started getting approached

by people who thought that
it was a phenomenal product,

and that's how we relaunched.

We were approached
by Whole Foods

and right now we're
in Whole Foods stores,

Walmart stores. How many?

So we're just in
about 1,700 stores.

Cuban: That's not bad.

So we've been in Whole
Foods for over two years.

We just launched
in Walmart this year.

We just launched this
month into Kroger nationally.

What are the USA
sales? So -- So, this year,

we've already done $650,000

and we are on track to do about

between $1.2 million to
$1.4 million by end of year.

Wow!

Can you walk us
through the price model?

What does it sell for
at retail on average?

Okay, so our products are sold

between $4.97 all
the way up to $6.99.

How does -- How how
does that compare?

We're pretty competitive
in comparison

to other products on the shelf.

But if you think about what
makes Sweetkiwi so unique

that it's the only frozen,
whipped Greek yogurt

on the shelf. O'Leary: So, guys,

if you make $600,000 this
year, will you break even?

Will you lose money?
Will you make money?

So we already
break even cash flow.

We're not looking for
outside capital to be profitable.

What we're really focused
on is to one, build our brand,

marketing, and really
focusing on taking Sweetkiwi

to that next level.
I've heard enough.

I'm gonna make
you an offer, okay?

It's gonna reflect the risk
I see inherent in this deal.

Okay. This category
is very crowded.

The fact that you've got
Kroger is very hard to get in.

I'll give you $250,000 for 20%.

Okay. Wow.

♪♪

Thank you for your offer.

We would like to hear
other offers. Absolutely.

John: All right, so listen,

my -- my thoughts are,
you're extremely impressive

to open a business in
a whole nother country.

But at the valuation,
as well as it being

one of my first journeys
heading down this route,

it's an expensive
education for me.

Um, I love the product.

But as for the
business, I'm out.

Thank you. Thank you very much.

Cuban: You alluded to
the marketing, you know?

How do you convey that
this is great, you know?

'Cause you're not big
enough to go and do

a national ad campaign.

What works, right?

So right now, what works
for us is doing demos,

doing promos, oftentimes.

And what's your cost for -- Cost of
goods sold right now averages $2.25.

Okay, so it's $2.25. Our goal
is to get that under to $2.20

because as we reach
economies of scale,

we'll eventually get there.

Why? Because, one, you
have to price in the promotions.

You have the price
in the marketing.

That's all part of the model.

What we've been able to
achieve over the last year,

we went from selling under $3.20

to now selling above $4.20.

That's your wholesale price?
That's our wholesale price.

O'Leary: That's
really expensive.

John: You know, guys,
you got an offer on the table.

You know, you got
an offer on the table.

We're also getting a
lot of press coverage.

We were featured last year by CNN. I
know, but I, you know, like in my -- I --

I'm rooting for you.

You have an offer on the table.

Greiner: What were
you gonna say?

I was saying, coming back
to what you said earlier,

Mark, you brought
up a very valid point.

Biggest problem that we have
to start right now is marketing.

How do we build a brand
and how do we tell a story

in a very, very cluttered world?

That's actually what the capital
is actually gonna be used for.

You know, based on my
Frozen Farmer experience, right,

I mean, we worked really
hard to be really successful.

Isn't that competitive
to you? And it's working.

Yeah, it is.

Um, I love the
product, but I'm sorry.

I'm gonna have to be out.

Okay.

She wants to kick
your ass. [ Laughter ]

Cuban: Guys, let
me -- let me step it.

Look, I kept on
asking about marketing

because it is the
hardest question. Correct.

You've solved
every other question,

but there's huge uncertainty

and you didn't really
have a response

of what you're going to do.

I don't know for
certain what that path is.

So, for those reasons, I'm out.

Herjavec: I don't know for certain what's
gonna happen -- So, let's take stock -- Robert.

I don't know what's gonna
happen for certain tomorrow, either.

Yeah, but at least you have a
marketing plan for your product.

Well, I -- You know.

Mark, can I just say that, um,

when I started this
business in 2011...

Guys. ...I was so unsure, I never
thought I'd be an entrepreneur.

I always wanted to do something
that was gonna help people.

I wanted to work for the U.
N. when I was volunteering

for the IRC in Dallas. You
were in Dallas, of course.

And, um, the one reason

I knew that I could do
this was the exciting --

O'Leary: All right,
all right. I'm out.

Out. Gone!

♪♪

Narrator: Three Sharks are out.

Ehime and Michael had an
offer on the table from Kevin

for their whipped frozen Greek
yogurt business, Sweetkiwi.

But their lack of focus on
the offer has jeopardized it.

O'Leary: All right,
all right. I'm out.

Out. Gone!

I don't know what you're doing.
You say you're an entrepreneur.

I'm so sorry. You
focus on the money.

They're all out. There's
only one guy left.

I made an offer when
there was all these Sharks.

Robert is still in.
Mr. Wonderful is pissed, okay?

I'm out. Mr. Wonderful...

Greiner: Robert is still in.
...I understand you're pissed.

I don't care. I
don't care. I'm out.

You got Robert. Go for it.

♪♪

You know, I've learned
business is about making money,

not always about emotion.

I mean, that's just --

that's just vaudeville theatrics. It's
my money, and I'll cry if I want to.

Yeah, you can. And cry you are.

You know, there is no --
Well, Robert, you step up.

Herjavec: There is no
certainty in life, right?

I mean, you went to a country.
You didn't know anything.

My dad came here
at 37 on a boat,

didn't even speak the language.

What certainty did he have?

What I look for is with people

that can land on
their feet and adapt.

Adaptability is the greatest
strength of an entrepreneur.

I don't have a lot of
investment in this space,

but I love this space
and I want to learn.

And I've been looking
to learn with somebody.

I've been looking to
partner with somebody

where I can use my capital,
my experience, with enterprises

and we can build
something greater.

And there are no
two better people

that I'm gonna put my
money into than the two of you.

Why can't this be a $50
million, $100 million business?

And I can help you get there.

So, I will pick up Kevin's
emotional theatrics

off the ground.

Thank you very much.
I'll pick up that same offer.

I'll give you the
$250,000 for 20%.

And why not us?

Can I make a counteroffer?

Come on, after that great
speech, man? [ Laughs ]

Akindele: I'll tell
you what. Come on!

I'll tell you what
before the speech.

Greiner: That was pretty
good theatrics. Come on!

I loved the speech. Michael, the only
good answer there was "yes," baby.

I loved the speech.

I'd like to counter by saying

we'd like to offer
you 71.1% in equity

and throw in 5% advisory shares.

Your counter is
$250,000 for 12.5%?

For 7.1% in straight
equity. 5% advisory shares.



♪♪

I'll go down.

I'll split the
difference with you.

I'll go $250,000 for 16%.

I mean, we're
both learning here.

You gotta believe in
me. I believe in you.

We can make this thing happen.

What do you think?

[ Indistinct conversation ]

♪♪

Okay, so we
appreciate the offer,

and...

♪♪

...we'd like to say yes.

[ Applause ] Boom!

Wow, wasn't sure what
was coming after that!

Look at the suspense!
Greiner: Congrats, guys.

Awesome. Thank you very much.

Great job. My
gosh. So impressive.

Well done, guys. Congrats.
Thank you very much.

Nice save. Herjavec: Great job.

Bye. Thank you.

Akindele: When Mr. Wonderful
said he was pissed,

we certainly didn't
want him to be pissed.

You never want to leave
a good offer on the table.

So when Robert came in,

we really jumped at the
opportunity to close the deal.

We're gonna grow this coming in
to become $100 million company.

Better yet...

Make that a
billion-dollar company.

Absolutely. That's right.