Our units have 45% gross margin so after demonstrating profitability we shifted focus to growth. In the short-term we will increase revenues through franchising and open as many markets as possible.  We will also secure as many exclusive partnerships with baby stores and rideshare companies to drive sales.  In the long term, we expect to launch and scale our in-store service center kiosk concept with big box baby.

While a handful of home-based mom&pop locations have copy catted our cleaning services, we maintain a substantial first mover advantage. We have built significant barriers to entry via our relationships with national retailers, exclusive partnerships with top stroller manufacturers, and our team of certified Child Passenger Safety Technicians insured through our difficult-to-find insurance program (which would price out any mom and pops looking to work with major accounts who have $5M limit requirements). We have a strong brand, great customer service, and a solid management team. Lastly, we have a team of franchise experts on our advisory board and as investors.

After completing a profitable proof of concept phase as a B2C company, we are shifting gears to build a platform of services for B2B customers. We recently signed a Master Services Agreement with buybuy BABY and hope to pilot an in-store service center (a la Geek Squad) by late spring. We just received an initial draft for a contract in which we would be the exclusive provider of child seat cleaning for Uber in their test of a car seat program in NYC. Faced with a "chicken and egg problem" of not having scale to sell big deals to national partners, in Dec 2016 we recruited 200+ car seat techs in 40 states who will help us sell contracts, generate customer lists, and ultimately sell franchises and expand into new markets.