Telehealth Case Study
A bootstrapped telehealth business. Profitable from day one. Scaled to $1M/month in 3 months.
The Business
No outside capital. No outside playbook. No safety net.
The first version required building a custom platform and managing an internal physician network. When components hit their limits, I tore them down and rebuilt—three times total. New frontend. New physician network. New infrastructure.
After 9 months of building and rebuilding, the final product hit $1M in monthly revenue within 90 days.
That business is still running profitably. Now I'm building something fresh with all of my accumulated expertise.
The Numbers
The Timeline
Built the initial infrastructure from scratch. Found the limits. Learned what wouldn't scale.
Rebuilt the patient-facing experience. Optimized for conversion and retention.
Replaced the doctor network with infrastructure that could scale. Final piece in place.
Right architecture. Right team. Right systems. The rest was inevitable.
Why It Worked
Most telehealth operators plug into an existing platform, run ads, and hope the math works out. They don't understand what's under the hood. When something breaks, they're helpless.
I'm the opposite. My team called me the Chief Tentacle Officer—because I was in absolutely everything:
You can't hire this. You can't learn it from a course. It only comes from building the thing yourself, breaking it, and rebuilding it until it works.
Bases Covered
D2C telehealth has real risks. Here's why none of them keep me up at night.
Telehealth is a high-risk merchant category. Processors freeze funds. They terminate relationships. I have tight relationships with processors who specialize in telehealth—great rates, and they work with me when issues arise.
Ad platforms can change the rules overnight. But this business leans heavily into affiliates, and I have enough media buying experience to navigate any channel disruptions. Meta and Google love telehealth—by some estimates, it's 12% of Meta's total ad spend.
GLP-1 sourcing is complex. FDA policy is evolving. I understand this supply chain at a level most operators don't, and I have connections across the industry that let me handle disruptions without missing a beat.
Yes, I'm the brain. But I also know how to delegate and automate. This business is built as a system, not a dependency. If I step away or we exit, other people can step in without friction.
Hims, Ro, and the rest are well-capitalized. They're also massive and slow. My moat is that I'm so embedded in this ecosystem that I know where all the real edges are—and those big brands are too rich to bother picking up the money they leave on the table.
What's Next
Telehealth has multiple billion-dollar verticals. I've identified adjacent opportunities that leverage the same infrastructure, supplier relationships, and operational playbook I've already built.
I can stand up a new business and have it generating revenue within 60 days. I've already solved the problems that kill most operators in this space. Now it's just execution.
The Opportunity
I'm not raising a traditional round. I'm not looking for advisors, board seats, or strategic partners who want to weigh in on decisions.
You provide capital. I build and operate the business. You collect returns. No calls, no committees, no complexity.
This is my operation. You're not buying influence—you're buying a piece of a cashflow business with real exit potential run by someone who's already proven they can build one.
This opportunity is being shared selectively. If you're seeing this, someone thought you should.