Kingdom: Telehealth from zero to multi-million in 12 months.
A men's telehealth clinic founded by 4x Mr. Olympia Jay Cutler, built from zero to multi-million dollar annual revenue in 12 months. Not advised from the outside: Brice serves as acting COO and runs the operation directly.
$0 to $M+
Annual revenue, built from nothing
12 months
Time to multi-million dollar annual revenue
Acting COO
Brice runs the operation, not a report about it
What was broken (their words)
There is no client quote on this page because this engagement does not have one. Brice is the acting COO, so what follows is his own account of what the clinic looked like at the start, not a testimonial.
Nothing was broken in the usual sense, because nothing existed yet. No patients, no systems, no revenue. A founder with real reach in the market, a category with genuine demand, and none of the operating layer that turns either of those into a business that runs.
That is a specific kind of hard. A clinic with a broken funnel at least has a funnel to fix. This one had to be built while it was already selling, which means every decision was live and every mistake had a patient attached to it.
The constraint
Demand was never going to be the limiter. The limiter was that every unresolved question routed to the founder. Clinical edge cases, retention, billing exceptions, and the weekly picture of the numbers all lived in threads rather than in a function that owned them.
A telehealth clinic organised that way has a hard ceiling: it grows exactly as fast as one person can read messages. Pushing more acquisition into it does not raise the ceiling, it just makes the load heavier and the churn quieter. So the work was to build the operating layer first, then let acquisition run against something that could hold it.
The sequence
Five installs, in this order. Each one takes a category of decision off the founder's desk permanently rather than handling it faster.
Rebuild the consultation to paid sequence
The intake script and conversion system were rebuilt around relationship and outcome rather than a pitch. Conversion lifted without changing ad spend, which is the only lever that improves acquisition economics on both sides at once.
Install failed payment recovery
Automated retry logic and patient communication sequences for the cards that expire, the banks that decline, and the accounts that change. Involuntary churn is the cheapest revenue in a subscription clinic to get back, and it is almost never anybody's job.
Stand up a patient success function
A dedicated retention layer owning onboarding, week-one outcomes, refill cadence, and reorder triggers. It exists to catch the silent churn at month two, where patients do not cancel, they simply stop refilling.
Add a clinical leadership layer
Provider supervision, protocol governance, and a clinical lead who owns the standard. Without it, every clinical edge case escalates to the founder and the clinic can only grow as fast as one person can answer messages.
Put reporting where decisions get made
Acquisition, retention, and org design run off the same set of numbers, reviewed on a cadence. A clinic that cannot see its own weekly picture cannot delegate a decision, because nobody else has the information to make it.
The numbers
The starting line and the finish line, both real. Revenue is stated as multi-million dollar annual revenue rather than a precise figure because this is a live private company.
$0
Starting point: no patients, no systems, no revenue
$M+
Multi-million dollar annual revenue
12 months
Time from zero to that number
COO
Brice, acting COO, ongoing and in the room
4x Mr. Olympia
Jay Cutler founded the clinic
5 installs
Conversion, payments, retention, clinical leadership, reporting
What the owner stopped doing
The founder stopped being the escalation path for every clinical decision. Provider supervision and protocol governance moved to a clinical lead who owns the standard, so an edge case gets resolved by the person qualified to resolve it instead of waiting on one inbox.
Retention stopped living in people's heads. Onboarding, week-one outcomes, refill cadence, and reorder triggers belong to a named function with its own cadence, which is the difference between a patient being followed up and a patient being remembered.
And chasing failed payments stopped being a manual task anyone did between other work. Retry logic and patient communication run whether or not anyone is watching, which is the only way that revenue actually comes back.
Where this applies
Every claim on the telehealth scaling page is a claim this build paid for. If your clinic is between $500K and $5M and the founder is still the bottleneck on clinical decisions, this is the shape of the fix.
Get a look
Send me the clinic site. I will tell you the one thing I would fix first.
Leave your details. I look at the business and send the one thing I would fix first. No sequence.