# Sollis Health Financial Model Membership-based private medical centers offering 24/7 ER-level emergency and urgent care with advanced on-site diagnostics, telehealth, and house calls - no wait times. - Canonical: https://finamodel.com/startups/sollis-health - Excel download: https://finamodel.com/startup-models/sollis-health.xlsx - Category: Health-tech - Model type: Unit-economics / DTC - Funding round: Series A - Funding: $30M - Founded: 2021 - Geography: US - confirmed locations in NYC and LA [DECK sl.8]; broader map shows aspirational national presence. - Customer: B2B2C ## About the company Sollis Health operates membership-based private medical centres offering 24/7 emergency-level urgent care. Members receive advanced diagnostics, telehealth, and house calls without conventional wait times, creating a premium care relationship supported by physical clinical infrastructure. The business grows through memberships, annual fees, and centre openings, but service quality depends on clinician capacity, diagnostic capability, utilisation, and local density. Each new centre requires a distinct launch and staffing plan before it can support member acquisition and renewal. The model forecasts memberships, annual fees, centre openings, utilisation, clinician capacity, house-call costs, and renewal. It includes centre build-out, diagnostics, care-team labour, marketing, facility overhead, gross margin, cash burn, funding needs, and runway. ## What's included - 5-year monthly revenue build with stage-appropriate growth assumptions - Full P&L, headcount plan, and operating-expense schedule - Cash-flow statement, runway, and burn-rate tracking - Valuation via exit multiple with a DCF cross-check - Returns analysis with MOIC and IRR - Unit economics including CAC, LTV, payback, and cohort retention ## Product & value proposition - 24/7 walk-in care by ER-boarded physicians (Mount Sinai, Cornell, Cedars, UM alumni). - On-site advanced diagnostics: MRI, CT, Ultrasound, X-ray with real-time radiology reads - handles 80–90% of ER acute cases vs 20–30% for urgent care. - VIP specialist access: expedited appointments through Sollis' network; direct hospital admission bypassing ER, securing private rooms and faster OR times. - Additional services: house calls, telemedicine, travel medicine, IV infusions, vitamin injections, pain management, blood work. - Care delivery model: 24/7 hotline → triage (telehealth or in-person) → escalation (Sollis center or hospital) → care coordination until resolution. - Time to appointment: 0 days (vs 3 days avg PCP). - In-office wait: 3 min (vs 28 min urgent care, 300 min ER). - Length of care event: 1.3 hrs (vs 1.0 urgent care, 5.0 ER). - Patients per physician/hour: 1.0 (vs 4.5 urgent care, 3.1 ER). ## Market - Concierge medicine: >$10B market; 12K concierge doctors, 3M patients; 20% CAGR 2012–2020. - Concierge annual fees: $2,000–$20,000; avg $2,500–$3,000 per member. - Urgent care: >$25B market; ~10,000 facilities, 89M annual visits; 10% annual growth over last decade; avg visit cost $200. - 71% of Americans believe US healthcare is "in a state of crisis" or "has major problems" (Gallup). ## Revenue model - Primary revenue: annual membership fee (out-of-pocket, not insurance). Pricing not disclosed in deck. Analogous to concierge market avg of $2,500–$3,000/yr. - Secondary revenue: likely fee-for-service for in-clinic imaging, specialist coordination, house calls, wellness services - not explicitly broken out. - Payment model: 100% private-pay / out-of-pocket; not insurance-based. - No per-visit fee structure or pricing tiering shown in deck. ## Traction & metrics - Net Promoter Score: 75 (top 5% of companies). - Complaint rate: <1% of all patient encounters. - Member renewal rate: 85–90% since inception. - Locations: NYC and LA confirmed operational; broader map shown but not explicitly opened. ## Unit economics - Renewal rate 85–90% implies ~6–10 year average member lifetime. - No CAC, LTV, gross margin, EBITDA, or payback period disclosed in deck. - ER visit out-of-pocket benchmark: $1,957 without insurance, $637 with insurance (NIH) - context for willingness-to-pay, not Sollis pricing. ## Competition / moat - Positioning: high-acuity + high-service quadrant - unserved niche. - Competitors mapped and their weaknesses: - Hospital ERs: long wait times, stressful environment. - Private ERs: no specialists, none in NYC. - Urgent Care Centers: low acuity, no imaging, not 24/7. - Drug Store Clinics: low acuity only. - Concierge Practices: no emergency care, no imaging, not 24/7. - Family Practitioners: no emergency care, no imaging, not 24/7. - Moat: ER-boarded physician quality + on-site diagnostic capability (MRI/CT) + 24/7 access + specialist network + care coordination - difficult to replicate at clinic scale. ## Team & funding ask / use of funds - Andrew Olanow, Co-Founder/CEO: 10 yrs healthcare investor (Generation IM, Morgan Stanley, Merrill Lynch); prior tech startup founding partner. - Ben Kruger, Co-Founder/President: Former SVP acquisitions Vandewater Capital (healthcare + media); co-creator startup media product. - Ian Leber MD, CMO: Former CMO Optum-owned ProHealth (>200 locations); board-certified Emergency Medicine; former Emergency Chair and CMO at hospital systems. - Sabine Heller, CCO: Former President NeueHouse; CEO/President ASMALLWORLD membership social network. - Hemik Patel, EVP Operations: Former VP Operations Contessa (hospital-at-home); Executive Director Medstar Medical (scaled 10→35 locations). - Joe Han, VP People & Culture: P&G, AB InBev, Splice; former entrepreneur. --- ## Recommended financial model - **Archetype + why:** Membership-based healthcare P&L (concierge/direct-pay). Revenue = Members × Annual Membership Fee. Strong recurring revenue base with high renewal (85–90%) warrants a cohort-driven membership model with a separate ancillary services revenue layer. Not SaaS (no software), not DTC inventory. Closest analogue: subscription health / direct-pay concierge + fee-for-service layer. - **Forecast horizon & granularity:** 5 years (Y1–Y5), monthly granularity in Y1–Y2 (member additions are lumpy), quarterly thereafter. Location-level build-up required - unit economics per center drive scaling. - **Key drivers & assumptions:** | Driver | Value / Range | | -- | -- | | Annual membership fee per member | $3,000–$6,000 (above concierge avg; Sollis is premium) | | Member renewal rate | 85–90% | | NPS | 75 | | Members per location at maturity | ~500–1,500 - limited physician time (1 pt/physician/hr) constrains capacity | | New locations per year | Unknown - not in deck; 1–3/yr based on NYC+LA base | | Membership CAGR (market) | 20% (concierge market 2012–2020) | - **Scenarios (Base / Bull / Bear - which variables flex):** - **Base:** steady member growth per location (~15%/yr), 2 new locations/yr, renewal 87%, fee $4,000. - **Bull:** faster ramp (new location payback <18 months), higher ancillary attach, referral flywheel from NPS 75 drives >20% organic growth. - **Bear:** slower new member acquisition (CAC rises in new markets), renewal dips to 80%, imaging costs higher than expected. - **Required sheets / outputs:** 1. Assumptions (all drivers above, clearly flagged DECK vs ASSUMED) 2. Members - cohort waterfall: new adds, renewals, churn by location and year 3. Revenue - membership + ancillary by location 4. Location P&L - per-center model (physician headcount, rent, imaging ops, marketing) that rolls up to consolidated 5. Consolidated Income Statement (revenue, COGS, gross profit, S&M, R&D/tech, G&A, EBITDA) 6. Capex & location build-out schedule 7. Cash flow / runway 8. Valuation summary (EV/member, EV/Revenue comps: concierge + urgent care operators) 9. Dashboard: KPI cards (total members, ARR, renewal rate, locations, revenue per member, EBITDA margin) ## Frequently asked questions ### Is the Sollis Health financial model free? Yes. The Sollis Health model is a free Excel download with live formulas. ### Can I change the assumptions? Yes. The workbook is editable and its live formulas recalculate when assumptions change.