The membership plan at 7 to 7 Dental & Orthodontics had already worked for more than a decade. Patients wanted it. The trouble arrived behind the scenes: spreadsheets, another software platform, more offices, and leadership asking for numbers that the old arrangement struggled to supply. Growth had made the bookkeeping conspicuous.
- Kleer and Membersy merged in 2024; today the business is called Clerri.
- Dentists design memberships. Clerri handles much of the machinery.
- Patients buy preventive care and treatment savings, not insurance.
- The business case depends on enrollment, retention and the cost of delivering care.
Here is an unusually useful starting point for understanding a software company. Demand existed before the software upgrade. The first thing to strain was administration. In Clerri’s account of the switch, membership manager Brandi Rose wanted better multi-office access and reporting. Her verdict was economical.
“We needed something else.”
Brandi Rose, Membership Manager, 7 to 7 Dental
01 A subscription with a dental chair attached
Kleer and Membersy, now Clerri, sells practices a way to create and run their own membership plans. A dentist chooses the benefits and price. Patients pay monthly or annually for specified preventive care and savings on additional treatment. Clerri supplies enrollment, billing, renewals, reporting and support. The dentist keeps practicing dentistry.
The company’s patient guide puts the average plan at about $30 a month, or $360 a year. Typical benefits include cleanings, examinations and X-rays; additional procedures commonly receive discounts. Those are platform averages, not a national tariff. An expensive treatment can still leave an expensive bill.
The appealing part is the direct relationship. A practice can explain its own offer without asking a carrier to approve the membership benefit. For a patient who returns to the same dentist, the arrangement can make routine care easier to budget. For the office, it creates revenue that arrives between appointments.
02 Two names walk into one business
Membersy began in 2015 under founder Eric Johnson. Kleer followed in 2017, founded by Dave Monahan. Charlesbank’s May 2024 announcement described its acquisition and combination of the businesses, with a footprint of 20,000 dentists across all 50 states. This was consolidation of an established market, rather than the invention of dental subscriptions.
There was serious money behind the earlier expansion: Membersy announced a $66 million Spectrum Equity investment in September 2021. That investment belonged to the predecessor company. It should not be mistaken for a newly raised Clerri round.
The combined business became Clerri in July 2025. Today it reports more than 25,000 dentists and 200-plus groups, spanning independent practices and dental service organizations, or DSOs. Its expertise lies in making the same payment idea manageable at very different scales.
03 The front desk is the distribution channel
A membership pitch competes with everything happening at reception. Clerri’s answer is to put the offer where staff already work. Open Dental confirms the integration: teams can launch Clerri from its software and synchronize data to reduce duplicate entry. The unglamorous feature is the useful one.
Clerri Bridge surfaces membership information and savings in the practice-management workflow. Staff can show the difference between a standard treatment price and a member price, then enroll the patient. Automated billing and renewals carry the arrangement forward. Onboarding specialists, growth staff and marketing materials help the office explain what it has built.
- 01 / SPOTFind a patient who fits the plan.
- 02 / SHOWExplain benefits and treatment savings.
- 03 / ENROLLSet up membership and recurring billing.
There are competing ways to do this. BoomCloud and Plan Forward also sell dental membership tools. Clerri’s case rests on its combination of scale, integrations, managed support and compliance infrastructure. Buyers should test those features in their own workflow; recurring billing alone is hardly an exclusive invention.
04 Read the small print on the big number
The 7 to 7 Dental story carries a $4.5M-plus headline. Its underlying 2025 projections separate $1.63 million in membership revenue from $2.93 million in treatment production. Add them and the headline makes sense. Call all of it subscription revenue and it does not.
$1.63MMembership fees
$2.93MTreatment production
The distinction matters beyond one case study. A practice must deliver the preventive care it has promised. Treatment discounts affect margins. Software, payment processing and staff time also cost money. Clerri advertises free setup; that does not mean running the program is free.
A sensible model starts with membership fees, subtracts service and operating costs, and treats additional treatment as a separate stream. Company case studies illustrate possibilities. They do not establish what a new practice will earn, or prove that membership alone caused a change.
05 A better offer still needs an explanation
The lesson readers can copy is modest: price the plan around the patients and care you actually have, train the people introducing it, and measure renewals alongside sign-ups. An enrollment count is a beginning. A plan that patients understand and continue using is the business.
Clerri’s stated principles emphasize clear terms and a team alongside the software. Its compliance materials describe state-specific support and licensing. That administrative expertise matters because “we will offer discounts” is easier to say than to operate consistently across jurisdictions.
Patients also need to understand the boundary. Membership is not insurance and is generally non-transferable. Someone who changes dentists often, cannot afford the remaining treatment bill, or already has suitable coverage may find the arithmetic less appealing. Practices can start membership alongside their existing insurance contracts rather than making a sudden exit.
06 The next conversation is about the bill
Jim Higgins became CEO in December 2025. The subsequent product direction keeps returning to workflow: an API for custom integrations, deeper practice-management connections, and Cherry financing added in May 2026. Membership can lower a treatment price. Financing addresses how to pay what remains.
There is a smaller, telling adjustment too. Rewards changes announced for August 2026 remove enrollment tiers and the earning ceiling, paying points from the first new member. The company is still attending to the person at reception. A recurring revenue model begins with somebody making the offer understandable.