The membership program had a rather unglamorous enemy: a changed credit card. At New Medical Spa, Dr. Theresa Camden had tried managing memberships with a spreadsheet. Payments slipped away, follow-up faltered, and nobody had a collections department hiding behind the treatment rooms. “It was an Excel spreadsheet disaster,” she recalled in a RepeatMD customer story. An industry devoted to appearances had acquired a distinctly untidy back office.
- RepeatMD puts a practice’s rewards, treatments and memberships in a mobile shop.
- Its customers are cash-pay aesthetic and wellness practices.
- Affirm financing and skincare fulfillment extend the checkout.
- The useful lesson: make returning easier, then measure the margin.
Camden moved memberships into RepeatMD’s practice-branded app, where she could manage members, payments and cancellations. Packages followed. What mattered was the disappearance of a small administrative obstacle that had made a promising idea hard to maintain. Recurring revenue requires somebody, or something, to do the recurring work.
01 / A restaurant lesson, transplanted
RepeatMD’s founder, Phil Sitter, came from restaurants. In his retrospective, he describes working on software with childhood friend Adam after restaurant hours in 2018. The original business sold restaurant software. Then came 2020, when, in Sitter’s telling, its restaurant clients disappeared. The team needed a different customer.
The clue was already in a dashboard. Co-founder Chris Chomenko had sold the software to an ENT physician who had opened a medical spa. During an Airbnb retreat, the team examined that customer’s results and recognized a better fit. RepeatMD dates its creation to February 2021. A restaurant’s problem - persuading a satisfied visitor to return - had followed them into a treatment room.
Today the customers include medical spas, dermatologists, plastic surgeons, wellness clinics and cosmetic dentists. These practices sell services patients often pay for themselves. RepeatMD’s mission is to help providers grow while preserving time for patients. Its expertise sits in the purchase journey: explaining the menu, making payment possible and supplying a reason to come back.
02 / The treatment menu becomes a shop
A patient can browse treatments, purchase a package, join a membership and earn rewards from a phone. Visits and purchases can unlock benefits. The practice gets a digital storefront that does business outside office hours. RepeatMD calls the combination MedCommerce. The name is grander than the mechanics, which is rather the point: several ordinary retail habits become useful when placed together.
There is a revealing detail on the patient side. The experience looks individual to the practice, but RepeatMD is the merchant of record. That is why MyRepeat can appear on a card statement. The company is involved in the transaction itself, giving its commerce proposition more substance than a set of promotional messages.
Boulevard also offers memberships, recurring billing and package management, alongside broader medspa operations. The overlap makes RepeatMD’s positioning specific: a practice-branded buying experience linking loyalty, commerce and financing. A practice already satisfied with its billing and membership software has to decide whether that additional shopping channel earns its keep.
03 / The bill behind the convenience
RepeatMD sells software to practices through tailored pricing and a demo-led sales process. Its Affirm offering publishes a merchant fee of 3.99% plus 30 cents per transaction. On a $1,000 purchase, that arithmetic produces a $40.20 fee. Patient borrowing is separate: the website discloses rates from 0% to 36% APR, with eligibility checks and possible down payments.
3.99% + $0.30. Illustration excludes subscription costs and any other applicable charges.
RepeatMD’s own financing story contains a less comfortable lesson. Sitter told investor Mercury Fund that advisor Emily Keeton persuaded him to consider venture funding after he bootstrapped to $6 million in annual recurring revenue. Later, a planned $6 million Signature Bank facility vanished when the bank collapsed in March 2023. He compressed fundraising into a deadline-driven process. November’s announced $50 million financing comprised $40 million in equity and a $10 million Silicon Valley Bank debt facility.
The equity investors included Centana Growth Partners, Full In Partners, PROOF and Mercury Fund. Capital bought product development as well as expansion: RepeatMD says its October 2025 V3 release followed two years of work and $20 million in research and development.
04 / A catalog with a conversation
V3 added Adonis and Aria, AI treatment advisors grounded in a practice’s catalog, prices and promotions. It also introduced SkinDrop, which lets practices sell skincare while RepeatMD handles fulfillment. In May 2026, SkinCeuticals joined that catalog. RepeatMD advertises margins of up to 30% per order. The appeal is easy to understand: a provider’s product recommendation need not end in a shopping trip elsewhere.
Its March 2026 Ageless AI announcement moves earlier in the buying process. Patients upload selfies to explore simulated treatment outcomes; the system also qualifies leads and follows up. RepeatMD says a medical advisory board helped develop it. The commercial ambition is to turn uncertainty into a consultation. A preview remains a simulation; treatment suitability and achievable results require clinical judgment.
05 / Make the return worth making
One useful customer example comes from Skinovatio’s Gold Coast and Barrington locations. The team revised check-in, then added packages, memberships and financing. RepeatMD’s case study reports monthly membership revenue between $10,000 and $15,000. The order matters: patients had to encounter and use the app before the membership mechanism could do much for them.
Recurring revenue requires somebody, or something, to do the recurring work.
That sequence is portable. Introduce the buying channel at a moment of trust. Give patients a clear benefit. Remove the chores that interrupt repeat purchases. Then examine profit after rewards, fees and treatment delivery. Weak adoption, excessive discounts or little repeat demand would make the economics less persuasive. Software cannot manufacture a reason to return.
A sensible owner would track who joins, who buys again and what each purchase contributes after costs. Membership money arrives before some of the work it pays for, so a busy checkout can still create future obligations. Likewise, a financed package changes the payment schedule, not the cost of delivering its sessions. The attraction of an always-open shop is convenience. Its test is whether the practice can fulfill those purchases profitably while giving patients benefits they continue to value.
RepeatMD now reports more than 4,000 practices and two million patients across the United States and Canada. Those are company figures, and transaction volume belongs to a different ledger from software revenue. The most instructive part of the business remains smaller than either number: a patient who wants to buy again should not have to wait for somebody to answer the phone.