A blood pressure reading taken in a living room has an awkward journey ahead of it. Someone must receive it, decide whether it matters, contact the patient and get the information into the chart. The cuff has done its job. The organization still has several jobs to do. TimeDoc Health has built its business around that less photogenic part of medicine.
- Software and care coordinators for the weeks between appointments.
- Customers include medical groups, community health centers and health systems.
- Practices choose software alone, shared staffing or full service.
Its proposition is straightforward: give a medical practice the tools, and optionally the people, to keep a care plan moving after the patient leaves. Medication questions, missed appointments and overdue screenings all belong in this interval. Individually, these tasks seem small. Collected across a patient panel, they become a substantial piece of the practice’s workload.
The product acquired a human voice
TimeDoc began in Chicago in 2015 and entered the University of Chicago’s New Venture Challenge accelerator. Its early product was software for chronic care. The first medical practice implemented it in January 2016. In July 2017, the company expanded into care services. That second date helps explain the company a buyer encounters today.
The change put people alongside the platform. A practice could use its own staff, supplement them or ask TimeDoc to handle coordination. The company’s present chronic care offering still preserves those choices. It addresses a practical mismatch: an organization can want more regular patient contact without having enough people available to provide it.
That staffing logic also explains its place in the market. TimeDoc sells to healthcare organizations; it supports their existing patient relationships. Its expertise crosses clinical coordination, workflow design, electronic records and reimbursement documentation. The buyer is purchasing a way to operate a program, with software and labor available in different proportions.
A reading needs a next step
Consider remote patient monitoring. TimeDoc combines connected devices, including blood pressure monitors and cellular-enabled glucose meters, with a patient dashboard and remote care services. Its software tracks readings over time and alerts providers when measurements fall outside an approved range. Clinical teams determine the response. The useful unit is the measurement plus the handoff.
- 01 Home reading
- 02 Review + outreach
- 03 Patient chart
- 04 Provider decision
The company emphasizes bidirectional integration with electronic health records. It describes documentation flowing into patient charts, encounter summaries being retained and billing charges being pushed into the EHR. Its integration list includes athenahealth, Epic, eClinicalWorks and NextGen. For a practice, the appeal is mundane and considerable: fewer places to enter the same information.
Chronic care management adds medication reviews, appointment scheduling and help obtaining medical equipment. Behavioral health coordination sits alongside those services. The current offering also includes advanced primary care management and annual wellness visit support. These programs share an operational problem: somebody must keep track of what happens outside the examination room.
The implementation sequence shows how much surrounds the technology. TimeDoc describes setting program goals, installing the integration, training staff and enrolling patients before monthly coordination begins. Time tracking and billing documentation follow. Quarterly reviews revisit performance. For a manager considering the service, that sequence is useful: it makes enrollment and ongoing delivery explicit parts of the project, rather than assuming that installing software will automatically create a functioning care program.
The quiet arithmetic at StayWell
StayWell Health, a Connecticut federally qualified health center, implemented TimeDoc’s platform and team-based services in June 2018. Findings released in 2023 examined 16 quality measures through the end of 2022. TimeDoc reported that participating chronic care patients were 40% more compliant with diabetic eye exams and 22% more compliant with colorectal cancer screenings.
Those figures describe a customer program, rather than a guaranteed result for the next buyer. They are still revealing about what the work involves. A screening requires a patient to complete an action. A chart can record the omission indefinitely. Follow-up gives the practice another opportunity to turn an overdue item into a completed appointment.
Three ways to buy time
TimeDoc’s pricing page presents software-only, hybrid and full-service options. It lists free implementation and included advanced EHR integration. The hybrid arrangement is designed for organizations with limited internal capacity that may want to do more coordination themselves later. Patients can move to the practice’s own clinical staff as that capacity develops.
The economics depend on how much work the organization keeps. TimeDoc says practices taking on more coordination retain a larger portion of reimbursement. Eligible care programs can generate billable services, but gross reimbursement is only one side of the calculation. Staffing, patient participation, documentation and contract terms determine whether the arrangement makes financial sense.
Alternatives include HealthSnap, ChartSpan and Phamily, along with building the program internally. TimeDoc’s flexible staffing and EHR connections are meaningful buying criteria, though neither establishes an exclusive advantage. A useful evaluation starts with the practice’s actual bottleneck: people, software or both. It also needs a clear clinical escalation path when outreach reveals a problem.
The distinction between the three service levels also changes what a practice must manage itself. With software alone, internal staff still need capacity to contact patients and maintain care plans. With outsourced coordination, the practice needs dependable communication with an external team. The hybrid choice sits between those arrangements. Each changes the division of responsibility; none makes responsibility disappear. That is a useful question to bring to a demonstration, alongside the feature list.
Give the next task an owner
In March 2022, TimeDoc announced a $48.5 million Series B from Aldrich Capital Partners. The planned hiring included care coordination staff, sales and marketing personnel, and developers. The investment followed a $5.7 million Series A. Expansion meant adding both clinical capacity and technical capacity, consistent with the business it had become.
“They have a delivery problem.”Aqil Chishty / March 2026
Current CEO Aqil Chishty made the operating argument explicit in a March 2026 essay. Fragmented work, he wrote, produces redundant documentation, missed follow-ups and unnecessary calls. TimeDoc’s answer is to give those tasks a predictable route through the care team. Its stated culture of grit, results and openness accompanies an offering that depends on repeated, everyday execution.
The lesson another organization can copy is concrete: map the work after the appointment, assign the next action and connect the record to the person responsible. That requires reachable patients, participating clinicians and workable system connections. A dashboard alone cannot supply those conditions. The follow-up becomes useful when someone has the time, information and responsibility to finish it.