We turn the care a vet already recommended into care that actually happens.
Not exotic procedures. Diagnostics, dentistry, preventive work, the things a veterinarian has already looked at an animal and said it needs.
The estimate is handed over at the end of a consult, as a single number, to someone who has just been told their animal is unwell.
About a third of it veterinary. A single dental with extractions can equal an entire year of budgeted spend, presented with no warning.
Declined care is not lost demand. It is demand that was never given a way to say yes.
Raised across the sector to hold margin against rising costs. The standard response, applied hard.
Less than the price increase. Practices raised prices and did not get the money, because the volume left.
The fourth consecutive annual decline, and the discretionary end is falling fastest.
The price lever is spent. The only lever left is converting the care that is already being recommended, and by the sector's own numbers roughly half of it is being declined.
Three steps, each answering a line on the previous slide.
Every recommendation becomes a line the owner can see, priced, in the room, on a screen the veterinarian turns around.
Clinical urgency decides what cannot wait. Everything else moves to a scheduled date, with the reason recorded against it.
Pay in full, or spread the accepted portion over six months at terms shown in full before anyone agrees to anything.
History, weight, current medication and the presenting complaint sit beside the plan, so the conversation stays clinical.
Each recommendation is separable and priced. What is clinically urgent is locked. Everything else can be scheduled instead of refused.
What is due today, what it costs monthly if spread, and how likely this plan is to be accepted. The vet sees the same thing the client does.
Excluding corporate-owned emergency and specialty groups, which buy centrally.
$399 per month, at the low end of what practice software already costs.
5% of financed care, averaging $5,640 a month across our current cohort.
The blended figure our 38 practices actually run at today.
Nine of our 38 practices came from other practices telling them. In a profession where owners talk constantly and switch software almost never, that is the only referral number that matters.
| Option | What it does | Where it sits | Why it does not close the gap |
|---|---|---|---|
| A printed estimate | One number, handed over at checkout | Still the default | Arrives after the decision has already been framed as yes or no, to someone with no way to compare or stage it. |
| Pet insurance | Reimburses the owner after the fact | Bought years earlier, or not at all | Useless in the room. The owner still has to pay today, and most pets are uninsured when it matters. |
| Third-party medical credit | Finances the total at checkout | After the plan is set | Solves the payment for a plan the owner has already mentally refused. It never changes what gets recommended or how. |
| Practice management software | Records, scheduling, invoicing | The system of record | Built to document what was done, not to shape what gets agreed. The estimate is an output, not a conversation. |
| Barnaby | Presents, stages and settles the plan in the room | Beside the vet, during the consult | We work on the decision itself, at the only moment it is still open. |
Line by line, priced, in a real consult. That much any estimate produces.
Per line, with what was due that day and whether it was spread. Almost nothing in the sector captures the refusal at line level, because refusal has never been a recorded event.
Whether the deferred work was ever done, and what it cost when it was. Deferred dentistry that returns as extraction is the loop nobody currently closes.
Which staging is accepted, at which out-of-pocket, for which procedure, in which local market. A competitor can copy the screen in a quarter. They cannot copy four years of refusals.
The asset is not the payment rail, which anyone can rent. It is a record of what pet owners actually say no to, and at what number they stop saying it.
A profession small enough that a practice owner two counties over is a known quantity. Nine of our 38 arrived that way, unprompted and unpaid.
They will not pilot an unproven vendor. They will absolutely adopt one their own acquired practices are already paying for and refuse to give up.
Cost conversations are the part of practice nobody was taught. We teach it, with our own cohort data, and the software is what the session runs on.
We do not need to be told what happens in an exam room, and we do not need to learn how lending works. That combination is rarer in this category than it sounds.
Seed round, 20 months of runway. Weighted toward clinical and support staffing, because a practice that does not change how it presents plans will not see the acceptance lift and will leave.
400 practices, $3.2M ARR, and the first published evidence that staged plans improve completed care rather than only collections.
4 hires
4 hires
3 hires