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Filling open appointments quickly and painlessly
Jeff Peres is the co-founder and CEO of Everseat. Inspired by the scheduling challenges surgeons face, Everseat gives users immediate access to appointments, allowing clients to find and book last-minute openings from any web-enabled device. The platform removes the barriers associated with manual booking and helps service providers such as physicians and dentists maximize their revenue by seeing as many clients as possible. Everseat has been featured in Technical.ly, the Baltimore Business Journal, Maryland Public Television, The Baltimore Sun, and more.
Jeff Peres spoke with citybizlist publisher Edwin Warfield for this interview.
EDWIN WARFIELD: How broad is your market?
JEFF PERES: The way we’re going to market, relative to the size and scope of our brand: we do business nationally, but our biggest density is on the eastern part of the United States, really from about Virginia Beach up through Maine. We do have clients all over the United States—I don’t think we’re in 50 yet, we’re probably in 45—and a lot of those are the one-offs. We have a great client in Alaska, and it delights us because we’ve never marketed there, we don’t travel there, we don’t go to conferences there, but they read about us on a blog and they signed up, and they’re using our product very successfully. That’s unique and kind of a one-off. Same with Southern California, same with Chicago, same with Kansas City. We’re really building the most density in about seven or eight states, and like I said, that’s from Virginia up through Maine where we’re really building networks. The others are scattered around, and those come inbound. We don’t actively solicit clients in New Mexico, say, or in Utah, but one day we will when we have a bigger team.
Q. What is the revenue model?
The model is really just a SaaS model. We’ve experimented with transaction fees; we’ve thought about them, we may experiment with them again. For now, it’s a simple subscription model that scales up based on the number of providers. So, a solo chiropractor is one price, and then once there’s two providers, three providers, on and on—and some of our bigger institutions have hundreds of providers, because they’re health systems or ACOs or hospitals; but again, it’s by provider and it scales up accordingly.
Q. Tell us about some of your partners.
We recently established a great partnership with LifeBridge Health, locally in Baltimore. We’re really excited about that one. It’s a multi-year agreement and they’ve got a tremendous footprint. They’re growing rapidly in the region. They recently acquired another hospital within the last year, up in Carroll County. They’ve got all sorts of care services within the umbrella of LifeBridge: so primary care; a lot of specialty care; they have urgent care, they have a great joint venture with an urgent care organization. LifeBridge has been an amazing partner for us to implement our platform. We work with a lot of the local LifeBridge accounts to get the word out to their patients. We’ll go on site with them, we’ll help them get up and running, and we’ll talk to patients. And we’re developing some next generation products with them, which we hope to introduce later this year.
We also are excited to announce that we have a couple of large organizations up and running in the New England region—several of them in fact—and it’s the same exact sort of footprint, where you have a very large organization, multi-provider, multi-specialty, very strong in physical therapy, very strong in orthopedics, very strong in primary care; and the same sort of thing where you get them up and running, provide the service, train them, and then it can snowball from there.
Q. How many mobile users do you have?
A. Tens of thousands of users of our mobile application right now—we haven’t crossed 100,000 yet. We have approximately 2000 providers on there. There’s a couple of data points: you want to know how many providers and then how many end users. That’s the rough order of magnitude. As we bring on institutions that are, let’s say, health systems hospitals, that number goes up—like I said, we have about 2000 now—and on the end user side, we’re growing rapidly. In fact, the acceleration I’ve seen since November has really spiked the curve, which we’re delighted about. These are people that are registering to use the Everseat app.
What’s going to happen in February is we’re going to turn on our web app. We’ve been mobile-first, very deliberately mobile-first—and there’s all sorts of writing about that with other companies, the importance of having mobile-first. We’ve then reverse engineered, or backed in to having a web tool. You occasionally get people that either do not have a smartphone, don’t want a smartphone, but they still want to use the Everseat tool. So, we believe everyone has access to the internet, either at home, they go to a public library—you can go to a lot of places and get access, even to the Apple Store and just use one of their tools. So we’ll have a web app and that’ll be available in February—we’re really excited about it.
Q. Are there barriers to entry when it comes to this industry, or are you seeing a lot of competitors?
A. I think the barriers to entry in technology today are not high. I really don’t. There’s a lot of smart people out there. Probably, as we sit here there’re probably hundreds of people coding away on what could be competitive products. We understand that; we take it really seriously. Where we try to focus is on execution and on our relationships. If you look at it in maybe in three buckets: there’s an idea—there’s a lot of great ideas—bringing an idea to market, making it happen, turning it into something that’s real is a massive undertaking and it’s really, really hard. And then, once you have a great idea and you’ve turned it into a product, how do you bring it to market? Bringing it to market takes tons of marketing, sales, persistence, and a little bit of luck. You know: Can you get in the door? Can you get someone to give you 10 minutes of their time? We think we’re really good at that—we’ve been very blessed. We’ve had a lot of people give us an audience—a lot of really prestigious institutions. We did just sign up a Harvard hospital last month. And again, I think that isn’t something that everyone can do. We’ve been in this business for two years and we’ve got Harvard signed up—really pleased about that. Those are the barriers to entry. But doing the software, sure. I think other people could do that.
Q. Where do you think the company will be in five years?
A. I answer this question two ways: Where will we be five years from today? I think that most of the early investors, including people like me, would say the company will be acquired within five years from now. I think that’s the right answer and I believe that that will be the outcome. I also think that we could grow into a standalone company and continue to grow and add on features, products, and services that will fit nicely into our suite of software.
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