Telehealth and concierge care website: WheelHouse Health

The challenge

A nurse-practitioner-led practice offering both virtual and in-person care across Virginia has an eligibility problem before it has a marketing problem. Whether a patient can be seen depends on the service and on where they are, and a patient who cannot resolve that in a few seconds does not book; they call, or more often they leave.

What we built

The site is organised around patient qualification rather than around how the practice is structured internally. Every service page states its delivery method, virtual, in-person or both, and its geographic availability at the top, so the visitor self-qualifies without contacting anyone.

Membership pricing is published in full: five tiers with their add-ons, on one page. Publishing it filters the enquiries that were never going to convert, which is the point, clinical time is the scarce resource, not enquiry volume.

What changed

Constraints and prices are now visible before contact, so the enquiries that arrive are from patients who have already established they are eligible. Each service sits at its own URL and can be found on its own terms rather than only through the practice name.

The project in detail

The summary above is what changed. What follows is how: why eligibility comes before marketing in this category, what publishing membership pricing is actually for, and what another practice should take from it.

Eligibility is the first question, not the last

A practice offering both virtual and in-person care across a state has a qualification problem before it has a demand problem. Whether a patient can be seen depends on the service and on where they are, and those two constraints interact. A patient who cannot resolve them in a few seconds does one of two things: they call, which consumes the scarce resource, or they leave, which is invisible.

So every service page states its delivery method — virtual, in person, or both — and its geographic availability at the top of the page rather than in a footer or a policy document. The visitor qualifies themselves. That is not a marketing decision; it is a triage decision that happens to be made in HTML.

Publishing membership pricing on purpose

All five membership tiers are published in full, with their add-ons, on one page. The reason is not transparency as a value statement. It is that the scarce resource in a nurse-practitioner-led concierge practice is clinical time, and an enquiry from somebody who was never going to pay the membership consumes exactly as much of it as an enquiry from somebody who was.

Publishing the figure filters the first group before contact. It also means the conversation that does happen starts at the question that matters — whether the model fits — rather than at the question that does not.

One booking path

Five services, five tiers, one route to book, going to the practice’s own patient portal. Multiple booking routes are how a practice ends up reconciling three calendars and explaining to a patient why the appointment they made is not in the system. Every call to action on the site points at the same place.

Naming the clinician before the appointment

Clinician profiles are part of the build rather than an “about us” afterthought. In concierge care the relationship is the product, and a patient choosing a membership is choosing a person. Naming who provides the care before the appointment is both a conversion decision and an honest one.

Privacy handled in the build

The HIPAA Notice of Privacy Practices is integrated with the privacy policy rather than published as a separate document nobody finds. A structured URL hierarchy means each service can be found and cited on its own terms, which matters in a category where a patient often arrives from a search for one specific thing rather than from the practice name.

How it ran

1. Model mapping. Two care models, five services, five tiers — and which constraint applies to which combination.
2. Qualification-first structure. The page set and the rule that delivery method and availability lead every service page.
3. Build and booking integration. Seven components across four stages, routed to the practice’s existing portal.
4. Clinical and privacy review before launch. Nothing published that the practice had not approved.

What another practice should take from this

Answer eligibility above the fold

If a patient cannot tell in a few seconds whether you can see them, your enquiry volume is a measure of confusion rather than demand.

Publish the price if the model has one

Where cost is a membership rather than a clinical judgement, publishing it costs nothing and saves the calls that were never going to convert. Where cost genuinely depends on assessment, say that plainly instead of leaving silence.

One booking path, whatever the service

Every extra route is a reconciliation problem later and a confidence problem now.

Telehealth website questions