TEHR vs FUSE Health: flat transactions or payment-based fees?

How do the published offers compare as of October 22, 2026?

This table separates a documented offer from an unanswered procurement question. “Not stated on reviewed pages” means we did not establish the term from the cited public material; it does not mean the vendor lacks the capability. TEHR details reflect our stated offering and still require a scoped proposal.

Why does the fee definition change this comparison?

Begin with the event that creates a charge. A fixed transaction fee and a percentage of patient payments respond differently when order value changes. Ask how each vendor defines a transaction, whether renewals count, how partial refunds work and whether the fee applies before or after discounts. Without those definitions, two attractive headline prices cannot be put into the same model.

FUSE calls its percentage charge a merchant service fee, so that is the term used here rather than relabeling its contract. Its pricing disclosure also allows separate clinical, pharmacy and processing costs. TEHR uses a flat subscription and flat transaction fee with 0% revenue share; contact TEHR for a scoped quote. The TEHR pricing page and TEHR pricing calculator should support a discussion of assumptions, not an unsupported claim that one structure always wins.

How do you model a payment-based service fee?

Create separate scenarios for a consultation-only purchase, a recurring treatment order and a larger prepaid purchase if your business intends to offer one. Use your own proposed prices, expected order frequency and refund assumptions. Keep payment processing separate so that a processor fee is not accidentally counted as the vendor’s entire payment-related charge. Ask what happens to fees when an order is cancelled before clinical review or after fulfillment begins.

For a percentage charge, the formula is the applicable rate multiplied by the payment amount within the contract’s fee base. For a flat charge, it is the fee multiplied by the number of chargeable events. These are budgeting calculations, not revenue predictions. Compare the result with setup cost, subscription cost and staff time over the same period. If your price or package design changes, rerun the model rather than assuming the original comparison remains valid.

What does free building mean for actual launch readiness?

A build environment can help a founder learn whether a platform fits without immediately committing to a live operation. It is still useful to distinguish a saved storefront, a working checkout, a clinically ready program and a public launch. These are different milestones. Ask the vendor to show which functions are previews, which use sample data and which become available only after contracting and review.

FUSE’s DIY and Partner descriptions make that distinction material: building can precede a paid live subscription, while launch requires specified prerequisites. The Partner timeline starts after readiness items are complete. TEHR’s launch also needs a scoped plan rather than a blanket promise. In either demonstration, request the checklist for agreements, payments, approved program scope, patient notices and support ownership. A fast configuration step is valuable, but it should not be represented as completion of every clinical and commercial dependency.

How should you evaluate AI and developer flexibility?

Judge AI by the work it helps your team complete and the review boundaries around that work. Useful demonstration tasks include drafting a storefront variation, summarizing an intake for review, locating a delayed order and explaining why a subscription is in an exception state. Ask to see permissions, an audit trail and the method for reversing an incorrect administrative action. Do not treat a chat interface as evidence that every operational task is automated.

FUSE describes SDK/API embedding and MCP-assisted management in its platform inclusions. TEHR offers AI-assisted intake within its platform scope. Those descriptions concern different tasks and should not become a made-up head-to-head AI score. Have both teams demonstrate the task your staff will repeat most often. Clinical decisions remain with independent licensed providers; neither a brand owner nor an AI storefront tool should be presented as deciding who receives a prescription.

When should you choose TEHR?

Choose TEHR when the written flat-fee structure and integrated operating scope fit your expected order economics and staffing plan. That may be especially relevant when you want the platform team to understand an existing health brand, recurring patient relationships and the practical handoffs between commerce and care. Require evidence in a walkthrough, including renewals, patient support and an unresolved order, before deciding that the bundle saves work.

TEHR’s operator background includes DudeMeds, Peptiders, TellyMeds and FansMeds. The useful question is how that experience changes your implementation plan, not whether it guarantees a similar business outcome. Ask for a named onboarding owner, the support scope in your proposal and the data needed for a migration assessment. Use the migration checklist if you already serve patients. TEHR does not have a verified universal migration deadline or a public numerical fee schedule in this comparison.

When should you choose FUSE Health?

Choose FUSE when its combination of self-service building, embedding tools and optional launch assistance matches the work you want to keep in-house. The official operating overview describes a branded experience connected to independent clinical and pharmacy services. For a team that already has a website or technical resources, the ability to place intake and checkout within that experience can be a meaningful evaluation criterion.

The tradeoffs should be priced and scoped, not reduced to a dismissive label. Obtain confirmation of the correct DIY monthly amount because the plan cards and FAQ disagree. Ask what distinguishes guided onboarding from the managed Partner build, which customizations remain available after launch and when additional charges arise. Review any proposed pharmacy arrangement and the criteria for using your existing partner. Select the route because its delivered scope fits your team, not because the word “instant” appears near a signup button.

What should an existing brand test before switching?

A working sales funnel is an asset. Before changing its clinical or administrative infrastructure, document which parts need to remain: URLs, analytics events, consent flow, customer accounts, subscriptions and communications. Ask for a sandbox test that includes an existing patient with history and an upcoming refill, not only a clean new account. Do not assume a developer API proves that a vendor has a managed bulk-import service.

FUSE migration commitments were not established on the reviewed pages, which is an unanswered question rather than proof of absence. TEHR migration also requires record-level scoping and clinical continuity planning. Compare both proposed processes against your acceptance criteria, then pilot a small cohort before a larger transition. Read FUSE alternatives for other models or the white-label infrastructure guide if you are still separating software, clinical services and brand operations. A TEHR demo should answer the concrete questions left in that brief.

What should your payment reconciliation test cover?

Before launch, trace a test payment from checkout through the platform records and processor settlement. Repeat the exercise for a partial refund and a cancelled order. Ask the vendor to identify each fee, where it appears and whether any portion is returned. A finance team should be able to reconcile the result without reconstructing the patient journey from several inboxes.

Use the same cases when evaluating TEHR’s flat transaction model and FUSE’s payment-based merchant service fee. Confirm how discounts, taxes if applicable, shipping charges and prepaid packages affect the contractual fee base. These are questions for the written schedule rather than assumptions to resolve from a product screenshot. The exercise gives you an auditable cost model and exposes integration work before real customer payments depend on it.

What else should you know?