The veterinary industry has remained largely unchanged for decades, with pet parents enduring weeks-long wait times, antiquated facilities, and a lack of transparency in both care and pricing. With over 70% of U.S. households owning pets and pet healthcare spending surpassing $35B annually, the market demands a modern approach to veterinary care that prioritizes both pet and owner experience. Small Door Veterinary addresses these challenges through its membership-based model that combines AAHA-accredited medical standards with stress-free clinic environments, same-day appointments, and 24/7 telemedicine access. The company operates 13 practices across NYC, Boston, and the Washington DC area, with clinics designed using insights from renowned animal scientists to create private waiting spaces, easy-grip surfaces, and odor-minimizing air circulation systems. Small Door maintains one of the highest member retention rates in the industry while achieving strong unit economics and a clear path to profitability.
AlleyWatch sat down with Small Door CEO and Co-Founder Florent Peyre to learn more about the business, its future plans, recent funding round, which brings the total equity funding raised to $98.5M, and much, much more…
Who were your investors and how much did you raise?
Small Door Veterinary has raised $55M in Series C capital to support its next phase of growth. The raise includes a $35M equity financing led by Valspring Capital, with participation from existing investors, Primary Venture Partners, C&S Family Capital, Lerer Hippeau, and Toba Capital, as well as a new $20M debt facility from Bridge Bank, a division of Western Alliance Bank.
Tell us about the product or service that Small Door offers.
Small Door is membership-first veterinary care designed with human healthcare standards. Its unique model combines exceptional primary care, stress-free clinic environments, 24/7 telemedicine, and transparent pricing — creating a better experience for pets, pet parents, and medical teams alike. Founded in New York City, Small Door operates across the Northeast and Mid-Atlantic and is expanding nationally.
What inspired the start of Small Door?
Small Door began with the goal of delivering superior veterinary care for pets while providing a personalized, modern, and convenient experience for pet parents. The idea was born after one of our founders struggled to get care for his boxer, Morris, who came down with a tough illness to diagnose. He visited eight vet clinics in search of a diagnosis, only to be met with long waits, a lack of transparency, and no way to communicate directly with a veterinarian. That frustrating experience led to a clear realization: the veterinary industry needed to change.
How is Small Door different?
The Small Door difference starts with gold-standard medical care. Our vets are best in class, and we aim to get each new practice AAHA-accredited, a distinction awarded to just 15% of vets. Members can book convenient, same or next-day appointments, instead of waiting weeks to be seen. Our practices are designed with pets in mind including private waiting spaces, easy-grip surfaces, and odor minimizing air circulation systems. Appointments start on-time and you get dedicated time with your vet and nurse team, instead of just getting a few minutes with them. Our team is there 24/7 via telehealth so members can reach us for any late night emergencies. We like to say it’s like having a vet in the family.
What market does Small Door target and how big is it?
We currently target pet parents across NYC, the Washington DC Area (including Virginia and Maryland), and Boston, looking for a higher standard of veterinary care and a better experience — one that values accessibility, transparency, and genuine compassion. With over 70% of U.S. households owning a pet and pet healthcare spending surpassing $35B annually, the market is large, growing, and ripe for innovation.
What’s your business model?
We operate on a membership-first model, offering a range of services from preventive care and wellness exams to diagnostics, dental procedures, and surgery. Our optional membership is an annual fee that unlocks benefits like free annual exams, discounted visits, and 24/7 virtual care. This approach fosters better care continuity and aligns incentives around long-term health rather than volume. We also offer a Pay-As-You-Go option for those who aren’t ready to commit.
How are you preparing for a potential economic slowdown?
By focusing on delivering consistent value to our members, we’ve built a model that supports strong retention and trust. We’re investing in operational efficiency, technology, and scalable growth that doesn’t compromise on care — allowing us to navigate uncertainty while continuing to expand.
What was the funding process like?
It was surprisingly smooth – we spent the last 18 months honing on our financial profitability and we met a firm that was both knowledgeable about the veterinary space and very excited about our disciplined approach to growth.
What are the biggest challenges that you faced while raising capital?
While we expect to hit overall profitability next year, raising capital for a 4-wall business for which AI is only tangential required me to be very intentional in the firms that would be a good fit.
What factors about your business led your investors to write the check?
Investors saw a proven, scalable model that tackles multiple pain points in a growing market. From strong member retention and satisfaction, to high NPS scores, to the loyalty of our veterinary team, our performance reflected a clear product-market fit and a team capable of building something enduring. Valspring was particularly aligned with us on our approach to sustainable growth and geographic focus / density.
What are the milestones you plan to achieve in the next six months?
We are excited to continue to support the growth of our existing 13 practices while preparing for new locations in existing and new markets.
What advice can you offer companies in New York that do not have a fresh injection of capital in the bank?
Unless you are in a space that is forgiving when it comes to financial losses, make sure you hone in on your unit economics and that you have a demonstrable path to profitability. Know your numbers inside out.
