Thursday, 04 June 2026 09:00 AM
Company Update
Young men's telehealth clinic offers injection-free Sermorelin in an accessible all-inclusive monthly pack
AUSTIN, TX / ACCESS Newswire / June 4, 2026 / For years, sermorelin occupied a strange corner of the men's health market.
Demand continued to grow among men looking to improve recovery, sleep quality, body composition, energy, and overall vitality. Yet pricing remained stubbornly high. Depending on the provider, patients could pay anywhere from roughly $1,500 to more than $3,500 annually through a combination of medication costs, memberships, recurring physician visits, laboratory requirements, shipping fees, and administrative overhead.
According to Moshe Saraf, founder of T·TIME (ttime.men), the problem isn't sermorelin itself.
"The medication isn't what's making treatment expensive," Saraf says. "In many cases, it's everything wrapped around it."
That observation shaped the company's strategy.
T·TIME first gained attention by applying a similar approach to enclomiphene, a category long dominated by expensive hormone clinics and telehealth programs. Rather than competing through additional services, coaching programs, concierge memberships, or optimization packages, the company focused on reducing operational costs and passing those savings directly to patients.
Now the company is attempting the same playbook in the sermorelin market.
Finding the real source of cost
Saraf argues that many telehealth companies are optimized for high-margin categories such as GLP-1 medications.
Those businesses often carry significant operational overhead, including large support teams, complex billing systems, coaching programs, multiple layers of patient management, and fulfillment systems designed around products generating hundreds or thousands of dollars per month per patient.
That infrastructure can make sense when serving massive categories.
It becomes harder to justify in smaller markets.
"Most providers aren't intentionally overcharging patients," Saraf says. "They're operating systems that were built for completely different products."
One area T·TIME focused on was fulfillment.
According to the company, many patients receive monthly shipments even though pharmacy dispensing fees, prescription processing, shipping, and support costs often represent a substantial portion of the total expense.
The result is a system where the same administrative costs are incurred repeatedly throughout the year.
Most patients assume the medication itself is what drives cost.
Often it isn't.
In many cases, pharmacy dispensing, physician review, prescription generation, fulfillment operations, shipping, support, and administration collectively represent a larger cost center than the medication itself.
T·TIME's alternative is straightforward: extend fulfillment cycles wherever medically appropriate, reduce shipment frequency, consolidate physician reviews, and combine workflows across multiple therapies.
"If a patient can safely receive ninety days instead of thirty, that's fewer shipments, fewer dispensing events, fewer support tickets, and lower costs across the board," Saraf says.
The same thinking extends to physician workflows.
Rather than creating separate clinical processes for every medication, T·TIME attempts to combine physician reviews whenever possible, allowing patients to discuss multiple therapies during the same medical encounter.
According to the company, the savings generated through those efficiencies are passed directly to patients rather than absorbed into larger margins.
Automation instead of bureaucracy
Another area of focus has been automation.
While many healthcare organizations still rely heavily on manual review processes, T·TIME has invested heavily in automated workflows for eligibility screening, refunds, reminders, patient communication, fulfillment management, and subscription operations.
For example, patients who do not qualify for treatment are automatically refunded rather than entering a manual support process that can take days or weeks.
The approach borrows heavily from practices that have become standard in software and e-commerce businesses but remain surprisingly uncommon in healthcare.
"The healthcare industry still does a lot of things manually because that's how they've always been done," Saraf says. "We started from a blank sheet."
The company's philosophy is simple: every manual step should justify its existence.
If software can perform the same task safely and reliably, it probably should.
Reducing friction beyond the medication itself
The company says medication pricing is only one part of the equation.
Blood testing is another major source of friction.
Many telehealth providers require extensive laboratory work before treatment, often directing patients toward traditional testing providers where comprehensive hormone panels can cost several hundred dollars.
According to T·TIME, that requirement prevents many patients from moving forward.
"We realized very quickly that bloodwork wasn't just a medical requirement. It was one of the biggest barriers to entry," Saraf says.
To address the issue, the company began offering an expanded male hormone panel at a significantly reduced price compared with traditional retail laboratory pricing.
The company says the pricing was achieved through negotiations with multiple suppliers and laboratory partners rather than by reducing the scope of testing.
"We called everyone. We negotiated aggressively. We kept pushing until we got pricing that made sense."
The philosophy mirrors the company's broader approach.
Maintain the clinical information physicians need.
Remove as much cost as possible.
Pass the savings to the patient.
Why the company chose oral sermorelin
The company's product decisions follow a similar philosophy.
While much of the market remains focused on injectable sermorelin, T·TIME launched an orally dissolving tablet (ODT) format.
According to Saraf, the decision was driven by convenience rather than marketing.
"There are people who simply don't want daily injections," he says. "If you can remove friction while maintaining a physician-supervised process, more people are willing to start treatment and stay consistent."
The company believes ease of use will become increasingly important as the market expands beyond traditional hormone optimization enthusiasts.
Saraf says the company identified another pattern that larger operators often overlook.
Many providers focus on categories they can scale most efficiently, which has pushed much of the industry toward injectable products and GLP-1 medications.
"We're willing to spend time on categories that aren't the biggest categories in healthcare," he says. "Sometimes that's where the best opportunities for patients exist."
Cutting costs in unexpected places
Saraf says the company's obsession with efficiency extends into areas many healthcare brands rarely discuss publicly.
Packaging is one example.
Many telehealth brands invest heavily in premium presentation, custom packaging, and elaborate unboxing experiences.
T·TIME intentionally does not.
"If better packaging adds a dollar to every shipment, that's a dollar the patient is paying for a cardboard box," Saraf says.
"We'd rather spend money on the medication, the physician review, and the clinical experience than on making the package look expensive."
The same philosophy influences technology, staffing, fulfillment, logistics, customer support, and operational decisions throughout the business.
The goal is not to create a premium-looking experience.
The goal is to create an efficient one.
A niche-first strategy
Unlike many telehealth companies chasing the GLP-1 boom, T·TIME has focused on smaller categories that receive less attention from larger operators.
The company launched with enclomiphene and plans to continue expanding into additional therapies based on customer demand.
One of the next planned additions is Low-Dose Naltrexone, commonly known as LDN.
Originally developed at much higher doses for addiction treatment, LDN is prescribed at significantly lower doses and has developed a following among patients seeking support for appetite control, recovery, inflammation management, and overall wellness.
According to the company, LDN will be offered both as a standalone treatment and as part of a combined program alongside sermorelin.
The goal is to give patients flexibility rather than forcing them into bundled programs they may not need.
The company says additional therapies are currently under evaluation and new products are expected to be introduced regularly.
According to T·TIME, the strategy has already generated thousands of orders during the company's first months of operation.
Every month, the company reviews customer requests and evaluates which products should be added next.
The broader thesis
The company's underlying belief is that many healthcare costs are operational rather than medical.
In Saraf's view, the future of telehealth will not be determined solely by which medications are offered, but by how efficiently those medications are delivered.
"The question isn't whether people want access to these therapies," he says. "The question is whether the industry can stop making them more expensive and complicated than they need to be."
That philosophy is also personal.
Unlike many founders who enter healthcare from finance or technology backgrounds, Saraf says T·TIME was built around products that he and the team genuinely care about.
"We use these products. We believe in this category."
The company's view is straightforward.
If people have the opportunity to be healthier, stronger, recover better, sleep better, maintain muscle, and improve quality of life, that is generally preferable to the alternative.
The goal is not to sell optimization as a luxury reserved for a small group of people.
The goal is to make it accessible.
According to Saraf, that is exactly why the company was created.
"We looked at these markets and saw unnecessary complexity everywhere. Expensive memberships. Repeated fees. Manual processes. Monthly shipments. Products that were harder to access than they needed to be."
"We thought there had to be a better way."
If T·TIME succeeds, sermorelin may become the next category where pricing pressure forces the rest of the market to adapt.
Just as it did with enclomiphene.
T·TIME is a Texas-based men's health company focused on making hormone optimization more accessible and affordable.
Website: https://ttime.men
Media inquiries: [email protected]
SOURCE: ttime