Pharmacy Operations

Health-system pharmacy operations and interim leadership

Interim director coverage, turnaround work, and executive advisory for a pharmacy in transition. Diversion incident, USP 800 finding, DSCSA gap, or an oncology service line losing money: defined workstreams and defined exit criteria, from day one.

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What this covers

Scoped to the situation. Some of this is a two-week assessment. Some of it is a six-month seat.

Interim leadership and turnaround

Coverage that carries the work, not a placeholder who keeps the seat warm.

  • Interim director or project lead coverage
  • Workstream ownership with named deliverables
  • Staff development and succession planning
  • Exit criteria and handoff plan defined at the start

Drug diversion

Program design and incident response, built to survive both the investigation and the aftermath.

  • Diversion program design and surveillance model
  • Incident response and investigation support
  • Controlled substance chain-of-custody review
  • Reporting, remediation, and board communication

Sterile compounding and USP compliance

Recovery after a finding, or readiness before one.

  • USP 797 and 800 gap assessment
  • Compliance recovery after an inspection finding
  • Cleanroom design and buildout strategy
  • Competency, documentation, and monitoring programs

Supply chain and DSCSA

Traceability, wholesaler structure, and the conversions that go wrong in the middle of a crisis.

  • DSCSA implementation and traceability readiness
  • Wholesaler conversion planning and execution support
  • Inventory model and automation strategy
  • Shortage management and allocation process

Oncology and infusion operations

The service line where clinical, operational, and financial performance are the same problem.

  • Oncology and infusion pharmacy operating model
  • Chair time, scheduling, and capacity management
  • Revenue cycle and charge capture review
  • FQHC and ambulatory infusion operations

Regulatory readiness

Survey preparation across the agencies that actually show up.

  • Board of pharmacy survey readiness
  • DEA inspection preparation
  • Accreditation and survey readiness
  • Mock survey and corrective action planning

What you get

Deliverables are short by design. The test is whether your team can run them after I leave.

Deliverables

  • A stabilization plan for the first 30 days with named owners
  • A findings and remediation document leadership can take to the board
  • Operating and staffing model recommendations with cost implications
  • A handoff package and exit criteria agreed before the engagement starts

When people call

  • A director seat is vacant and the work cannot wait for a search
  • An inspection finding needs a credible remediation plan quickly
  • A diversion incident is under investigation
  • An oncology or infusion service line is losing money and the cause is unclear
  • A major conversion, buildout, or implementation is behind schedule

Related

Start with a 30-minute call

Bring the audit finding, the number that is not adding up, or the workflow that keeps stalling. If I can help I will tell you how. If I cannot, I will point you to someone who can.

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