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Every year, Becker's annual meeting brings healthcare leaders

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together to unpack the most pressing issues facing

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the industry.

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And every year, those conversations shift in profound

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and unexpected ways.

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This April, more than 3,500

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healthcare executives will return to Chicago for Becker's

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sixteenth Annual Meeting.

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Seven ninety five elite speakers will offer new

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lessons, new case studies, and predictions about what

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comes

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next. Join us April 13 through the sixteenth.

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For the agenda and event details, visit beckershospitalreview.com

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and click on the events tab in the

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upper right.

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Welcome to the Becker's pharmacy leadership podcast. I'm

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Ella Jeffries, pharmacy reporter with Becker's healthcare.

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Today, I'm joined by Joseph Pinto, vice president

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of pharmacy operations at Mount Sinai Health System.

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In this episode, we'll be talking about key

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pharmacy initiatives from the past year, the priorities

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and headwinds leaders are navigating as they plan

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for 2026,

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and where opportunities for organizational growth are emerging.

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Joseph, thank you so much for joining me

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today. To start us off, can you please

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introduce yourself and share a bit more about

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your role at Mount Sinai Pharmacy Organization?

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Sure. Yeah. Thank you, Ella. So, yes, as

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Ella mentioned, my name is Joe Pinto. I'm

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the, vice president of pharmacy operations,

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here at the Mount Sinai Health System in

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in New York City.

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So Mount Sinai is a large academic

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integrated health system with, eight hospitals,

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with approximately a 150,000

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inpatient discharges

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and more than 400 outpatient practice locations with

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approximately 5,700,000

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outpatient visits.

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We do have a growing

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ambulatory and specialty pharmacy footprint

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and one of the nation's,

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most active research enterprises.

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My my role here is really enterprise focused,

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responsible for overseeing pharmacy operations, automation,

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informatics,

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workforce strategy

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and medication across the system. And, you know,

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what's exciting right now is that pharmacy sits

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at the intersection

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of clinical care,

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digital innovation

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and financial stewardship.

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And we're increasingly

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expected,

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to lead across,

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all three.

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Definitely. Thank you so much for sharing that

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context.

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Now looking back over the past year, what

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was the most important initiative that you led?

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What did you focus on, and what results

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did you see?

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Sure. Yeah. So

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I'd say one of the most important initiatives,

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I led this past year was a system

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wide

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modernization

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of,

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our pharmacy operating model. So

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that entailed combining supply chain,

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transformation, automation,

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and

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digital workflow,

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redesign.

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So that the probably the major part of

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that was,

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our wholesaler transition.

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So we expand and expanded use of automation

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such as IV robotics

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and dispensing technology,

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and tighter integration with EPIC to reduce manual

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work and variability.

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So and, you know, when we when I

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look at at those initiatives,

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this past year, the goal

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wasn't just, you know, in in savings. Right?

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It was

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reliability.

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You know, we focused on improving resiliency,

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medication availability,

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and

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predictability

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for our frontline teams. So I I think

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that's, you know, important that we

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were able to support our our frontline teams,

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in making sure that we are anchored

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in everything I just went through. And the

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results were measurable. Right? We experienced significant cost

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savings with our transition.

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We had improved turnaround times,

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new operational disruptions,

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and probably a more scalable pharmacy platform

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that really positions us for future growth in

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specialty and advanced therapies.

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And I think those were the major

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initiatives that that we,

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encountered last year that I was leading.

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Great. Thank you for sharing, and it's great

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to hear those positive results you guys are

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seeing already.

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I'm curious. When you were undergoing

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that, you know, major transition, what lessons did

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you take away from that experience?

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I I think I'd invest

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even earlier in the change management

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and and data transparency.

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I think people will

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adopt faster when they can see the why

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in real time.

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Just for example, our our wholesale transition,

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I think we probably did in in record

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time.

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You know, we had an RFP that went

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out.

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We made our decision

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sometime

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in mid February to to make the change,

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and we were alive within three months of

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that of that decision.

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A change like that generally will take

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six to nine months given, the complexity of

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our system

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and and the dollar volumes that really, you

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know, we put through our our wholesaler. So

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I think, you know,

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like I like I mentioned earlier, just invest

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in a little early in that change management

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process.

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Definitely. That's a great lesson I think other

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leaders will would like to hear.

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Now looking ahead, what are the big priorities

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and headwinds that you're focused on as you

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plan for 2026?

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It's a good question.

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And, you know, there's there's always

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competing priorities. Right? So I think looking ahead

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in '26,

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priorities that I'm looking at fall into really

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three buckets,

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digital

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enablement, right, specialty you know, especially pharmacy growth,

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and

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readiness for advanced therapies.

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On the digital side,

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I said we're I think we're we're focused

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on leveraging AI

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and advanced analytics,

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as I think most health systems are, right,

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as AI is growing.

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And that's to to support

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our order verification,

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inventory optimization,

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and, you know, clinical decision making.

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And and this opportunity is not replacing clinicians.

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Right? But removing

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the low value cognitive work so that they

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can focus on our patients. That that's the

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goal of what we're looking to do when

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when we look to implement

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technologies and and and AI. So that that's

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really the goal of that piece. I think

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specialty pharmacy

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and infusion continue to be major growth areas

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for us, both clinically and financially,

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and that requires

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tighter integration between pharmacy,

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you know, providers, payers, and our revenue cycle

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team. So, you know, it's a big coordination

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between the different

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departments and and disciplines

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within our health system.

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And then there's

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a very common topic, you know, when when

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you when I speak with, you know, colleagues

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from around the country and, you know, and

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then there's this cell and gene therapy. Right?

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That's these therapies are

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transformational

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in treating patients,

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but operationally,

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they're very comp complex.

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So I I think, you know, we need

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infrastructure

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that

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includes clinical, financial, digital, right, to to safely

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and sustainably support

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support these these, you know, these the,

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these advanced gene therapies.

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So and then, you know, when I when

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I think about headwind,

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that's the pace. Right? So technology

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and therapeutics are

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are moving faster than traditional operating models. Right?

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So where we think and how pharmacy scales

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responsibly, that's that's the major headwind for us.

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Like, the these technologies and therapeutics

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are are coming at us

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fast and furious. So I think

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we need to we need to figure out

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how we scale that responsibly in the pharmacy

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department.

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Definitely.

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Now along with those priorities

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and headwinds do come some tough decisions. What's

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the hardest thing that you're gonna have to

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tackle in the coming year as a pharmacy

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leader?

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So many.

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But so I I think as leaders, we

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have to be

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disciplined

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about sequencing. Right?

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So

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for for me, it's strengthening

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our core inpatient operations first,

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including medication safety,

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our workforce stability,

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As I mentioned earlier, digital infrastructure,

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so, you know, growth elsewhere

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is sustainable,

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right, rather than being reactive. I I think

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we need to build that core first, that

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that strong foundation.

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And then, you know, for inpatient pharmacy in

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particular, that means,

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as I mentioned, you know, and that you'll

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you'll hear me say this probably a few

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times if you haven't already is using AI

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and automation as

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as force, multipliers,

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reducing the cognitive and operational burden,

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hardwiring safety, and freeing pharmacists and technicians to

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focus on,

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clinical decision making and direct patient care.

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And all of this, right, is happening

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in an environment of real financial uncertainty,

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especially with the pending changes to the three

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forty b rebate program

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and the downstream effects of the Inflation Reduction

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Act.

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So so those shifts are changing

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how and when

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value flows back to the health system.

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And so it's not just impact in especially

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pharmacy margin, but also how we fund

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all their services, technology investments,

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and and our and our staffing models. So

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it it it has a very

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big, you know, big impact, influential impact on

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how we do do business. So the challenge

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becomes

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balancing financial stewardship,

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regulatory

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compliance,

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and and patient access

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across the entire continuum. And often this happens,

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without incomplete information,

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alright, and evolving rules. So

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upcoming years is going to be interesting.

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I think that's why we're we're being very

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intentional,

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invested in better

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data and analytics,

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aligning inpatient and outpatient strategies,

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working closely with finance, compliance, nursing, and and

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medical leadership.

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And and you know what? Sometimes that means

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saying not yet instead of no. Right? So

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making sure technology

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adoption,

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AI enablement,

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and program and program growth are

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purposeful,

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they're aligned, they're resilient,

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rather than just being driven

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by urgency

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or reactive at at that time.

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For sure. And speaking of resiliency, how are

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you preparing your team for these challenges ahead?

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So, you know, we have to be

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transparent and consistent. Right?

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So I mentioned earlier, like, getting ahead of

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it, and I think, you know, we explained

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the why. Like, show how ideas fit into

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a broader road map

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and

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reinforce the prioritizations

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is about sequencing and not shutting things down.

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So, you know, when when teams see that

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decisions are thoughtful and aligned

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to patient care

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and sustainability,

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I I think our our engagement stays high.

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So I, again, I think that's the the

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key

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is being very transparent and being and planning

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ahead,

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and not rushing in and being reactive to

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what's happening around us.

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Yeah. That's great advice. Thank you for sharing.

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Now even with those challenges, there are still

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areas for growth. Where do you see the

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best opportunities for organizational growth moving forward for

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Mount Sinai?

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So I you know,

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the the the strongest growth opportunities, I I

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think, are

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where

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pharmacy

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expands its clinical and strategic influence.

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So, you know, specialty pharmacy infusion and advanced

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therapies, as I mentioned earlier, are

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are probably obvious areas. Right?

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But

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growth,

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to me, anyway, comes from

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be being better integrated

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across the continuum of care, from inpatient

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to ambulatory

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to home. So digital capabilities,

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as I mentioned, are a force multiplier.

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So when you combine a

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a a clinic, a strong clinical program

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with the right technology, pharmacy becomes

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a driver of access, right, quality and financial

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performance.

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So I think, ultimately, growth isn't just about

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the about volume. Right? It's about building a

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a strong pharmacy enterprise

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that I mentioned earlier, right, that's resilient, data

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driven, and prepared

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for what's next. And I I think that's

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where the our growth lies, like, being prepared

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for what's next. So it's not always about

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the volume.

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I I think it's just building a a

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strong resilient team.

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Mhmm. Definitely.

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Well, Joseph, this has been such a great

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conversation. Thank you so much for sharing your

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perspectives and insights with us. That's all for

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today's episode of the Becker's Pharmacy Leadership Podcast.

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A big thank you to Joseph Pinto for

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joining us to discuss pharmacy priorities, challenges, and

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opportunities at Mount Sinai Health System. Thanks for

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listening, and we'll see you next time.