Becker’s asked pharmacy executives from hospitals and health systems across the U.S. to share their biggest lesson from the previous year.
The 12 executives featured in this article are all speaking at the Becker’s Healthcare Fall Chief Pharmacy Officer Summit, from November 5 – 6, 2025 at the Hilton Chicago.
To learn more about this event, click here.
If you would like to join as a reviewer, contact Mariah Muhammad at mmuhammad@beckershealthcare.com or agendateam@beckershealthcare.com.
As part of an ongoing series, Becker’s is talking to healthcare leaders who will speak at our conference. The following are answers from our speakers at the event.
Question: What is the biggest lesson you learned in the last year, and why?
Dovena Lazaridis, PharmD. Director of Pharmacy, Ambulatory and Population Health at Memorial Healthcare System (Hollywood, Fla.): The biggest lesson I learned in the past year is the power of agility and courage in leadership. As healthcare costs continue to rise, exacerbated by inflation, the need for medication access and value-based care programs that extend beyond the walls of our health system has never been greater. This reality demanded bold decision-making and a willingness to challenge traditional care models to ensure patients received the medications and services they need.
In particular, sites of care shifts and evolving regulations highlighted the importance of strategic adaptability and collaboration across the healthcare ecosystem. We had to rethink how and where care is delivered, leveraging real-time data, cross-functional partnerships, and innovative financial models to remove barriers for patients.
Ultimately, I’ve learned that leaders who embrace uncertainty with courage and a solutions-driven mindset are the ones who will drive sustainable, patient-centered transformation. Agility is no longer optional — it’s the key to building resilient healthcare systems that deliver both access and value in an evolving landscape.
Kelley A. Curtis, PharmD. Vice President and Chief Pharmacy Officer of St. Luke’s Health System (Boise, Idaho): Over the past year, the biggest lesson I’ve learned is the importance of strategic prioritization and resource alignment to drive sustainable growth and operational excellence. Leading pharmacy and system aspects of lab services at a complex health system, I’ve managed large-scale projects, navigated workforce challenges, and expanded key service lines — all while ensuring financial stewardship and patient-centered care. I’ve seen firsthand that success isn’t just about identifying opportunities; it’s about having the right structure, tools, resources and leadership engagement to execute effectively. This lesson has reinforced my focus on advocating for the necessary investments, fostering cross-functional collaboration, and ensuring that growth initiatives are not just ambitious but also achievable.
Christopher Mendez. Chief of Pharmacy Infusion at Providence (Renton, Wash.): I have many lessons learned last year, but one regarding retention involves communication. The lesson was a reminder of the power of transparency and open communication when there is change. Through a difficult discernment process we had to eliminate our 503B manufacturing business line with 12 caregivers. It was deliberate interactions with ministry leaders first, followed by intentional notification to affected caregivers, finishing with sharing the news with the extended team. These actions of open communication and transparency led to a successful transition without panic or unnecessary turnover in other business lines. Trust and confidence were reinforced, and we continue to deliver strong retention outcomes.
Daniel Peterson, PharmD. Director of Pharmacy at Community Hospital, Powers Health (Munster, Ind.): This past year has been one marked by continued learning, challenges, and growth. Our health system went live with multiple pharmacy-centric initiatives, each of which required extensive planning and preparation, multidisciplinary collaboration, clear and concise communication, and reflection on how everything went and how our team can improve moving forward. People are clearly our department’s biggest asset. The biggest lesson I’ve learned has been how to empower colleagues to think critically, navigate difficult situations, and remain focused and positive throughout. This helps translate into front-line staff that feel supported, appreciate being members of a forward-thinking team, and feel they are contributing toward meaningful progress and patient care excellence. I’m thankful to lead a team of hard-working and dedicated pharmacy professionals, as well as work alongside experienced colleague pharmacy directors and a supportive vice president.
Heath Jennings, PharmD. Executive Director of Business, Operations and Strategy at AdventHealth Central Florida Division (Orlando): One of the most profound lessons I’ve learned over the past few years is the critical importance of adaptability and resilience. The healthcare landscape, much like the world at large, has been marked by continuous challenges and fluctuations across economic, environmental, and political dimensions. These experiences underscore the necessity for both individuals and organizations to remain flexible, innovative, and resilient in the face of uncertainty. Embracing change, staying well-informed, and proactively seeking solutions are essential strategies for ensuring we successfully deliver value to our patients and communities. Through this mentality, we not only navigate the complexities of our ever-evolving environment more effectively but also collaboratively lead others through it for a competitive advantage.
Quan Pho, PharmD. Senior Director of Pharmacy at Advent Health (Altamonte Springs, Fla.): As I reflect on the past year, I have come to understand in new ways the profound impact of leading with empathy and compassion. By prioritizing compassionate, patient-centric care and engaging patients as active partners in their health, we can achieve better outcomes and greater satisfaction. On a personal level, my faith has provided me with a sense of purpose and direction as I navigate life’s inevitable challenges. This enables me to lead with empathy and compassion, both personally and within my team, as I better understand the experiences of those I interact with daily.
As a faith-based health system, AdventHealth recognizes how our personal perspectives influence the way we show up for our patients, and I am grateful for the many ways this organization invests in the well-being of both those providing and receiving care.
Mike A. Skafi. Associate Vice President of System Pharmacy Operations at Providence (Renton, Wash.): One key lesson from 2024 as a system pharmacy leader is recognizing the importance of considering the impact of system-driven initiatives and programs on frontline teams. To prevent burnout and ensure successful implementation and optimization, it is crucial to focus on initiatives that prioritize quality over quantity, providing robust support throughout all levels. This approach has guided me and my team, starting 2025, to emphasize value-driven programs that are thoroughly supported from inception to execution on the frontlines
John Armitstead, MS, RPh, CPEL, FASHP. Vice President of Pharmacy Services at Lee Health (Fort Myers, Fla.): Numbers are a fundamental part of our daily lives, shaping how we measure, compare, and organize information. At Lee Health, as we transitioned from a public to a private not-for-profit health system under new ownership, numbers played a critical role in ensuring a seamless transformation. We had to establish new pharmacy licenses, DEA numbers, CSOS, NPI numbers, NCPDP numbers, and more — each interconnected and essential to the flow of information, pharmaceutical ordering, 340B access, and reimbursement.
This year, the process of opening a single pharmacy was magnified as our entire system’s two dozen pharmacies had to be restructured—without disrupting patient care. What might typically be an incremental numerical process became monumental, but thanks to the dedication of our pharmacy leaders and teams, we successfully navigated the challenge.
Michael C. Dejos, PharmD, MBA, BCPS, CHOP, CPPS, LSSBB, DPLA. System Medication Safety Officer of Methodist Le Bonheur Healthcare (Memphis, Tenn.): In 2024, Methodist Le Bonheur Healthcare (MLH) experienced tremendous change as we transitioned to a new electronic health record, implemented a new workforce management software, and adopted a new finance and human resources platform. As the enterprise medication safety leader and pharmacy leader for MLH, I was reminded last year that adaptability is crucial in navigating the ever-changing healthcare landscape and that we need to bring value in all our efforts that align with our mission. Changes in technology, regulations, and patient needs require constant flexibility to ensure patient safety and healthcare quality. One key lesson has been the importance of staying open to new ideas and approaches, even when established systems have worked for years. Bringing value wherever I go involves not only applying my medication safety and medication management expertise but also being attuned to the unique challenges of each environment. I do this by following our MLH Way of Making a Connection, Listening to Understand Needs, and Honoring Commitments. By actively listening, collaborating with multidisciplinary teams, and fostering a culture of continuous improvement, Methodist Le Bonheur Healthcare has equipped itself to address new challenges while maintaining a focus on patient safety and healthcare quality.
Neil Gilchrist, PharmD. Vice President of Pharmacy Business Operations at Beth Israel Lahey Health (Cambridge, Mass.): One of the biggest lessons I’ve learned in pharmacy leadership over the past year is the importance of adaptability in navigating workforce challenges and operational disruptions. As a health system pharmacy leader, I’ve seen firsthand how staffing shortages, drug supply issues, and evolving regulations require constant flexibility and strategic problem-solving. Effective leadership means balancing long-term vision with what is happening in your organization real-time and keeping patient care as the top priority. Additionally, focusing on building a resilient and engaged team is critical to managing both short-term and long-term goals. Empowering your teams and developing a culture of collaboration and problem solving is essential.
Robert P. Granko, PharmD. System Executive Director of Pharmacy at UNC Health (Chapel Hill, N.C.): I’m reminded of a quote from Henry Wadsworth Longfellow: “Great is the art of the beginning, but greater is the art of the ending.” As leaders, we excel at starting new services and initiatives, building business plans, and securing new resources. However, we often neglect to reflect on what we might need to discontinue, especially if it distracts from our future vision or no longer adds value.
Planned abandonment is one of the most underutilized tools, rarely programmed into a leader’s annual goals and objectives. The idea behind planned abandonment is simple: what can we stop doing today to make space for what we need to focus on in the future?
For example, adding labor costs to deploy new services in today’s constrained environment isn’t easy. However, engaging your teams in a conversation about this simple yet powerful concept may uncover previously undiscovered opportunities, making space for something new.
Ghada Ashkar, PharmD. Associate Chief of Ambulatory Pharmacy at UCLA Health (Los Angeles): This last year has underscored how ripe our current environment is for advancing the clinical role of pharmacists in the healthcare journey of patients. As leaders, it is our responsibility to create new opportunities that help propel the career journey of our pharmacists while bridging much needed gaps in the industry. From transitions of care to serving patients in the community, pharmacists play a pivotal role in alleviating physician burnout and improving patient access to care. That’s why we are laser-focused on creating pharmacist-led clinics, supporting a wide range of disease states from hypertension and heart disease to weight management and diabetes. The success and its profound impact have been undeniable.
