Jordan Propst, PharmD, is stepping into his new role as pharmacy director of outpatient and specialty pharmacy services at Prisma Health with an early focus on immersion — both in people and process.
“My top priority is my direct team and our employees, with a focus on building relationships and gaining a deep understanding of our operations by working alongside them,” said Dr. Propst, who joined the Greenville, S.C.-based system in March.
The approach reflects a broader leadership philosophy shaped during his time at Louisville, Ky.-based Baptist Health System, where he oversaw central pharmacy operations in a high-volume, highly automated environment.
“The experience I gained leading central pharmacy operations was invaluable,” he said. “I was exposed to many of the headwinds facing health system pharmacies and gained hands-on experience with advanced technologies and automated solutions designed to address industry challenges.”
At Prisma Health, those same pressures are playing out in a different setting — one where outpatient and specialty pharmacy services are becoming increasingly central to both revenue strategy and patient access. For Dr. Propst, that shift presents an opportunity to rethink how care is delivered beyond the inpatient setting, particularly as medication complexity increases and patients navigate more fragmented care journeys.
A key area of focus is how emerging technologies can be integrated into daily workflows in a way that supports care teams. While automation and AI are often framed as future-state solutions, he sees them as tools that must be implemented with clear operational intent.
“Investment in the autonomous pharmacy vision — and in how AI can elevate patient care and operational performance — represents a significant opportunity,” he said.
Realizing that opportunity, however, depends on more than deploying new systems. It requires coordination across regulatory, accreditation and advisory bodies, as well as a sustained investment in training and workforce development. As pharmacy operations become more technologically advanced, the margin for error narrows — making consistency, competency and communication critical.
Dr. Propst pointed to the importance of ensuring that staff remain engaged and prepared as new capabilities are introduced, particularly in outpatient and specialty settings where workflows can vary widely and patient needs are often more individualized.
At the same time, financial pressures continue to shape decision-making. Drug costs remain volatile, and procurement strategies are increasingly tied to broader system performance. For many leaders, balancing cost containment with patient access has become one of the most persistent tensions in the role.
“Efficient and cost-effective procurement presents a significant challenge for pharmacy leaders, particularly in an environment of already thin margins,” Dr. Propst said.
That challenge is compounded by policy uncertainty, particularly around programs such as 340B, which play a critical role in supporting hospital margins but continue to face regulatory changes and scrutiny. Navigating that landscape requires not only operational discipline but adaptability as reimbursement models and compliance expectations evolve.
Against that backdrop, Dr. Propst said Prisma’s long-term priorities are centered on sustaining both clinical impact and organizational alignment — ensuring that growth in outpatient and specialty services translates into measurable improvements for patients.
“As we continue to expand our care reach, I would define success by our ability to uphold our commitment to patients through improved outcomes and a positive care experience,” he said.
Equally important, he added, is maintaining strong engagement across the pharmacy workforce — particularly as teams adapt to new technologies, shifting responsibilities and a more complex care environment.
He emphasized that keeping team members informed and involved will be essential to sustaining progress, supporting professional development and managing change over time.
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