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People on the Move-April

Distance-learning modules lead to a “Certificate of Professional Competency”

CMR Institute Offers New Sales-Rep Training

People on the Move-March

Stable economics and growing healthcare concerns make Brazil one of the top emerging markets, with a current growth rate >20%

Entering the Brazilian Pharmaceutical Market

 interview, Brandon Newman, Xevant’s CEO and founder, explores:

The implications of the Inflation Reduction Act’s price negotiation provisions, and how these could result in ripple effects across the healthcare system

The role that pharmacy benefit managers (PBMs) and other intermediaries' play when it comes to determining drug costs, and how spread pricing is involved

How Xevant helps improve drug cost transparency efforts

Strategies for affordability Newman would offer the pharma industry that can be implemented immediately

Brandon Newman joins The Pharmaceutical Commerce Podcast to discuss the evolving role of PBMs, including the importance of drug price transparency. 

A Further Examination of Pharmacy Benefit Managers

The media company utilized CMS data and worked with Medicare experts to pinpoint qualities that were highly valued to consumers.

US News Ranks Its Top Medicare Advantage and Part D Companies

Could health system changes that improve patient access to medication have a positive effect on societal welfare?

The Impact of Alzheimer’s Disease Treatments on Health Equity

What are their satisfaction rates when it comes to telemedicine visits?

Telemedicine Perspectives from Cancer Patients

The collaboration ultimately benefits oncology patients, as life science companies will be able to access their cancer journey data more efficiently.

Ontada Partners With Datavant for Faster Access to RWD

By 2050, study estimates that cancer incidence and mortality rates will nearly triple in low-Human Development Index countries, highlighting an urgent need for enhanced global cancer prevention, early detection, and treatment strategies to address growing disparities.

Global Study Warns Cancer Cases to Triple in Low-HDI Countries by 2050, Urging Enhanced Prevention, Care Initiatives

Shaping the Future of Commercialization

, Chase Feiger, MD, co-founder of Ostro emphasizes the value of AI technology in addressing challenges in digital commercialization within the life sciences industry. The main gap being addressed is the lack of personalized, intuitive, and engaging user experiences for healthcare professionals (HCPs) and patients, especially on digital platforms like brand websites. Feiger compares traditional digital experiences in life sciences to consumer-driven platforms like Netflix, where content is personalized based on past behavior and preferences. In the life sciences sector, however, regulatory constraints—such as the need for compliance with medical, legal, and promotional review processes—complicate this kind of personalization. Despite these challenges, AI and other consumer technology solutions can be adapted for this sector, prioritizing regulatory compliance while enhancing the user experience.

The solution, Ostro, was developed with this mindset: to create a digital experience for life sciences that balances personalization with strict regulatory standards. Feiger’s team includes experts from consumer tech, privacy law, and compliance fields to ensure that the platform is both effective and compliant. Ostro aims to transform the way HCPs and patients interact with medical content.

Feiger also shares the up-and-coming trends that he anticipates in relation AI and life sciences, and how the industry can position itself to capitalize on these trends.

A transcript of Feiger’s conversation with

What emerging trends do you foresee in the intersection of AI and life sciences, and how can we as an industry position ourselves to capitalize on these trends over the next 10-15 years?

First and foremost, I think that every single brand experience 10-15 years from now is going to be vastly different in that there will be no one-size-fits-all brand.com or brand experience—it's going to be one that's really driven by personalized engagement, i.e., one that's going to understand where I am from a health literacy perspective, where I am from an HCP specialty perspective. It's one that's going to be entirely focused on things like personalization. If we look more holistically in the industry, we've seen the introduction of new technologies being able to support things like digital twins and virtual clinical trials, i.e., being able to create virtual control group solutions—with companies like Flatiron Health. I still think that there is a tremendous amount of innovation to occur, specifically on that side of the sector as well, when it comes to clinical trial research and how clinical trials are run.

I also think we're still in the very early stages for things like AI for market access and value communication, i.e., being able to leverage market access strategies to and conjoining that with a lot of what's happening in artificial intelligence. You'll be able to forecast things like payer trends, being able to optimize formulary positioning for new therapies. I think there that we're in the very nascent stages of that as well. But really where I'm going to go, and everything I'm going to hit on is all going to come back down to largely the commercial side, this idea for patient and HCP as AI to drive true personalization.

If you think about it, that is the thing that we keep hearing across the board. We've been hearing about personalized medicine for a very long time. We continue to hear about personalized medicine, but we're not actually practicing personalized medicine right now. We're practicing evidence-based medicine, which is good because we have the evidence, we have the real-world data to support the clinical decisions that we're making as providers. Imagine an era where we're doing genomic sequencing, we're looking at things like proteomics. Imagine what we're going to be able to do on the personalized level, and having all of that data from a personalization perspective to be able to support very important clinical decisions that we make. I think we are in the very early stages of that, and it'll be very interesting to see what comes in the future. A lot of that is going to tie to commercialization methodologies in some very exciting ways.

In the final part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Chase Feiger, MD, co-founder, Ostro, outlines the trends he expects to see over the next 10-15 years when it comes to the intersection of AI and life sciences.

AI’s Role in Personalizing Life Sciences Digital Experiences

How valuable can AI technology be when it comes to tackling digital commercialization challenges—especially within the life sciences industry—and what gaps were you trying to bridge when creating Ostro?

If I were to ask you, what are the things that you take away when you compare a legacy experience to a consumerized experience, you would tell me primarily three things. You would say, Chase, I'm getting convenience, I'm getting personalization. You go, you log into your Netflix, you log into my Netflix, you're going to see very different sets of content based on other things that we've looked at in the past. You're going to see a very intuitive user experience, one that didn't require you to learn and to train on how to use it. It was just very naturally intuitive when you started using it. I like to say that when we think about things like artificial intelligence, when we think about things like what's happening within commercialization and life sciences, it's very similar, except the one constraint being, of course, that every piece of content in life sciences has to go through regulatory compliance review. It has to go through PRC [Promotional Review Committee], MLR [Medical, Legal and Regulatory].

But there are ways that a lot of these different technologies that we've seen utilized in the consumer space can be rebuilt and re-crafted with a regulatory compliance-first mindset, and that's what we did. We ranked regulatory compliance as number one when we looked at recreating a lot of these different novel software solutions and bringing them to this industry; [we’ve added] a former prosecutor to our team. The individual who ran data privacy over at McKinsey is on our team. We took this very, very seriously, and we partnered up with best-in-class consumer technology experts to rebuild these products. That's how we did it. When you ask, what is it that we actually did, and how valuable is it—if I'm an HCP and if I go to a brand.com, that HCP is a one-size-fits-all experience. If I receive a rep-triggered email as an HCP, a lot of that content is not really engaging and interactable. It doesn't enable me to ask the questions I want to ask. Maybe I'm looking for information on clinical trial information, looking for more efficacy, or MLA based information. I have to click around and try to go and find it. It doesn't personalize for me. 

If I'm a patient and I land on a brand.com, the content doesn't personalize based on my health literacy level, i.e., do I have the health literacy level of a sixth grader? Do I have the health literacy level of an HCP that's trying to learn more about this new cancer immunotherapeutic? It's different for all groups. This is where artificial intelligence is having the most impact in terms of being able to provide that personalization for both the patient, as well as the HCP, making it easier for them to find that information they're looking for in a way that they can digest it, in a way that they can comprehend it, in a way that they can actually understand it and take better action on their care—if you're a patient or if you're an HCP—to learn more about that therapeutic treatment option with less clicking, less thinking, less scrolling.

In the first part of his video interview with Pharma Commerce Editor Nicholas Saraceno, Chase Feiger, MD, co-founder, Ostro, discusses the value of AI technology when it comes to tackling digital commercialization challenges.

Enhancing Pharmacy Resilience 

, John Stefankiewicz, VP of Analytics, Cencora

explained that pharmacy deserts are increasingly prevalent due to the ongoing closure of pharmacies, which affects community access to essential healthcare services. In urban areas, the nearest pharmacy may be difficult to reach due to barriers like highways and inadequate public transport. In rural regions, residents may need to travel significant distances, sometimes 20 miles, only to find pharmacies closed after work hours. Pharmacies serve as critical points of care, especially during peak seasons for illnesses like flu, emphasizing the necessity of local access to pharmacists for timely prescription filling and healthcare support.

Pharmacy deserts are increasingly prevalent due to the ongoing closure of pharmacies, which affects community access to essential healthcare services. In urban areas, the nearest pharmacy may be difficult to reach due to barriers like highways and inadequate public transport. In rural regions, residents may need to travel significant distances, sometimes 20 miles, only to find pharmacies closed after work hours. Pharmacies serve as critical points of care, especially during peak seasons for illnesses like flu, emphasizing the necessity of local access to pharmacists for timely prescription filling and healthcare support. There is also a need for advocacy to enhance pharmacy reimbursement and ensure long-term viability. Stefankiewicz highlighted the ability to quickly develop and test solutions across different regions, adapting to legislative changes. The conversation also addresses the issue of pharmacy deserts, noting that closures affect both access and operational challenges for remaining pharmacies. A specific example illustrates how a rural pharmacy absorbed patients from a closed chain store, revealing the diverse challenges pharmacies face, including staffing and service mix. Overall, the focus is on collaborative solutions to support pharmacies in underserved areas.

A transcript of Stefankiewicz’s conversation with

What types of solutions are needed to support pharmacists and future-proof the resiliency of pharmacies?

Advocacy is really going to be one of the areas that opens up pharmacy reimbursement, which is critical for their viability long term. On top of that, our scope allows us to build and test solutions very fast. Our scale allows us to test these solutions across geographies. So as one state legislates certain rules, we can apply that, see what the results of that are, and even almost advocate on behalf of the pharmacy in other areas—either at the state, local, or federal level. That’s the beauty of how we're looking at pharmacy deserts, and how we're looking to solutions. On top of that, pharmacy deserts, and the solutions required at the pharmacy level, is very diverse. We think about pharmacy closures and the viability of pharmacy, but pharmacy deserts also impact that pharmacy that's still open.

We were talking to a pharmacist and a pharmacy owner, where the chain store in the rural area— already in a pharmacy desert—closed, and they were left filling all those scripts from that chain pharmacy. Things like staffing, pharmacy mix—those are the solutions that they're turning to us to partner with them to help solve. That blew my mind, because we've been thinking about it as low access, but a lot of the GNP [Good Neighbor Pharmacy] stores are onboarding these new patients from other areas, other stores, and other chains that are closing. It just goes back to the diverse set of solutions available to the pharmacies.

In this video interview with Pharma Commerce Editor Nicholas Saraceno, John Stefankiewicz, VP of Analytics, Cencora, describes the value of advocacy and other solutions in under-served areas.

KOL Collaboration Series: Enhancing Pharmacy Resilience 

What Are Pharmacy Deserts? 

 Jenni Zilka, SVP, community & specialty pharmacy and president, Good Neighbor Pharmacy, noted that pharmacy deserts are communities without access to pharmacies, hindering residents' ability to fill prescriptions and access healthcare services. These areas are often also healthcare deserts. Definitions vary by location: urban areas lack pharmacies within a mile, suburban areas within two miles, and rural areas within ten miles. Approximately 35 million people live in pharmacy deserts, making this issue pressing. Factors contributing to their rise include reimbursement pressures, decreased foot traffic post-COVID, and the inability of pharmacies to bill for services beyond prescription filling. Independent pharmacies, often serving underserved communities with a majority of government-paid patients, are particularly affected. Zilka also alluded to legislation that is helping to improve patient access.

A transcript of Zilka’s conversation with 

What exactly are pharmacy deserts, and why have they become so prominent?

If you think about a pharmacy desert, it's kind of exactly how it sounds. It's communities where there is no pharmacy, where people cannot fill their prescriptions, but as you know, in many of these pharmacy deserts, they may also be healthcare deserts, where the pharmacy is already playing the role of providing necessary services to maintain good health all around, well beyond just dispensing prescriptions. The definition—which is kind of an industry standard of what a pharmacy desert is—is really where there's no pharmacy, meaning there's no care for the local residents and patients of that area. And it's a little different, depending on if you're urban, suburban or rural, but essentially, it's a one-mile radius. If you're in the city, if people live more than a mile away from the nearest pharmacy; if you're in the suburbs, it's two miles. If you go to more rural settings, then it's 10 miles. Our data shows us that there's an estimated 35 million people live in a pharmacy desert, meaning they don't have access to a pharmacist or perhaps healthcare in general. So that's what a pharmacy desert is.

You asked why we are talking about pharmacy deserts, and why they are more prevalent than perhaps they have been in the past. Candidly, it's just because pharmacies are of all sizes and shapes. Of course, we're here today representing independent pharmacies, but regardless of whether it's an independent or a chain pharmacy, they are really at risk of going out of business. You're probably reading about it in the news these days, but essentially, there're a few key factors that are driving that.

The first is reimbursement pressure. They are continually being reimbursed less for prescription drugs on a day-to-day basis. And then I think as importantly, when you think about COVID, it drove a lot of traffic into the pharmacies. Since COVID is behind us, the need isn't as great. They're not getting as much food foot traffic either, coming into the pharmacy as they were during COVID. It's a combination of reimbursement pressure along less foot traffic. but I think as importantly, not having a vehicle to bill for some of the services that they that they provide, goes well beyond filling prescriptions. What's interesting about independent specifically is that the makeup of their patient base is typically over 50% government paid, meaning state Medicaid or Part D. These are already underserved communities. These are where there's a strong need for a healthcare provider, and that's where they typically where they typically reside.

In this video interview with Pharma Commerce Editor Nicholas Saraceno, Jenni Zilka, SVP, community & specialty pharmacy and president, Good Neighbor Pharmacy, clarifies the meaning behind pharmacy deserts, along with reasons for their increase in prominence. 

KOL Collaboration Series: What Are Pharmacy Deserts? 

digital solution trends

Pertaining to the implementation of digital solutions in the marketplace, what kinds of successes have you seen?

We've seen some great success with implementing these solutions in the marketplace. One example I can share is a manufacturer who decided up front to build a really robust roadmap. They decided to map out exactly what they were looking to achieve and how they were going to achieve it. They allowed for enough time, and they made sure that they had all the right financial investments in place. They had the right players and stakeholders involved, and that was really crucial as well. They brought industry experts to the table, and they made sure they had the right teams of operational expertise, IT expertise, business process expertise. They were able to bring everyone together, and they focused first on building their platform and their core infrastructure. They were really thoughtful around how they did that, and then from there, they were able to evolve their roadmap, and they've continued to build off of that solid foundation that they built, and they've continued to enhance and evolve that along the way. Ultimately, they have a package where it’s a solid foundation, they're able to meet patients and customers where they are, and their technology is really supporting the patient journey. So that's been really successful. 

Another thing that I've seen several manufacturers do that I am in favor of—and I think works really well—is the pilot approach. Traditionally, you see a manufacturer go through an RFP process, select a vendor, and then implement their solutions into their patient support program, but they're fully invested at that point. I think what works better are some of these manufacturers who have engaged in a pilot first, so they still go through that RFP process, but when they select their vendor, they develop a short-term pilot so that they can fully vet that solution on a smaller scale and in a narrower focus, and that enables them to gather some data to determine: are the outputs of what they expected? Are they getting accuracy results that they were told they were going to get? Are those solutions being utilized in the way they thought they were going to be utilized?

I've seen some manufacturers come out of that pilot with much lower accuracy rates than they were expecting. I've also seen some come out of the pilot phase with the same or higher accuracy results that they were expecting, but ultimately, they have the data that then they can decide, is this investment truly worth it, and are we going to get what we were expecting to get without having to fully invest? So that's been a really smart approach as well.

Heading into 2025, what trends in the space are you envisioning?

Digital solutions aren't going anywhere. I think you're going to hear about more manufacturers who are interested in implementing these solutions or expanding on what they already have in place today. I think we'll see more service providers pop up, new service providers we hadn't heard about before, and maybe new service offerings we hadn't heard of before. I just think there's going to continue to be an expansion in this space. Perhaps we'll hear of more well-rounded packages of solutions being offered, but the other thing I think we're going to hear a lot more about—and I'm excited to see where this conversation goes—is around AI. It’s the buzzword of late, so I think we're going to hear a lot more about AI and how that is integrated in some of these solutions. I'm curious to see where that conversation goes.

In the final part of her interview with Pharma Commerce Editor Nicholas Saraceno, Meghan Mullooly, Archbow Consulting’s Vice President, shares implementation success stories, and provides an outlook on future of the space. 

Digital Solution Trends Heading into 2025

Meghan Mullooly digital solution

What advice could you offer pharma manufacturers for implementing these digital solutions within their patient support programs?

There are a lot of ways to successfully implement these solutions within your patient support program, but there are three that I think are really crucial, with the first being to know your customer. Know who your patients, your HCPs and your customers are. The second would be to map your patient and prescription journeys, and the third would be establishing your goals.

If I can expand on those a little bit, it's important to know who the patients are, who the HCPs are, what's important to them, what's valuable to them, because not every digital solution is appropriate for every patient population, for every patient in a specific therapeutic area, with a particular disease, and so it's important to know what value the customers are going to drive to make sure it's even appropriate.

When you're mapping your patient and your prescription journeys, you're able to target your digital solutions along the way that are going to be most impactful. So maybe there's a particular roadblock that exists within your patient journey, and you can implement a digital solution to solve that problem, or there's a way to create efficiencies, to get therapies to patients faster by implementing particular solutions. You want to understand that holistic journey as well.

And then lastly, with establishing your goals, it's important to understand what you're trying to achieve so that you can measure your success and ensure that there is value. Too often, we see manufacturers who just want to be seen as tech-driven or tech-forward, so they implement solutions for the sake of implementing them, but then they can't just determine if there's even value or success on the other end. You want to make sure that you're utilizing the solutions in a way that's going to enhance your program and improve the customer experience, which can ultimately lead to that overall success.

In the second part of her interview with Pharma Commerce Editor Nicholas Saraceno, Meghan Mullooly, Archbow Consulting’s Vice President, offers advice to pharma manufacturers for successfully applying digital solutions to their patient support programs. 

Digital Solution Implementation

Meghan Mullooly patient services

When it comes to providing patient services, what types of digital solutions exist today?

What we're seeing is that there are a wide variety of digital solutions that are becoming available, and some solutions available today that weren't even just a couple of years ago. I think it's best to categorize them into four main buckets, the first being your digitally enhanced services. Where traditional patient support services were executed by human resources, we are now seeing a shift—or an alternate model—where there's a digitally enhanced service that's being offered. Think of your electronic benefit verifications, your electronic prior authorizations that can provide the service through an electronic solution versus a person manually executing that service. The second bucket would be your process optimization solutions that are driving efficiencies and improving your outputs. Think of OCR, your optical character recognition, conversational AI, chatbots. Those would be examples within that bucket, and these are also replacing some of the more manual need that traditionally was executed by people. For your OCR solutions, for example, you're able to automate your data entry processes instead of utilizing a manual approach there.

The third bucket would be around engagement and communication channels to better interact with patients and HCPs. We're not seeing any replacement with the traditional methods. Facts and phones still exist. Email and mail are still there, but there are more opportunities to connect with patients and HCPs and other customers, and meet them where they are. We're seeing things like digital assistance, more use of mobile apps, more use of texting, all to support the program as well.

And then the last would be your software platform, so your traditional CR systems, your data analytics. and dashboards. While those aren't necessarily new in the marketplace, what is new is how sophisticated and customizable these are becoming, and they're better able to drive the patient journey and automate touchpoints along the way, which has been really neat.

As you mentioned earlier, there are nuances within the solutions. I think that no two solutions are identical, and oftentimes, I think there's a different understanding of the product at hand. We have seen some manufacturers who think they're signing up for a particular solution, but the capabilities of the service provider didn't quite line up with exactly what the manufacturer thought they were getting. There's different terminology that's being utilized and different capabilities that are available, so it's really important to properly vet service providers to understand that what you're signing up for is exactly what you're getting.

In an interview with Pharma Commerce Editor Nicholas Saraceno, Meghan Mullooly, Archbow Consulting’s Vice President, outlines the various types of available digital solutions when delivering patient services, while also sharing ways to drive efficiencies.  

Further Developing Patient Services 

Matt Hawkins mitigating security risks

How can data, privacy, and security risks in the pharma sector be mitigated?

 From a security and privacy perspective, AI has obviously brought a lot of focus into that area, and it's brought a lot of challenges—both from a communication perspective—to businesses and individuals on how their data is being used. And I think a lot of the same principles apply in terms of the way that we've been storing data securely in our environments for a very long time, and we all do our industry certifications every year—whether that be SOC 2, whether that's HITRUST—those principles still apply in the way that we store and provide access to data, to third parties, and to customers, suppliers, partners, etc. 

I think what AI brings to the table is an extra layer of transparency and accountability that we haven't seen before. Let's touch on a couple of those. With transparency, I think it's super important that we, as organizations, are transparent on how data is being used in an AI scenario. Making patients aware of how their data will be used and what it will be used for, and giving them the choice to opt in or opt out of those scenarios. That's something that we do. Everything that we provide to patients—we're very transparent about how we do that, and what we try and do as much as possible is detach the data from the individual. We don't need to know personal identifiable information to look at things like medical history, to look at things like your fill history; that is a separate piece of information from what identifies you as a person. I think being very transparent with how we communicate on what we're doing with data, and also making sure that we're auditing ourselves both internally and providing ways for external organizations to audit us as well. We look at anything that we're doing with AI. We're aware and continually monitor for things like bias. Are we showing bias in the way that we're dealing with individuals or customers? Are we producing unfavorable results? We constantly monitor internally how our data analytics and how our AI is performing, and we also subscribe to external organizations in the way that they put forward guidelines and recommendations.

I think it's important to be part of the conversation there, and not just waiting to have legislation put on top of you, but instead, being part of the conversation shaping how AI can be used safely and ethically moving forward in order to enhance the patient's experience, all through that kind of supply chain. Because if we go back to the logistics and the operational efficiency, that at the end of the day is still having an impact on the patient, because the pharmacy itself is more efficient internally. For me, it's transparency, it's ethics, and it's consistently providing a feedback loop internally and externally to both internal and external audits.

In the final part of his Pharma Commerce video interview, Matt Hawkins, CaryHealth’s Chief Technology Officer, comments on the importance of mitigating security risks, along with ways to take action. 

An Extra Layer of Transparency and Accountability

Matt Hawkins digital pharmacy

What capabilities are needed from a digital pharmacy in order to provide patients with the various services that they may need?

From a digital pharmacy perspective, in a broader sense, stepping back from AI, a digital pharmacy needs to be agile and have the capability to be able to tailor a service either in a B2B or a B2C scenario. Working with a partner, every partner is different, and everybody has different requirements for their specific medication that they need a digital pharmacy partner for. They may have a different demographic of patients, so having a digital pharmacy that's able to be agile and modular in a way that it can leverage the right services for that partner easily, quickly, and cost efficiently is incredibly important, and that's where the strength in digital pharmacy lies.

There's a plethora of healthcare services out there—from telehealth to specific patient adherence services, to data analytics companies—so having a digital pharmacy that's able to leverage the right solution at the right time is very important, and that applies both from the patient care perspective as well as from the logistics perspective.

Choosing the right delivery partner for your scenario, choosing the right communication method for your patient demographic, and being able to iterate over that very quickly, while also being able to have the necessary digital tools in place—like having mobile apps, web portals, having both customer and partner-facing tools that gives them the transparency to be able to look at the lifecycle of their experience—is critical. Is adherence going up? What are the factors affecting adherence? Having this digital suite of components together in a single platform that they can leverage is paramount to providing a digital pharmacy service.

In this part of his Pharma Commerce video interview, Matt Hawkins, CaryHealth’s Chief Technology Officer, outlines the necessary qualities of a digital pharmacy that will allow it to be of greatest value to patients.


Why Agility Is Paramount

Leveraging AI Matt Hawkins

How can AI accurately diagnose patients and provide reliable medical advice?

I think the benefit of AI—especially in 2024 as we've seen the proliferation of generative AI over the last three to four years—is its capability to be able to look at a huge amount of data. I would look at that data in context, and that's typically an operation that would that for an individual would take a long time to do, so reading through medical history, looking through medical images, looking through things like lab results. Bringing all of that information together takes a lot of concentration. It takes a lot of time from a human in that situation. AI provides the ability for it to look at this full data corpus very quickly and to find the patterns in that data and give the human on the other end a very quick answer that’s very much in context to the question that has been asked, and to do that at a scale which has not previously been possible before.

When you talk about the reliability as well, I think we all know that data can be analyzed in such a vast capability right now. How do we know that that's reliable? I think it's very important when we're presenting things like medical information, is that we're able to back up the decisions that we've made with referenceable answers, so that when you're getting a response—whether in a patient context or in a healthcare provider context—you get instant feedback on why you're getting that answer. Where's the reference, where's the clinical guidelines, where's this piece of information come from? How does that relate to the specifics within the patient profile? That serves a couple of purposes.

One is that it's giving you confidence that you're getting an answer that is based within truth. And two, it's giving you that ability to instantly verify that information as well. Context on the way in, and context on the way out. I think from that point, there's several places that you can go. We can talk about personalized treatment plans. We can talk about simulating medical scenarios. There's such a broad application of this that we could about lots of different applications.

In an interview with Pharma Commerce Editor Nicholas Saraceno, Matt Hawkins, CaryHealth’s Chief Technology Officer, describes how artificial intelligence can not only diagnose patients, but also deliver accurate medical advice.

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