A Qualthera Deep Dive

In a video interview with Pharma Commerce, Donald Prentiss, founder and CEO of Qualthera, describes how compounding pharmacies play a critical role in addressing unique and unmet medication needs that cannot be met by commercially available drugs. Their role in the pharmaceutical supply chain varies depending on the type of compounding facility: 503A or 503B.

A 503B facility, also known as an outsourcing facility, primarily supplies office-use medications to healthcare providers, who then administer them to patients. These facilities must adhere to current Good Manufacturing Practice (cGMP) standards, as they are FDA-registered and subject to inspections. In contrast, a 503A facility focuses on compounding medications based on individual prescriptions, typically in smaller, patient-specific batches. This allows for customization, such as removing allergens or adjusting dosage forms to better suit a patient's needs.

Both types of compounding pharmacies are particularly useful in cases of drug shortages or when commercially available drugs are insufficient. For example, if a patient requires a medication that is in short supply, a compounding pharmacy can step in to provide a tailored solution. This flexibility makes compounding pharmacies essential for meeting the unique needs of patients, whether by modifying an existing medication or creating entirely new formulations to address specific medical conditions.

Ultimately, the primary function of compounding pharmacies is to bridge gaps in the pharmaceutical market by providing personalized, alternative treatments that meet the diverse needs of patients.

Prentiss also comments on the tirzepatide shortage, the notion that commercialized and compounded drugs are competing with one another, what needs to be done amid the various legal battles pertaining to GLP-1s that are currently taking place, and much more.

A transcript of his conversation with PC can be found below.

PC: What was the inspiration behind Qualthera, and what are its objectives?

Prentiss: Our tagline is “quality therapy for life.” It has a double meaning. Life meaning lifespan from newborn to hospice, as well as situational—whatever life throws at you in between. Again, that key focus on quality [is essential]. As the name suggests, we compounded quality and therapy to come up with a name, Qualthera. Looking at the pharmacy landscape, you see the CVS, Walgreens on every single corner, and really focused on the retail, one-size-fits-all drugs, and then you look at the compounding space a little bit more fragmented. You have the mom and pops, or the independents across the country really serving their local areas. In my personal opinion, the personal touch, the community integration, the level of accountability associated with the independent compounding pharmacy world is just really appealing. I think that's what a lot of people appreciate and love, and that's why they stick to those types of pharmacies if they can get their drugs there.

As I looked around, I said, there's really nothing at scale. Meaning, a compounding pharmacy, same brand across every country. You're going to have networks. I think there's one or two large compounding networks out there, but a lot of them have the same, original name. They're not consistently branded. You have to look at the locations on the site and things like that, and there's not another network that has a store in every single state and territory, and that's my goal. I want to have Qualthera compounding pharmacies across the country, in every state, which gives you a lot of benefits.

I think number one for me personally, as an operator on both the 503A and the 503B side, you reduce a lot of regulatory pressure. Right now, there's a race in the compounding world to say, who has the biggest pharmacy? I landed a 45,000 square-foot facility here, and 50,000 here. For me, although you get that economies of scale there, you can ship across all 50 states. If you get an issue in Florida and Texas finds out about it, Texas is going to want their pound of flesh too, right? If you get a fine there, you're going to get a fine there, and that goes into a database, and all the other states find out about it, and they want to get their pound of flesh too.

There's a lot of regulatory pressure. You put a lot on these pharmacists that have to maintain all these licenses in different states for you to ship there. [Regarding] environmental risk—if you saw what happened to Baxter, a hurricane happens, or some facility gets damaged, you're down. I want to diversify that risk. I want to have all these pharmacies across each state, also have the ability to serve the contiguous states as well, to have that redundancy. But we're not going to load these stores down with 50 licenses and just carry that kind of risk, but you still get the economies of scale and the group purchasing power, because you're all under common ownership. You can transfer prescriptions because you're on the same software. We have some pretty unique models behind the scenes that will help us scale faster, and we're really excited about that.