One of the most difficult—and least discussed—aspects of building a Consolidated Service Center (CSC) is securing executive support and capital investment. Success depends on connecting strategy, financial value and patient outcomes to an organization's broader goals. Ganesh Chandran is joined by Dr. Akeem Bale, Vice President, Pharmacy Services at the University of Texas Medical Branch, and Dr. Laura Mark, Vice President of Pharmacy at Allegheny Health Network, to discuss the strategic, financial, and organizational steps that transformed a promising idea into an approved capital investment.

Guest Speakers: Akeem O. Bale, PharmD, MS, MBA, BCPS, BCSCP Vice President, Pharmacy Services Program Director, PGY1/2 HSPAL Residency Program UTMB Health, Department of Pharmacy Services

Laura Mark, MS, MHM, PharmD Vice President of Pharmacy Allegheny Health Network

Host:   Ganesh Chandran, PharmD, MBA Pharmacy Executive Vizient Pharmacy Enterprise Support

Show notes:

[01:12]

• How each organization recognized that traditional pharmacy operations could no longer support future growth, expanding ambulatory care, and increasing operational complexity.
• Why long-term strategic planning, workforce challenges, and enterprise wide support became the driving forces behind pursuing a consolidated service center.

[04:39]

• How successful business cases focus on organizational priorities such as patient access, financial performance, quality outcomes, and total cost of care instead of technology alone.
• Why demonstrating measurable value through pilots, standardization, and return on investment helps gain executive support for large scale transformation.

[08:30]

• The importance of tailoring proposals to different executive stakeholders while building champions who can advocate for the vision.
• How early operational improvements and phased implementation can demonstrate value before construction or major capital investments begin.

[10:24]

• Why breaking a consolidated service center strategy into manageable phases creates confidence among executive leaders and improves long term success.
• How responding to executive questions with refined financial models and scenario planning strengthens both the proposal and organizational trust.

[13:12]

• How creating an enterprise wide pharmacy culture through standardization, trust, and shared leadership prepares teams for organizational change.
• Why establishing a one team philosophy before opening a new facility creates stronger collaboration and more sustainable operational success.

[16:56]

• Practical advice for pharmacy leaders beginning their own consolidated service center journey, including learning from peer organizations and celebrating incremental progress.
• Why a consolidated service center should be viewed as an enabler of a broader pharmacy strategy that supports long term growth, scalability, and patient care rather than simply a new building.

Links and Resources: Pharmacy Enterprise Support

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