[{"data":1,"prerenderedAt":301},["ShallowReactive",2],{"work-cases":3},[4,66,111,161,213,256],{"id":5,"title":6,"alt":7,"approach":8,"architecture":9,"audience":10,"body":11,"context":33,"date":34,"decision":35,"decision_type":36,"description":37,"executive_summary":38,"extension":39,"img":7,"lessons":40,"meta":41,"navigation":42,"outcome":43,"path":44,"problem":45,"quote":7,"quote_author":7,"results":46,"scope":52,"seo":53,"services":54,"stem":57,"tagline":58,"technology":59,"timeline":63,"what_continued":64,"__hash__":65},"cases\u002Fcases\u002Fphios-340b.md","The Phios 340B Module",null,"We built a 340B module on Phios that analyzes dispensing and claims data alongside the TPA's output, flags qualifying claims the TPA missed, and surfaces compliance issues as they happen rather than at audit time. The pharmacy works the queue; the hospital gets program visibility it never had from the counter side.","Built on the PHRET pharmacy data platform with real-time claims qualification logic tuned to 340B program rules. Runs alongside the incumbent TPA rather than replacing it — which is exactly what makes the missed claims visible.","Operators & Health Systems",{"type":12,"value":13,"toc":29},"minimark",[14,18],[15,16,17],"p",{},"*Compared with leading industry TPA software. Representative results from live operations; outcomes vary by program structure, hospital mix, and data access. Client identities are confidential.",[15,19,20,21,28],{},"The 340B module is part of Phios — priced per store, per month, by module, with operator references available on request. The full product lives at ",[22,23,27],"a",{"href":24,"rel":25},"https:\u002F\u002Fphiosrx.com",[26],"nofollow","phiosrx.com",".",{"title":30,"searchDepth":31,"depth":31,"links":32},"",2,[],"The partner — an owner operating multiple pharmacies and working directly with hospital 340B programs — lived that gap daily. Through Launchpad, he brought firsthand insight, hospital relationships, and operating experience; Milligram brought the PHRET data platform, engineering, and pharmacy economics. A true co-build, structured before development began.","2026-07-01","Which 340B claims are being missed — and can every qualification decision hold up, in real time, when the audit comes?","product","An operator's firsthand insight became a Phios module that finds the 340B claims TPA software misses — averaging $8k in new monthly gross profit per pharmacy, with real-time compliance visibility.","A multi-pharmacy owner who works directly with hospital 340B programs brought the problem to Launchpad — contract-pharmacy 340B capture was leaving money and compliance risk on the table, even with a leading TPA in place. Together we built the Phios 340B module, which identifies missed qualifying claims and surfaces compliance issues in real time, from the pharmacy counter. The program now serves a growing roster of partners, adding 2–3 new 340B clinic and hospital relationships every few months.","md","The gap between a hospital's 340B program and its contract pharmacies isn't a lack of software — a TPA was already in place. It was that nobody was checking the TPA's work from the counter side, in real time. The best product ideas come from operators who live the gap daily.",{},true,"Per pharmacy, the module averages $8,000 in new monthly gross profit from missed claims identified, saves 40+ staff hours per month, and improves compliance identification through real-time insights — measured against the leading industry TPA software. The program continues to grow, adding 2–3 new 340B clinic and hospital partners every few months.","\u002Fcases\u002Fphios-340b","Hospital 340B programs run through contract pharmacies — but the TPA software sitting between them misses qualifying claims, and compliance questions surface after the fact instead of in the moment. Hospitals lose program value; pharmacies carry the operational burden; neither side can see the gap.",[47,48,49,50,51],"$8k average new monthly gross profit per pharmacy from missed 340B claims*","40+ staff hours saved per month, per pharmacy","Improved compliance identification through real-time insights","2–3 new 340B clinic and hospital partners added every few months","Born in Launchpad — an operator partnership, structured up front","Multi-pharmacy network serving hospital 340B programs",{"title":6,"description":37},[55,56],"Product & Platform Build","340B Program Intelligence","cases\u002Fphios-340b","A Launchpad partnership serving hospital 340B programs from the pharmacy counter",[60,61,62],"Phios 340B module","PHRET pharmacy data platform","Real-time claims qualification analysis","Live and growing — 2–3 new clinic and hospital partners every few months","The module is now part of Phios, available to pharmacy operators and the hospital programs they serve. The founding partner holds an ongoing revenue share in the module — and a working product his own business scales on — while the partnership keeps compounding as new hospital relationships come online. It is Launchpad's first product proof: an operator's insight, made repeatable.","T0rWbZ_1_SF-QPOiJlX5eoZr1RIdzlTamkRQqpHrpv4",{"id":67,"title":68,"alt":7,"approach":69,"architecture":70,"audience":71,"body":72,"context":79,"date":80,"decision":81,"decision_type":82,"description":83,"executive_summary":84,"extension":39,"img":7,"lessons":85,"meta":86,"navigation":42,"outcome":87,"path":88,"problem":89,"quote":90,"quote_author":91,"results":92,"scope":98,"seo":99,"services":100,"stem":103,"tagline":104,"technology":105,"timeline":108,"what_continued":109,"__hash__":110},"cases\u002Fcases\u002Fcommunity-pharmacy-operations.md","Community Pharmacy Operations","We connected the fragmented data — dispensing, claims, purchasing, 340B — and converted it into a prioritized operating queue with clear opportunity logic, expected economic impact, assigned ownership, and action tracking through to the measured result. The queue lives where the team already works; nothing new to interpret.","Built as Phios on the PHRET pharmacy data platform, with models tuned to pharmacy economics. Each opportunity carries its reasoning and dollar impact; actions are routed, tracked to completion, and measured — so the system learns which interventions actually pay.","Operators",{"type":12,"value":73,"toc":77},[74],[15,75,76],{},"Results shown are representative of live deployments and vary by pharmacy profile, payer mix, staffing, and available data. Client identities are confidential.",{"title":30,"searchDepth":31,"depth":31,"links":78},[],"The pharmacies had software and reports in abundance. What they lacked was prioritization — of everything the data could surface, what deserves action today, who should act, and how would anyone know it worked? Every location handled the same situations differently, and high-value opportunities expired quietly while staff worked whatever was in front of them.","2026-06-01","Which reimbursement, purchasing, 340B, and workflow opportunities deserve action each day — and who should act on each one? The system had to answer that question continuously, not in a monthly report.","operational","Fragmented pharmacy data turned into a prioritized daily operating queue — opportunities identified, routed to the right person, and measured through to the result.","Community pharmacy operators had the data — dispensing, claims, purchasing, 340B — but the decisions still lived in reports and experienced people's heads. We built the system that connects that data and converts it into a prioritized daily queue of actions with expected economic impact, assigned ownership, and outcome tracking. It became Phios, the first Milligram decision system delivered as a repeatable product.","The gap in pharmacy operations was never information — it was prioritization, ownership, and follow-through. A decision embedded in the daily workflow, with a name attached and a result measured, behaves completely differently from the same decision sitting in a report.",{},"In live deployments, the system surfaces and recovers material margin monthly: $2,000+ in recovered reimbursement margin per month for a ~3,000-patient pharmacy, $10,000+ in missed 340B profit identified monthly, and roughly 40 staff hours returned each month. Representative results — outcomes vary by pharmacy profile, payer mix, staffing, and available data.","\u002Fcases\u002Fcommunity-pharmacy-operations","Pharmacy operations were losing margin they couldn't see — across retail reimbursement, 340B capture, and purchasing — because the data to find it sat in systems nobody had time to connect, and the knowledge of what to do about it lived with a few experienced people.","The tool is easy to navigate and gives me the information I need to quickly realize profit.","Pharmacy owner & operator",[93,94,95,96,97],"$2k+ recovered reimbursement margin per month (~3,000-patient pharmacy)","$10k+ missed 340B profit identified monthly","~40 staff hours returned per month","Opportunities routed, tracked, and measured through to the result","Became Phios — the repeatable product for pharmacy operators","Community pharmacy operations — retail reimbursement, 340B, purchasing, and workflow",{"title":68,"description":83},[101,102],"Operational Decision System","Margin & Reimbursement Recovery","cases\u002Fcommunity-pharmacy-operations","A daily decision system for margin, 340B, and workflow",[106,61,107],"Phios operating queue","PMS, wholesaler & claims integrations","Live and ongoing","The system runs daily and keeps improving — every opportunity worked teaches it which actions pay. It became Phios, the repeatable product now available to community and multi-site pharmacy operators.","n02fE3Uru0Jyi6mI2Nr9o8_SLhR_lATCyGJjMNJCe7Q",{"id":112,"title":113,"alt":7,"approach":114,"architecture":115,"audience":116,"body":117,"context":124,"date":125,"decision":126,"decision_type":127,"description":128,"executive_summary":129,"extension":39,"img":7,"lessons":130,"meta":131,"navigation":42,"outcome":132,"path":133,"problem":134,"quote":135,"quote_author":136,"results":137,"scope":144,"seo":145,"services":146,"stem":150,"tagline":151,"technology":152,"timeline":158,"what_continued":159,"__hash__":160},"cases\u002Fcases\u002Fhealthcare-and-life-science.md","International Healthcare & Life Sciences","Organizational discovery sessions, anchored by the CEO's vision, drove the strategy. After working with the existing executive team, we architected a digital roadmap that first addressed baseline operational efficiency, then delivered on key areas of growth. In sync with sales and operations, we shipped high-impact solutions, and drove executive discussions to define a unique healthcare application and consistent branding across subsidiaries.","We migrated the existing operating architecture to modern systems and unified the web presence across all lines of business. The stack included an enterprise-wide management and communication system, an automated CI\u002FCD pipeline across the architecture, and a consumer-centric, provider-connected healthcare web application.","Builders & Investors",{"type":12,"value":118,"toc":122},[119],[15,120,121],{},"We continue to build on this digital expansion — an engagement that began as a transformation mandate and has become an ongoing partnership across the enterprise.",{"title":30,"searchDepth":31,"depth":31,"links":123},[],"As a publicly-traded parent combining many subsidiaries, every solution had to deliver value across the entire enterprise at once — balancing the baseline operational needs that keep a public company running against the vision for a differentiated, innovative growth platform.","2020-11-01","What to build first. With many subsidiaries competing for the same digital investment, the sequencing question shaped everything — and discovery pointed to a clear answer. Stabilize baseline operations before building the growth platform, so a public company could scale without its foundation cracking underneath it.","strategic","Company-wide digital transformation and a consumer-centric healthcare application for a Nasdaq-listed, multi-subsidiary healthcare enterprise.","A Nasdaq-listed healthcare parent company in aggressive expansion needed digital technology leadership across a multi-subsidiary enterprise. We served as that leadership — architecting the digital roadmap, rebuilding the web presence across every line of business, delivering a consumer-centric healthcare application, and modernizing the operating architecture behind it.","Enterprise transformation across many subsidiaries works when it is driven by executive vision and correctly sequenced — stabilize and streamline core operations first, then build the differentiated growth platform on top of a foundation that can carry it.",{},"We built the digital products and operating infrastructure — a new web presence across all lines of business, an enterprise-wide management and communication system, and a modern, migrated architecture. That foundation supported the company through its Nasdaq public listing and continued expansion; the engagement continues today.","\u002Fcases\u002Fhealthcare-and-life-science","The company was expanding aggressively across US and Canadian subsidiaries but lacked digital technology leadership and a unified platform capable of supporting that growth.","HealthCo has a strong vision for the future of healthcare and we needed to bring the 'how' to the organization alongside the development and oversight of all digital. The organization is a combination of many subsidiaries and our services need to deliver across the entire enterprise.","Dr. Barus, Founder & President",[138,139,140,141,142,143],"New consumer-centric, provider-connected healthcare web application","New web presence across all lines of business","Digital infrastructure that supported the company through its Nasdaq listing","Enterprise-wide management & communication system","Automated CI\u002FCD pipeline across the architecture","Migrated all existing architecture to new systems","Enterprise-wide — US & Canadian subsidiaries, all lines of business",{"title":113,"description":128},[147,148,149],"Digital Transformation","Operating Systems","Product Development","cases\u002Fhealthcare-and-life-science","Enterprise-wide digital transformation & new digital product development",[153,154,155,156,157],"Consumer-facing healthcare web application","Enterprise management & communication system","Automated CI\u002FCD pipeline","Full architecture migration","Multi-brand web presence","Multi-year engagement, ongoing","The engagement continues today. The migrated architecture, enterprise systems, and consumer application remain the digital foundation the company scales on.","GYpmVAvsMU0SiwRKulj5TPA4ciZhnulLsaeuNYGLGpQ",{"id":162,"title":163,"alt":7,"approach":164,"architecture":165,"audience":71,"body":166,"context":178,"date":179,"decision":180,"decision_type":127,"description":181,"executive_summary":182,"extension":39,"img":7,"lessons":183,"meta":184,"navigation":42,"outcome":185,"path":186,"problem":187,"quote":188,"quote_author":136,"results":189,"scope":195,"seo":196,"services":197,"stem":201,"tagline":202,"technology":203,"timeline":210,"what_continued":211,"__hash__":212},"cases\u002Fcases\u002Fsmall-business-in-aesthetics.md","Local Medical Business","We worked closely with the owners to understand their core values, their team, and the local market. In an ideation and discovery phase we identified the digital footprint as strategically critical and surfaced a large body of data to analyze. From it we determined which services clients valued most, balanced against the operational resources each required, and reshaped both the service mix and the digital ecosystem around that insight.","We architected a full digital ecosystem and built a suite of applications custom to the clinic's challenges — a fully customized internal clinic portal, a custom CRM and patient-management system, an AI chatbot, a redesigned web presence, and a custom text-messaging platform for client coaching — designed for early impact with room to scale, and validated through iterative testing aligned to the owners' core values.",{"type":12,"value":167,"toc":176},[168],[15,169,170,171,175],{},"A 30-year-old business reinvented itself by pairing hard analytics with custom-built software — proof that the decision worth changing is often ",[172,173,174],"em",{},"what you offer",", not just how you run it.",{"title":30,"searchDepth":31,"depth":31,"links":177},[],"Founded in 1989, the clinic had served thousands of clients on a reputation for superior service, but ran on aging digital infrastructure. The mandate was to create meaningful change early while staying scalable and flexible as the business grows — and to do it against a real budget-versus-value trade-off, in the middle of the pandemic.","2020-09-01","Which services to keep, scale, and stop offering. The clinic's own data showed where client value and profitability actually overlapped — and where they didn't. The owners made the call to reshape the service mix around that overlap, letting go of services that consumed resources without returning them, and rebuilding operations and technology to deliver the ones that did.","Analytics, a custom application suite, and a reshaped service mix that grew net profit 30% and high-margin appointments 200% in one year.","A 30-year-old medical aesthetic clinic in Quebec City wanted to modernize and grow. We analyzed its services and customers, rearchitected its digital operations, and built a fully custom suite — clinic portal, CRM, patient management, an AI chatbot, and a client-coaching text platform. Within a year, all-in net profit grew 30% and daily high-margin appointments grew 200%.","The largest gains came not from software alone but from using data to change what the business offered — reshaping the service mix around what clients valued and what was actually profitable, then building the technology to deliver it.",{},"Within one year, analytic insights and the new digital ecosystem drove a 30% increase in all-in net profit and a 200% increase in daily high-margin appointments booked — growing the business significantly through the pandemic while modernizing operations and the client experience.","\u002Fcases\u002Fsmall-business-in-aesthetics","A well-established clinic offering many services suspected its service mix and day-to-day operations were leaving profit on the table — while its digital presence and internal tooling had fallen behind.","We appreciated the opportunity to work with a local 30 year business looking to reinvent themselves. Not only did we work on digital development & aesthetics, we helped the business review their services and customers in a unique way that changed what they offered, ultimately growing the business significantly throughout the pandemic.",[190,191,192,193,194],"Fully customized internal clinic portal","+30% all-in net profit after one year through analytic insights","+200% daily high-margin appointments booked","Custom CRM and patient-management system","Text-messaging platform for client coaching","End-to-end — service strategy, analytics, and a full custom application suite",{"title":163,"description":181},[198,199,200],"Operations Modernization","Business Analytics","Custom Applications","cases\u002Fsmall-business-in-aesthetics","Engineering & designing an innovative patient care platform",[204,205,206,207,208,209],"Custom internal clinic portal","Custom CRM & patient management","AI chatbot","Custom SMS client-coaching platform","Website redesign","Business analytics","~1 year to reported results","The clinic still runs on the custom platform and the reshaped service mix today. The deeper pattern — using a business's own data to decide what it should offer, then building the operations to deliver it — became a repeatable part of how we work.","1Er6cJ9yPgXThQKi1SABKQGq9dVu7bgX8y50bFiodvY",{"id":214,"title":215,"alt":7,"approach":216,"architecture":217,"audience":218,"body":219,"context":226,"date":227,"decision":228,"decision_type":127,"description":229,"executive_summary":230,"extension":39,"img":7,"lessons":231,"meta":232,"navigation":42,"outcome":233,"path":234,"problem":235,"quote":236,"quote_author":136,"results":237,"scope":242,"seo":243,"services":244,"stem":247,"tagline":248,"technology":249,"timeline":253,"what_continued":254,"__hash__":255},"cases\u002Fcases\u002Fnational-pharmacy-policy.md","National Pharmacy Policy During Covid-19","We began with a thorough analysis of the pharmacy landscape and the regulatory environment, and worked closely with leadership to identify the highest-impact areas where policy change could improve outcomes for pharmacies and pharmacists nationwide. As Covid-19 unfolded, we pivoted quickly to support urgent needs — federal and state reimbursement analysis for pharmacist-administered immunizations and other pandemic initiatives.","The work was analytics- and policy-led rather than software-led — policy and regulatory analysis frameworks, reimbursement strategy models, and analytic support that translated a complex national landscape into specific, defensible recommendations for change.","Market Shapers",{"type":12,"value":220,"toc":224},[221],[15,222,223],{},"When the pandemic redefined the pharmacy's role overnight, the constraint was never the science of immunization — it was the policy and reimbursement that had to change to let pharmacists deliver it.",{"title":30,"searchDepth":31,"depth":31,"links":225},[],"The organization represents traditional drug stores, supermarkets, and mass merchants — chains operating nearly 40,000 pharmacies, 80 member companies, and 155,000 pharmacists who fill over 3 billion prescriptions a year. Driving change at that scale demands both deep pharmacy expertise and rigorous analytics, and the pandemic compressed the timeline dramatically.","2020-03-01","Where to push for change first — and, when Covid-19 hit, which federal and state reimbursement pathway would let pharmacists deliver immunizations at national scale. Our analysis identified the highest-impact openings and made the case defensible enough to carry into negotiations with the White House and other government bodies.","Federal and state policy and reimbursement strategy for pharmacist immunizations and Covid-19 initiatives, at national scale.","A national pharmacy advocacy organization representing nearly 40,000 pharmacies engaged us to architect policy change and deliver analytics. When Covid-19 hit, we pivoted to federal and state reimbursement strategy for pharmacist-administered immunizations — supporting industry-wide practice change in collaboration with the White House and other government bodies.","In healthcare, the decision that matters is often a policy and reimbursement decision. Pairing pharmacy domain expertise with analytics is what turns advocacy into practice change at national scale.",{},"We developed the economic analysis, reimbursement position, and strategic evidence supporting a coordinated federal and state policy effort — including a deployed reimbursement strategy for pharmacist immunizations. The broader effort, carried by the organization in collaboration with government bodies, produced industry-wide change across policy and reimbursement both before and during the pandemic.","\u002Fcases\u002Fnational-pharmacy-policy","Advancing pro-pharmacy policy and reimbursement across a fragmented national landscape — and then, when the pandemic hit, urgently enabling pharmacist-administered immunizations through federal and state policy.","NationalPolicyOrg is at the front-lines of policy change for pharmacy. I was honored to assist in many areas which ultimately drove industry-wide change across policy and reimbursement for pharmacies and pharmacists both before and during the Covid-19 pandemic.",[238,239,240,241],"Deployed reimbursement strategy for pharmacist immunizations","Economic and policy analytics supporting a national change effort","Federal and state policy analysis and recommendations","Covid-19 initiative analytics and insights","National — federal and state policy and reimbursement",{"title":215,"description":229},[245,246],"Reimbursement Strategy","Policy Analytics","cases\u002Fnational-pharmacy-policy","Driving industry-wide practice change during pandemic",[250,251,252],"Policy & regulatory analysis","Reimbursement strategy modeling","Covid-19 initiative analytics","From early 2020, through the pandemic","The reimbursement pathways and the expanded pharmacist role outlived the pandemic. The policy and reimbursement models built here continue to inform our work across the pharmacy economy.","b245nU2H9JiksN8zczTdvrTx1tgExCrQ6CwhU85bMP8",{"id":257,"title":258,"alt":7,"approach":259,"architecture":260,"audience":218,"body":261,"context":268,"date":269,"decision":270,"decision_type":127,"description":271,"executive_summary":272,"extension":39,"img":7,"lessons":273,"meta":274,"navigation":42,"outcome":275,"path":276,"problem":277,"quote":278,"quote_author":136,"results":279,"scope":285,"seo":286,"services":287,"stem":291,"tagline":292,"technology":293,"timeline":298,"what_continued":299,"__hash__":300},"cases\u002Fcases\u002Fmedtech-medical-device.md","MedTech Device","We engaged early in development to define strategy. We analyzed which markets would engage with the device because of its value and the limitations across each market and channel, then worked cross-functionally with the science and university partners to align product development with the markets we intended to enter first — making sure the whole team shared one product vision.","The build was a commercial and go-to-market foundation rather than a software platform — a device brand identity, a new marketing website, economic models and projections, and the sales and marketing materials needed to take the product to market.",{"type":12,"value":262,"toc":266},[263],[15,264,265],{},"Bringing a genuinely new device to market meant answering a product question before a sales one — which market would value it first, and why.",{"title":30,"searchDepth":31,"depth":31,"links":267},[],"The company was creating a new category of device for the health and wellness market, operating as a university\u002Findustry partnership. Product development and go-to-market had to be aligned cross-functionally across scientists, university partners, and commercial teams — all under startup constraints that demand flexibility and agility.","2019-03-01","Which market to enter first. Analyzing value and limitations across each candidate market and channel pointed to where the device would win soonest — and gave scientists, university partners, and commercial teams a single answer to align product development behind.","Commercialization strategy, economic modeling, branding, and a new web presence for a novel medical device startup.","An early-stage medical device startup out of British Columbia needed to define how a novel technology would enter the market. We led commercialization strategy — market and channel analysis, economic modeling, branding, and a new web presence — and helped position the device for a Covid-19 government application.","For a novel device, commercialization is as much a product problem as a sales problem — aligning scientists, partners, and commercial teams on which market to win first is what turns raw capability into a pipeline.",{},"Our business-development efforts generated genuine client interest in the product, supported by device branding, a new website, economic models and projections, and a strong sales pipeline. Covid-19 later opened a unique opportunity to work with government on a new application for the device.","\u002Fcases\u002Fmedtech-medical-device","A pre-commercial medical device with novel capabilities but no defined path to market — which markets would value it, and through which channels?","Working with a startup is exciting and requires flexibility and agility. We really enjoyed working with MedTechCo over the years. Covid-19 presented a unique opportunity to work with the government on a new application for the device.",[280,281,282,283,284],"Device branding","New Website","Strong sales pipeline","Economic Models and projections","Sales & Marketing Materials","Company-wide commercialization & go-to-market strategy",{"title":258,"description":271},[288,289,290],"Go-to-Market","Commercial Strategy","Economic Modeling","cases\u002Fmedtech-medical-device","Creating a new category of Medical Device for the Health & Wellness market",[294,295,296,297],"Brand identity & design","Marketing website","Economic models & projections","Sales & marketing collateral","Multi-year engagement, from 2019","The commercial foundation — the brand, the economic models, and the market definition — carried the device into new applications, including the government opportunity that emerged during Covid-19.","o1iDOVFXcqnSyhJB4EWzsThbn-i-49WtZPDkJoejJtk",1784599853279]