Platform / Operations / Scale
Scaling Digital Pharmacy Operations
Workflows and product infrastructure supporting ~10,000 processed prescriptions per day.
At a glance
- Problem
- Volume created queues, rework, and operational risk. Adding labor raised cost and error exposure. The system had to absorb throughput without breaking licensed work.
- Ownership
- Product across operational workflows: discovery, requirements, backlog, sprint planning, release validation. Delivery with ~12 full-stack and QA engineers. Direct work with COO, CTO, VP Product, VP Engineering, operations, vendors, and clients.
- Complexity
- Pharmacists, technicians, prescribers, telehealth clients, fulfillment, compliance, controlled substances, insurance/claims, and multiple vendor systems on one path.
- Decision
- Map the lifecycle first. Automate repeatable work. Standardize before scaling. Measure prescriptions processed, not tickets closed. Do not automate pharmacist accountability.
- Result
- Infrastructure and workflows capable of supporting approximately 10,000 processed Rx/day, intake through reporting.
~10K
Rx/day supported
01
Problem
Each additional prescription adds intake variation, insurance complexity, verification load, fulfillment exceptions, and reporting. Labor does not scale linearly without cost and risk.
02
What I owned
Requirements, user stories, acceptance criteria, prioritization, and release validation across the lifecycle. Engineering and QA across onsite and offshore teams. Alignment with operations and senior leadership on what “done” means when the unit of work is a prescription.
03
Product decisions
Prioritize automation where it removes repeatable manual load. Keep pharmacists accountable for verification. Validate releases with the people who process prescriptions.
04
Result
The operational system supports approximately 10,000 processed prescriptions per day. Scale held only where exception handling and verification load were designed, not hoped for.