General Manager AllCare Specialty Pharmacy
Areas of practice experience - Community Chain/Supermarket Pharmacy, Community Independent, Pharmacy Education/ Academia

Biographical Sketch
Stephen J. Carroll received his Doctor of Pharmacy degree from the University of Arkansas for Medical Sciences. He also completed his master's degree in business administration from the University of Arkansas at Little Rock. He is a founding partner of AllCare Specialty Pharmacy that was founded in 2012. He started working full time in AllCare Specialty Pharmacy at the end of 2015. Prior to joining the AllCare Specialty Pharmacy, Carroll worked at AllCare Pharmacy in Arkadelphia, Arkansas starting in 2006 as a pharmacist and climbed the ladder to serve as chief operating officer until 2015. He has extensive experience in independent retail pharmacy, long-term care pharmacy, correctional pharmacy, and specialty pharmacy. Carroll has been involved with many organizations in leadership positions. Most notably, he spent 10 years on the Arkansas Pharmacists Association Board of Directors from 2010–2020, serving as president in 2018–2019. He also served on the American Pharmacists Association Board of Trustees as a Trustee-at-Large from 2022–2025.

How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
Pharmacy practice has centered around being medication experts by providing health care advice and guidance and dispensing medications for decades. Pharmacists will need to continue to fill these roles in health care. We face a great challenge in the eroding reimbursement rates for the medications we dispense. This has put enormous pressure on community pharmacies, both independent and chain, outpatient hospital pharmacies, and specialty and infusion pharmacies. I believe that PBMs must be regulated to ensure pharmacies remain financially viable to serve as the source of medication expertise in our communities. I also see opportunities to innovate through administering immunizations and billing for pharmacist's non-product services. APhA must stay relevant by being a voice for the pharmacists who otherwise would not have a voice. Whether a pharmacist is a staff pharmacist in a variety of practice settings or an owner or manager of a pharmacy business, APhA can support them and help them thrive in many ways. I also see APhA as the conduit for pharmacists, student pharmacists, and pharmacy technicians to find new opportunities to expand and grow our profession. This is done with collaboration among APhA members. I see our profession as a pillar in health care. We are needed and will be called upon to play a larger role in the health care arena in the next 10 years. We must not waiver from fighting back against PBMs, pushing for reimbursement for pharmacist's services, and demanding well-being of pharmacy staff as top priority. We must continue to create opportunities for pharmacists to create their own path by creating new business avenues for pharmacists to succeed.

Recognizing that a strong association supports the advancement of the profession, what areas would you focus the organization's limited resources on to achieve APhA's current mission and vision and to advance the profession?
I firmly believe that APhA must engage its members. An engaged membership across the country gives APhA the opportunity to demand change within pharmacy, whether it be from a regulatory issue such as PBM regulation to a business issue such as payment for services or well-being. The message from APhA must be clear to all members: We have the backs of pharmacists and will fight to ensure that pharmacists are treated fairly in the health care space and receive adequate reimbursement whether it is for a medication or for a service provided. APhA must also be clear to pharmacist business owners that they matter. I believe that pharmacists-owned businesses are essential in helping all pharmacists achieve greater opportunities. Putting patients over corporate profits will help advance our profession and give greater career opportunities to pharmacists and ensure our profession continues to have a significant impact on our patients. APhA has many resources that could be tapped by members to help facilitate change, but members often feel like it is too time consuming to stop and get help from an association. This is due to constant business pressures felt by staff pharmacists and pharmacist business owners. I also believe APhA stands positioned to bring about the change needed within pharmacy to help with pharmacist well-being. Working with both the executive branch and Congress, APhA has the ability to push initiatives that are needed in our profession across the finish line. Payment for pharmacists' services and PBM reform are close, and we must continue to push for legislation to be passed on the federal level. The future of our profession will be determined by whether pharmacists are given opportunities to innovate and create new businesses to better care for our patients. We must protect the space needed for pharmacists to create these opportunities.

Associate Dean for Admissions and Student Affairs, Medical University of South Carolina College of Pharmacy
Areas of practice experience - Community Chain/Supermarket Pharmacy, Health System Pharmacy, Pharmacy Education/ Academia

Biographical Sketch
Cathy Worrall is associate dean for admissions and student affairs and professor in the Department of Clinical Pharmacy and Outcomes Sciences at the Medical University of South Carolina (MUSC) College of Pharmacy. She began her health care career as a critical care registered nurse before earning her Doctor of Pharmacy from the University of Florida. She then completed a specialized residency in adult critical care and nutrition support therapeutics at the University of Tennessee in Memphis.
Following residency, Worrall practiced as a critical care clinical pharmacy specialist at Mayo Medical Center in Rochester, MN, where she established the institution’s Critical Care Pharmacy Residency Program. She later joined MUSC, where she provided clinical care in adult burn, trauma, and nutrition support for over a decade before transitioning to academic leadership in the Dean’s Office, where she has served for the past 17 years.
Worrall is an active leader in professional organizations, including APhA, the American Association of Colleges of Pharmacy, the South Carolina Pharmacy Association (SCPhA), and the South Carolina Society of Health-System Pharmacists. She recently completed a 3-year term as Trustee-at-Large on the APhA Board of Trustees and served on the Executive Committee, as well as the Government Affairs and Strategic Directions Committees.
A board-certified pharmacotherapy specialist and APhA Fellow, Worrall has been recognized with numerous honors, including APhA’s Distinguished Achievement Award in Hospital/Institutional Practice, Phi Lambda Sigma's Procter and Gamble National Leadership Award, and SCPhA's Kenneth Couch Distinguished Mentor Award and Pharmacist of the Year Award.

How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
Ten years from now, I envision pharmacy practice as fully integrated into the health care delivery system, with pharmacists recognized and reimbursed as essential providers of patient care. Pharmacists will routinely practice at the top of their training across all settings—community, ambulatory care, and health systems—delivering services such as chronic disease management, preventive care, and comprehensive medication optimization. Practice will be highly team-based, technology-enabled, and driven by measurable patient outcomes. Equally important, the workforce will be resilient, adaptable, and prepared to lead in a rapidly evolving health care environment.
To achieve this vision, APhA must lead in several critical ways. First, it must continue to be a strong, unified voice for provider status and sustainable payment models, ensuring pharmacists are compensated for the care they provide. Without this foundation, widespread practice transformation cannot occur.
Second, APhA should accelerate innovation by supporting scalable, evidence-based practice models across all settings, particularly in community pharmacy and primary care. Providing tools, resources, and best practices will help pharmacists implement and sustain new services.
Third, workforce development must remain a priority. APhA should invest in leadership development, well-being initiatives, and preparation for emerging roles, ensuring pharmacists are equipped to navigate change and drive innovation.
Fourth, leveraging data and technology will be essential. APhA can lead efforts to demonstrate pharmacist impact through outcomes data and advance the use of health informatics and digital health tools.
Finally, APhA must foster collaboration within pharmacy and across the broader health care system to amplify our collective impact. Through bold advocacy, innovation, and investment in people, APhA can lead the profession toward this future.

Recognizing that a strong association supports the advancement of the profession, what areas would you focus the organization's limited resources on to achieve APhA's current mission and vision and to advance the profession?
To most effectively advance the profession within limited resources, I would prioritize three strategic areas that align with APhA’s mission to improve medication use and advance patient care: advocacy, workforce sustainability, and leadership development.
First, sustained investment in advocacy is essential to expand pharmacists’ scope of practice and ensure payment for services. Without provider status and sustainable reimbursement models, many innovative care models cannot scale. APhA should continue to lead coordinated, data-driven advocacy efforts at both federal and state levels, amplifying the value of pharmacists in improving outcomes and reducing costs.
Second, addressing workforce well-being and sustainability is critical. Burnout, evolving practice expectations, and workforce shortages threaten the profession’s ability to meet patient needs. Resources should support initiatives that promote practice transformation, optimize team-based care, and improve workplace conditions. This includes disseminating best practices, supporting employers in redesigning roles, and equipping pharmacists with skills to adapt to new models of care.
Finally, leadership development across all career stages is a high-yield investment. Advancing the profession requires pharmacists who are prepared to lead change, advocate effectively, and innovate in diverse settings. Expanding accessible leadership training, mentorship, and engagement opportunities, particularly for students and early career pharmacists, will strengthen the profession’s long-term impact.
By focusing on advocacy, workforce sustainability, and leadership development, APhA can strategically leverage its resources to drive meaningful, lasting progress for the profession and the patients we serve.

Clinical Applications Support Analyst at Sanford Health and Acute Care Pharmacy Technician III at Essentia Health
Areas of practice experience - Ambulatory Care, Community Chain/Supermarket Pharmacy, Community Independent, Health System Pharmacy

Biographical Sketch -
Josie Quick is a recognized leader in the pharmacy technician profession with a strong record of advancing technician roles through advocacy, education, and practice transformation. A certified pharmacy technician with advanced credentials including CPhT Adv, CSPT, and CHW, she has earned nine of the PTCB certificates, reflecting her commitment to continuous professional development and high-quality patient care.
Quick has served on numerous national advisory groups and committees, including multiple appointments to the ASHP Council on Pharmacy Practice and several ASHP Pharmacy Technician Forum Advisory Groups and Technician Practice Models initiatives. Through this work, she has contributed to national policy development, expanded technician roles, and elevated technician perspectives at events such as ASHP Policy Week in Washington, DC, and the Implementing Solutions and Implementing Solutions 2.0 workforce summits cohosted by APhA, ASHP, and NABP.
Currently serving as treasurer of the Northland Association of Pharmacy Technicians, Quick has held multiple leadership positions and led initiatives supporting technician advancement, including professional publications and workforce survey development. Her additional service includes roles on the NDSCS Pharmacy Technician Advisory Committee, the APhA Well-being Advisory Committee, and within the APhA House of Delegates, New Business Review Committee, and Policy Review Committee.
A national speaker and podcast guest, Quick presents on pharmacy technician career advancement, certification pathways, medication and patient safety, and ethics. She was also selected for the PTCB Leadership Institute Cohort 3. Through collaboration, innovation, and sustained advocacy, Quick continues to make a meaningful and lasting impact on the pharmacy technician community and the profession.

How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
Looking ahead 10 years, I envision a pharmacy practice model that is fully integrated into the broader health care ecosystem, where pharmacists, pharmacy technicians, and other health care professionals collaborate seamlessly in team-based care to improve access, quality, and patient outcomes. In this future, pharmacy technicians play a critical role in clinical support, operational excellence, and public health initiatives, supported by expanded scopes of practice, advanced credentials, and clearly defined career pathways that promote retention, engagement, and professional growth.
Technology and health informatics will be central to this transformation. Advanced clinical decision support, improved medication safety systems, and enhanced patient engagement tools will allow pharmacy teams to work at the top of their education and training. Pharmacy will no longer function in isolation, but instead serve as an accessible hub for preventive care, chronic disease management, immunization services, and health equity efforts within communities.
To help lead the profession toward this future, APhA must continue to be a strong and influential voice in national conversations about health care transformation. This includes advocating for expanded provider status for pharmacists while also intentionally elevating and integrating pharmacy technicians into care delivery models. APhA should champion high-quality pharmacy technician education and certification standards, support reimbursement reform that recognizes the full pharmacy care team, and strengthen partnerships with health systems, regulators, educators, and public health organizations.
Innovation must also remain a priority. By investing in research, pilot programs, and strategic collaborations, APhA can help advance new care models, digital health solutions, and workforce sustainability strategies. Through thoughtful policy leadership, professional development, and a shared commitment to collaboration, APhA can unite all members of the pharmacy team and ensure the profession remains resilient, relevant, and prepared to meet the evolving needs of patients and communities.

Recognizing that a strong association supports the advancement of the profession, what areas would you focus the organization's limited resources on to achieve APhA's current mission and vision and to advance the profession?
Recognizing the importance of responsible stewardship of APhA’s finite resources, I believe the association can achieve the greatest impact by focusing on three strategic priorities that advance the profession and reinforce APhA’s role as the collective voice of pharmacy.

Workforce development and well-being
A sustainable and resilient workforce is essential to the future of pharmacy. APhA should continue to prioritize initiatives that support pharmacists and pharmacy technicians across all practice settings. Key investments include education, leadership development, and clearly defined career pathways that promote recruitment, retention, and long-term professional growth. Addressing burnout, staffing pressures, and professional well-being is equally critical. Through my service on the APhA Well-being Advisory Committee, I have seen how intentional investments in people strengthen engagement, resilience, and workforce stability. Prioritizing well-being is fundamental to delivering high-quality patient care.

Practice transformation and policy advocacy
APhA must remain a strong advocate for policies that enable innovation and recognize the full value of the pharmacy care team. Strategic resource allocation should focus on advancing provider status, payment reform, and regulatory frameworks that allow pharmacists and pharmacy technicians to practice at the top of their education and training. By shaping policy at the federal and state levels, APhA can remove barriers to emerging care models and expand access to care.

Public/professional awareness
Raising awareness of the pharmacy’s impact on patient care and public health is vital to the profession’s future. APhA should invest in communications, publications, and partnerships that highlight pharmacy value, including the essential contributions of pharmacy technicians within team-based care. Emphasizing pharmacy’s role in preventive care, chronic disease management, community health, and health equity will strengthen public trust and advocacy efforts.

By aligning resources with these priorities, APhA can support its members, strengthen the profession, and ensure pharmacy remains an essential part of future health care delivery.

Clinical Trials Research Associate University of Iowa
Areas of practice experience - Community Chain/Supermarket Pharmacy, Pharmacy Education/ Academia

Biographical Sketch
Samantha Shaffer, CPhT, ODS, is a clinical trials research associate at the University of Iowa with over a decade of experience spanning pharmacy operations, technician leadership, and pragmatic clinical research. Since 2021, she has contributed to large multisite clinical trials focused on pharmacist-led interventions, chronic disease management, and implementation of team-based care models within primary care. Her work emphasizes participant recruitment and engagement, study operations, partner collaboration, and coordination of research activities across health systems and community clinics serving rural and geriatric populations.
She also supports statewide primary care research collaboration through her work with a practice-based research network, facilitating partnerships among researchers, pharmacists, primary care providers, and community clinics. Her professional interests include rural health equity, implementation science, pharmacist-led care delivery, and advancing the integration of pharmacy technicians within team-based care models.
Prior to her current role, Shaffer served as a lead pharmacy technician with CVS Pharmacy, where she oversaw technicians and daily pharmacy operations and served as a district resource for billing and inventory management. She also served as district trainer, supporting the development and onboarding of technicians across multiple locations. She contributed to COVID-19 immunization outreach, including long-term care vaccination efforts across eastern Iowa, and became immunization certified during expansion of technician-supported vaccination programs.
Shaffer serves in the 2026 Iowa Pharmacy Association House of Delegates and is currently pursuing a Master of Public Health at the University of Edinburgh. She holds credentials as a certified pharmacy technician (CPhT) and oncology data specialist (ODS).

How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
I envision pharmacy practice evolving into a primary access point for health care, particularly in rural and underserved areas where access to providers remains limited. Pharmacists will play a central role in delivering comprehensive, patient-centered care, including chronic disease management, preventive services, and referral pathways for services such as cancer screening. In many communities, pharmacy will serve as a critical bridge in addressing health care deserts by connecting patients to appropriate care and resources.
I also anticipate continued expansion of pharmacist scope of practice across states, allowing pharmacists to consistently practice at the top of their license. At the same time, pharmacy technicians will take on more advanced and meaningful roles within the care team. I see a future where technicians are more engaged in patient navigation, health education, and program coordination, functioning in roles that support patients in navigating complex health care systems.
To support this vision, APhA should continue to advocate for scope of practice advancement and sustainable payment models, including efforts to address challenges posed by PBMs. Strengthening the financial sustainability of pharmacy practice is essential to ensuring continued patient access to care.
APhA should also lead efforts to advance technician workforce development through more standardized, practical education aligned with expanded responsibilities. Finally, APhA should prioritize innovation by harnessing the power of emerging technologies, including AI, to enhance patient understanding, improve care coordination, and alleviate operational burdens within pharmacy practice. By leading in advocacy, education, and innovation, APhA can help position pharmacy as a cornerstone of accessible, high-quality health care.

Recognizing that a strong association supports the advancement of the profession, what areas would you focus the organization's limited resources on to achieve APhA's current mission and vision and to advance the profession?
To effectively advance APhA’s mission and vision with limited resources, I believe the organization should prioritize three key areas: sustainable practice and advocacy, workforce development, and innovation in care delivery.
First, APhA must continue to focus on advocacy efforts that support the financial sustainability of pharmacy practice. This includes advancing provider status and payment models that recognize pharmacists as essential members of the health care team, while also addressing ongoing challenges related to reimbursement and PBMs. Ensuring that pharmacy services are appropriately valued and reimbursed is fundamental to maintaining patient access and enabling continued expansion of care.
Second, investment in workforce development is essential. As pharmacists increasingly practice at the top of their license, pharmacy technicians must be supported through standardized, practical education pathways that align with expanding responsibilities. Strengthening technician training in areas such as foundational clinical knowledge, patient engagement, and care coordination will help ensure the workforce is prepared to meet the demands of team-based care and support emerging career pathways within the profession.
Finally, APhA should prioritize innovation by supporting the integration of data, technology, and emerging tools such as AI into pharmacy practice. These tools can improve patient understanding, enhance care coordination, and reduce administrative burden, allowing pharmacists and technicians to focus more on direct patient care.
By focusing resources on sustainable practice models, workforce development, and innovation, APhA can strengthen the profession, expand access to care, and position pharmacy as a cornerstone of accessible, high-quality health care.

Albertsons Companies, Director of Patient Care Services
Areas of practice experience - Community Chain/Supermarket Pharmacy, Pharmacy Education/ Academia

Biographical Sketch -
Jeffrey Hamper, PharmD, BCACP, is director of pharmacy patient care services for Albertsons Companies. In this role, he oversees immunization, travel health, health and wellness programs, pharmacist prescribing, and point-of-care testing services. A Chicago-area native, Hamper currently lives in Boise, ID, with his wife, Melissa, and children Charlie, Vivian, and Henry.

How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
In 10 years, I envision technology being used strategically to automate routine tasks within community pharmacies to allow pharmacists and technicians to spend more time caring for patients and providing advanced patient care services. I believe community pharmacies will continue to be the destination for immunization services but will also be the destination for prescribing and test-to-treat services in all states across the country. I believe community pharmacists will have read-write access to interoperable EHRs and will be able to use medication lists and labs to make clinical decisions, provide transitions of care services, remote patient monitoring, and medication management services as a valued member of the health care team. I believe APhA should continue to advocate for the expansion of pharmacist and technician provided services and ensure fair payment for these services is a priority.

Recognizing that a strong association supports the advancement of the profession, what areas would you focus the organization's limited resources on to achieve APhA's current mission and vision and to advance the profession? Educate and train — As the profession continues to evolve and advance, training will continue to be essential to ensure pharmacists and technicians have the resources and training to provide quality services.
Publish — As the profession advances, peer-reviewed literature and practice advancement projects will be critical to demonstrate the positive patient care and economic outcomes that pharmacists make.
Advocate — APhA should continue to focus on ensuring pharmacists are recognized and reimbursed for clinical services and should continue to advance medical billing initiatives and share best practices to ensure all pharmacist have the resources and ability to bill for the services they provide.

Vice President, Chief Pharmacy Officer, Health Mart/ McKesson
Areas of practice experience - Community Chain/Supermarket Pharmacy, Community Independent, Pharmacy Education/ Academia, Pharmaceutical Industry

Biographical Sketch -
Nancy Lyons, BSPharm, MBA, CDCES, is a candidate for APhA Trustee. With a strong background in community pharmacy, she is committed to protecting and advancing the pharmacy profession and consistently advocating for the pharmacist’s role in the delivery of patient care services. In her current role, she provides executive leadership for community pharmacy strategy, operations, and innovation. She partners closely with independent and community pharmacists to advance sustainable practice models, strengthen patient care services, and support pharmacies navigating an increasingly complex regulatory and economic environment.
A licensed pharmacist and a certified diabetes care and education specialist with extensive experience spanning community pharmacy, health system collaboration, and enterprise leadership, Lyons is deeply committed to advancing the profession through advocacy, education, and practice transformation. Her work has focused on elevating the role of pharmacists in chronic disease management, medication access, and care delivery—particularly in underserved and rural communities.
Lyons has been actively engaged with the American Pharmacists Association and state pharmacy organizations throughout her career, contributing to policy discussions, leadership development initiatives, and national forums centered on the future of pharmacy practice. She brings a strong governance mindset, experience working with boards and executive teams, and a clear understanding of the intersections between policy, practice, and patient outcomes.

How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
Ten years from now, I envision pharmacy practice fully integrated into the health care delivery system, with pharmacists practicing at the top of their knowledge, experience, education, and training and recognized as essential providers of patient care. Pharmacists across all settings will be routinely delivering reimbursed clinical services—chronic disease management, preventive care, medication optimization, and population health interventions—supported by sustainable payment models and interoperable technology. Community pharmacies in particular will function as highly accessible centers of care, especially for chronic disease management, public health, and health equity.
To lead us to this future, APhA must continue to be the unified and authoritative voice of pharmacy, ensuring that pharmacists have a seat at the table as health care and policy decisions are made. This includes driving national advocacy for payment and policy reform, advancing practice transformation, and elevating public and policymaker understanding of pharmacists’ value. APhA should also continue investing in education, leadership development, and workforce well‑being to prepare pharmacists and technicians for evolving roles while addressing burnout and sustainability.
Equally critical, APhA must reinforce the business and operational foundations of pharmacy practice—helping members translate clinical innovation into viable, scalable models that can endure. By convening stakeholders, setting standards, supporting quality measurement, and accelerating collaboration across practice settings, APhA can ensure the profession is not reacting to change, but shaping it.
With bold advocacy, disciplined leadership, and an unwavering focus on patient care and sustainability, APhA can guide pharmacy confidently toward this next chapter.

Recognizing that a strong association supports the advancement of the profession, what areas would you focus the organization's limited resources on to achieve APhA's current mission and vision and to advance the profession?
With limited resources, APhA must focus on areas where it uniquely adds value and can drive the greatest impact for the profession. First and foremost, I believe resources should be prioritized toward national advocacy and policy leadership to ensure pharmacy has a consistent, credible seat at the table as health care policy, payment models, and workforce decisions are made. Advancing sustainable payment for pharmacist‑provided patient care services is foundational to the profession’s future and must remain a core focus.
Second, APhA should continue to invest in practice transformation and implementation support, helping members quickly and efficiently translate policy wins into practical and easy to implement scalable care models. This includes reinforcing the need to remove barriers to practice by supporting standard of care implementation, simplifying quality measures, providing tools and education, and supporting innovation across all practice settings—particularly in community pharmacy, where access and impact are greatest.
Third, I would prioritize workforce development and well‑being by empowering pharmacists to create the change needed at all levels of organizations. The profession’s success depends on a strong, prepared, and resilient workforce. This includes leadership development, education across the care team, and addressing burnout and sustainability challenges for pharmacists and pharmacy technicians alike.
Finally, APhA should focus on strategic communication and public awareness—clearly and continually demonstrating the value of pharmacists to patients, payers, policymakers, employers and partners. Elevating the public’s understanding of pharmacists’ role strengthens advocacy efforts and reinforces the association’s position as the voice of pharmacy and a solution to growing public health concerns.
By concentrating resources on advocacy, practice transformation, workforce sustainability, and strategic engagement, APhA can continue to advance its mission and lead the profession with clarity and purpose.

Chief of Pharmacy, VA Illiana Health Care System
Areas of practice experience - Ambulatory Care, Community Chain/Supermarket Pharmacy, Community Independent, Federal, Health System Pharmacy, Pharmacy Education/ Academia

Biographical Sketch
Ashley R. Lorenzen is the chief of pharmacy at the VA Illiana Health Care System in Danville, IL. Her extensive career in pharmacy encompasses various leadership, instructional, and clinical roles. Lorenzen's educational foundation includes a PharmD from the University of Missouri-Kansas City School of Pharmacy and a Bachelor of Arts in Chemistry from William Jewell College, Liberty, Missouri.
Lorenzen began her professional journey with various internship roles and transitioned into pharmacist positions at establishments including St. Joseph’s Medical Center and Ascension Medical Group after completing her PGY1 residency program. She served as the associate chief of pharmacy – clinical services at the Oscar G. Johnson VA Medical Center in Iron Mountain, MI, from 2019 to 2024 before ascending to her current role. She has also held numerous teaching appointments across several universities, where she has significantly contributed to resident and student education.
In addition to her professional roles, Lorenzen is deeply committed to service. She has participated in various hospital committees, community health initiatives, and educational endeavors. Her involvement with organizations like the American Pharmacists Association and the Pharmacy Society of Wisconsin underscores her dedication to the advancement of the pharmacy profession. Lorenzen was just recognized as a Fellow of the American Pharmacists Association in March of 2026.
Lorenzen embodies a remarkable blend of clinical expertise, academic dedication, and leadership acumen, making her an invaluable asset to the field of pharmacy and the communities she serves.

How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
Over the next 10 years, I would envision some aspects of pharmacy to remain the same, with others changing to expand the role of the pharmacist. I would expect the pharmacist to continue to be the most trusted and accessible health care professional; however I would expect the role of the pharmacist to continue to evolve and grow to help compliment the health care team in all aspects of pharmacy. In order to continue to grow the role of the pharmacists, APhA must help the profession focus on relationship building. The notion that because you hold a specific title, you are entitled to certain things is fundamentally incorrect and erosive. APhA must work with our sister organizations both within pharmacy and outside of pharmacy to come to a mutual understanding of the focus of health care and the ultimate goal, which is the overall health and wellness of our patients, while not forgetting the emotional and physical health of our profession focused on safety.
Additionally, the current trend of “doing more with less” is harmful and goes against the Oath of the Pharmacist that we so dearly hold. APhA must help advocate for our professional growth but also for the safety of our patients, by focusing on the very foundation of pharmacy. While we can utilize AI in some aspects of pharmacy, we must focus on safe staffing levels and appropriate reimbursement rates.
I believe that I have the ability to help foster and strengthen these relationships and would be a valuable asset to the APhA Board of Trustees. My Myers-Briggs personality type indicator is ESTJ, with notable qualities of being logical, dependable, systematic, organized, assertive, responsible, and—most importantly—realistic. We must be realistic with our expectations and foster relationships while being patient to see the results.

Recognizing that a strong association supports the advancement of the profession, what areas would you focus the organization's limited resources on to achieve APhA's current mission and vision and to advance the profession?
I believe three of the most important aspects that APhA is working on right now are the focus on well-being and value over volume, payment reform, and expanded roles of the pharmacist in the health care team with ability to be properly reimbursed for services.
Since the COVID-19 pandemic started, there has been more focus on the safety and well-being of pharmacists, particularly in the retail setting; however, this involves all areas of pharmacy. This is a phenomenon of doing more with less that has been going on far before COVID-19 but came more to national light recently. We must focus on the well-being of our staff and the unrealistic expectations placed on production versus quality and safety. We must work with our employers to help them understand the risks they are putting to the patients and their biggest asset, their employees. We must partner to correct this for the safety of all.
Payment reform is another critical cause that must continue to be addressed. We must work collaboratively with the beneficiaries to ensure correct compensation for not only services performed, but products rendered. This should be in conjunction with ensuring prescription prices are fair across the board for our patients. Patients should not feel like they have to pick between insulin therapy and providing for their family.
Finally, as mentioned prior in my dialogue, continuing to expand the role of the pharmacist should be a priority and done so collaboratively. This will help advance the care that we are able to provide to patients. This respect and trust must be gained over collaborative practices. We have made great strides, and there is always more that can be done.

Director of Pharmacy, Laredo Rehabilitation Hosptial, Laredo, TX
Areas of practice experience - Ambulatory Care, Association Management, Federal, Health System Pharmacy

Biographical Sketch
Jeffrey Neigh is a highly adaptable executive pharmacy leader with more than 22 years of experience in the military guiding global pharmacy organizations and driving access to critical treatments for patients. He is regarded as a trusted leader and clinical partner with the ability to build strong relationships and quickly establish rapport with medical leaders through evidence-based, scientific communication. He cultivates internal cultures built on continuous improvement, accountability, and trust to deliver significant results while enhancing the lives of patients. Following military service, he has embraced getting back into direct patient care while simultaneously working with APhA to advocate and advance the profession. He enjoys working with pharmacy leaders to advance the profession and navigate the changing health care landscape.

How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
I don't think that pharmacy will completely get away from the dispensing function, but I do feel that AI will provide more support in that area, freeing up pharmacist time to provide more clinical services. If we don't develop business models now to support that workflow change, AI could put pharmacists out of jobs. I think APhA needs to continue to develop a forward-thinking approach, work to embrace AI as a tool rather than a competitor, continue to advocate for pharmacists to have an expanded role in primary and specialty care, and work to get pharmacists paid for the services they provide.

Recognizing that a strong association supports the advancement of the profession, what areas would you focus the organization's limited resources on to achieve APhA's current mission and vision and to advance the profession?
I may be in the minority on this, but I think one thing that has hurt APhA in the past was trying to be all things for all pharmacists. I believe that APhA is the home for the profession of pharmacy and should continue to advocate for the advance of legislation that supports all pharmacists. However, when it comes to programming and resources, I think APhA should narrow its lens and provide resources that its members need most. Therefore, I would be in favor of allocating resources to areas that most impact our current membership and not to niche areas that may attract new members but would not be as utilized. As a member driven organization, our priority of resources should go to our membership.

Associate Professor of Pharmacy Practice; Director for Clinical Correlations, Practice Labs and Simulation: Texas Tech University Health Sciences Center Jerry H Hodge School of Pharmacy
Areas of practice experience - Ambulatory Care, Association Management, Community Chain/Supermarket Pharmacy, Pharmacy Education/ Academia

Biographical Sketch
Mary Klein is an associate professor of pharmacy practice and director of practice labs and simulation at the Texas Tech University Health Sciences Center Jerry H. Hodge School of Pharmacy in Abilene, TX. She received her PharmD from Texas Tech in 2007 and completed a community-based ambulatory care residency through Scott and White Hospital and Clinics and the University of Texas at Austin in 2008. Klein joined the faculty at TTUHSC in 2008. She is currently serving as APhA Speaker of the House and Trustee. Through her Board of Trustees service, she has served on the Strategic Decisions Committee and the Finance Committee. Klein has been a member of APhA since 2003, has served as a delegate in the House since 2009, and served on every standing committee of the APhA House. She would be honored to continue serving APhA as a Trustee-at-Large. Klein has had a passion for pharmacy law and policy and for pharmacy practice advancement throughout her career. She teaches in the Immunization Certification Lab, Patient Assessment Lab, and the Pharmacy Leadership, Ethics, and Law course, and practices in primary care on an interprofessional team at Abilene Community Health Center, a federally qualified health center. She served as president of the Texas Pharmacy Association in 2017–2018 and on the TPA Board of Directors in various roles for 12 years. Outside of pharmacy, Klein enjoys craft projects, running, all things Disney, and working on her family’s ranch.

How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
The profession of pharmacy is currently at a crossroads, facing a desire for change and expansion in the practice space, and threats in the business space from lack of effective structures for product reimbursement and billing for services. While AI may begin to take over the filling processes that can be automated in the near future, I believe that this automation, along with changes in legislation to allow pharmacists to bill for cognitive services that AI cannot perform, will move the profession forward in the next 10 years toward a patient care focus rather than a dispensing focus. I envision a pharmacy world where pharmacists are placed in every physician practice, able to bill for the chronic disease state medication management and complex medication regimen reconciliation and management that they perform as part of the health care team. As we move toward a health care system with interoperable medical records, I envision pharmacists across settings contributing at minimum by ensuring that all members of the team have an accurate picture of each patient’s medication regimen and adherence.
APhA is already leading the way with regard to pharmacist and pharmacy technician credentialling, and this is a key point for movement toward billing for services provided by pharmacists. In 10 years or less, I believe that APhA and Pharmacy Profiles should be the leader in credentialling pharmacists to provide services and be paid for their skills. I believe that APhA will continue to grow as the “convener of groups,” leading discussions among all applicable parties that have the hard conversations and that move the profession toward a place of sustainability and success on behalf of patients’ health.

Recognizing that a strong association supports the advancement of the profession, what areas would you focus the organization's limited resources on to achieve APhA's current mission and vision and to advance the profession?
While I believe that much progress has been made in the past few years with regard to engaging the profession as a whole, I believe that APhA should continue to use its resources to further the cause of engaging all pharmacists across all practice settings. I understand that we may not always agree on every topic in the profession, but I believe that seeking engagement from all areas of the profession is the key to APhA serving as a moderator to bring us together. In the past year and a half on the board, I have had the pleasure to hear from pharmacists who practice in areas where I have very little experience, to hear their successes and their concerns. I find that often the concerns in one area of the profession aren’t that different from another, though they may be phrased differently. I have been proud that our current staff at APhA have tried to be a convener of pharmacists, associations, states, and government agencies toward consensus and moving the practice of pharmacy forward on all fronts. To me, this is where APhA should spend the majority of its time and resources—in bridging the gaps in the profession and between the profession and other entities.

CEO, Komoto Health care
Areas of practice experience - Ambulatory Care, Community Independent, Managed Care/Payer, Other

Biographical Sketch
Brian Komoto, PharmD, graduated from, the University of California, San Francisco, School of Pharmacy in 1981. He and his wife, Mary, purchased a small pharmacy in Delano, CA, with a focus on meeting the needs of the medically underserved.. The pharmacy became a place to not only get prescriptions, but also to seek medical assistance.
Komoto Pharmacy grew to become a health care company of six operations and over 180 dedicated employees. The company grew with a staff believing in the mission of exceeding customer expectations and finding win–win solutions with other health care providers. In 2014, the Komoto Family Foundation was started, and they launched the Affordable Meds Program to help patients cover high cost medications and copays, saving millions of out of pocket costs.
Focusing on addressing health care challenges, he became more involved in the community and with medical leaders. He was appointed to the inaugural board of Kern County’s Medicaid Managed Care Program, eventually becoming chair of the board. The Managed Care plan is now the largest health plan in the county. He also served on the Adventist Health Kern County board and served as chair of the Clinical and the Finance Committees. He has served over nine years as chair of APhA’s Government Affairs Committee. He is recipient of many APhA, CPhA, and UCSF awards.
Currently, he serves as a regent of the University of California, Board of Regents. He is active in leading the new health care career pathways in the San Joaquin Valley to address workforce shortages.

How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
The world will be in a much different place in 10 years, quite similar to the Industrial Revolution, the AI and health care technology revolution has already launched and is about to really skyrocket….and pharmacy practice will be in a much different place. Already we are seeing AI in pharmacy software that will help make the workload to be more efficient and less monotonous. Researchers are using AI to more rapidly develop new drugs and targeted therapies. At UCSF, researchers have identified over 1 million new potential drugs with AI help and are working to develop the most practical 1,000. Pharmacy practice will include AI tools that will allow pharmacists and technicians to have more direct patient care roles. Some of the current hurdles are regulatory, costs and logistical in nature, but eventually these barriers will be overcome.
Additionally, technology is making it more convenient for patients and consumers to monitor and manage health. Preventive care will become more achievable. Test and treat will allow patients to get needed care more quickly. Pharmacy is the most accessible health care provider and should be able to take advantage of these changes. Pharmacists and technicians will need to be prepared to fill these new roles.
APhA will need to lead the changes that develop from the “revolution,” both in advocacy and education. I believe APhA needs to understand the benefits and risks of AI and technology and prepare and train the profession for the new roles that will be developing out of this. Additionally, APhA must advocate for the safe use of these tools and technology. We will also need to measure the outcomes and show the value of pharmacists and the profession. APhA value of lifelong learning will need to be strengthened to help the profession grow and thrive.

Recognizing that a strong association supports the advancement of the profession, what areas would you focus the organization's limited resources on to achieve APhA's current mission and vision and to advance the profession?
Advocacy: There are still barriers that are preventing our profession from meeting the health care needs of the public, especially in rural and underserved communities. Advocacy and working with other patient, public, and health care groups with similar vision, we can break down some of these barriers.
Education: We will need to prepare our profession for the radical changes that AI and health care technology will bring. These tools will need professionals that can utilize them effectively to advance our profession. Additionally, the consumers will utilize new consumer friendly technology to monitor and manage their health, pharmacists must be prepared to instruct on usage, advise and assist consumers. New roles for technicians as community health workers, allowing pharmacy to have greater public health impact.
Foundation: We will need to measure the value pharmacists have in improving outcomes as patients, consumers, and pharmacists take advantage of accessible health care tools.
Collaboration: Working more directly with public health due to our access and convenience to the public to address health care issues. Working with other health care providers to care for patients as a whole rather than fractioned health due to health care silos.
Public outreach: Preventive health will become much more achievable with technology, and pharmacists will be the most accessible health care provider to advise and guide the public.