Brandi Hamilton

Brandi Hamilton, PharmD, MS, BCPS, FAPhA is the Director of Pharmacy at California Rehabilitation Institute, an acute physical medicine and rehabilitation hospital in Los Angeles, CA.
Brandi began her pharmacy career over 20 years ago as a pharmacy technician. She received her Doctor of Pharmacy degree from the University of Arkansas for Medical Sciences College of Pharmacy and her Master of Science in Pharmacy Leadership and Administration from the University of Houston College of Pharmacy. She completed a PGY1/PGY2 Health-System Pharmacy Administration residency at CHI St. Luke’s Health – Baylor St. Luke’s Medical Center in Houston, TX.
Brandi has held, and continues to hold, numerous leadership roles within multiple pharmacy organizations. As a student she served as American Pharmacists Association Academy of Student Pharmacists (APhA-ASP) National President and APhA Trustee. As a practitioner she continues to be actively engaged in a variety of organizations. She most recently served on the California Pharmacists Association (CPhA) Elections Committee, the Pharmacy Today Editorial Advisory Board, as Speaker of the APhA House of Delegates, and as Trustee on the APhA Board of Trustees.
Brandi enjoys helping others reach their potential, working with colleagues to optimize their strengths and promoting their development as pharmacy professionals. Her top five strengths are communication, strategic, activator, woo, and ideation.
How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
Five years ago, my answer to this question would have been so profoundly different from what it is today. Unless we manage a drastic turn soon, pharmacy practice in ten years could truly be a wildcard. Where we were just recently working toward compensation for our services and recognition for the improvements we provide in patients' lives, we are now grappling with misinformation and deleted information. I am inclined to be optimistic, however, and believe that we will make this needed turn. It is the time in between, however, that remains so very uncertain. APhA has to maintain a delicate balancing act, ensuring that our voices remain heard in key conversations around public health while maintaining our strong pro-patient, pro-evidence-based medicine, and pro-pharmacy stances in alignment with APhA policy. Everything we do must be unemotional and firmly rooted in fact and evidence. We must continue to be staunch advocates for our patients and our profession. Our persistent courage is non-negotiable. While we have recently taken several steps back, likely with more to come, we cannot allow ourselves to give up. I do believe at the end of ten years we will have righted the ship and gotten back to intelligent, evidence-based practice... for which we will be properly compensated.
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?
APhA has always aimed to be the home for all of pharmacy. In recent years we have made noteworthy strides to truly embody that aim. We consistently lead the charge, both nationwide and on the state level, for advancing pharmacy practice and elevating pharmacy professionals to reach their full potential. As we navigate the vicissitudes of our current environment, we must continue to lean on what we have agreed to as an Association as documented in our APhA Policy Manual. This is our ever-present guide to who we are and what we stand for, and adhering to it is more important now than it has been in a long while. When working with finite resources it is always critical to find and maintain focus on what is most important to our profession at any given time, and this can vary. In the coming years APhA must focus efforts in two key areas: ensuring uninterrupted, equitable patient access to high quality, evidence-based healthcare in the face of challenges to even well-established basics; and protection of, and appropriate compensation for, pharmacists' patient care services. This will mean ensuring continued financial viability and successful business practices in our existing ventures, as well as growing and nurturing our membership. It will mean elevated and persistent advocacy to our legislators and open communication with our members. Balancing the personal and the practical must be our overarching goal.

Stephen Carroll

Stephen J. Carroll received his Doctor of Pharmacy degree from the University of Arkansas for Medical Sciences. He also completed his Masters in Business Administration from the University of Arkansas at Little Rock. He is a founding partner of AllCare Specialty Pharmacy that was started in 2012. He started working full time in AllCare Specialty Pharmacy at the end of 2015.
Prior to joining the AllCare Specialty Pharmacy, Dr. 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.
Dr. Carroll has been involved with many organizations in leadership positions. Most notably, he spending 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 healthcare advice and guidance and dispensing medications for decades. I believe that pharmacists will need to continue to fill these roles in healthcare. 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, 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 healthcare. We are needed and will be called upon to play a larger role in the healthcare 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.
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 like PBM regulation to a business issue like payment for services and 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 healthcare 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 acheive 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 the 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 have been needed in our profession across the finish line. Payment for pharmacists' services (ECAPS) and PBM reform are close and we must continue to push for those to be passed on the federal level.

Josie Quick

Josie Quick is a nationally recognized leader in the pharmacy technician profession, demonstrating a longstanding commitment to advancing the role of pharmacy technicians through advocacy, education, and practice advancement. A certified pharmacy technician with advanced credentials (CPhT-Adv, CSPT), Josie has earned multiple PTCB certificates, including Immunization Administration, Technician Product Verification, and Medication Therapy Management, highlighting a dedication to continual professional growth and high standards of patient care.
Josie has served numerous national advisory groups and committees, including multiple appointments to the ASHP Council on Pharmacy Practice and various ASHP Pharmacy Technician Forum Advisory Groups. Their work has included shaping national policy, advancing technician roles, and elevating technician voices at events such as Policy Week in Washington, D.C., and the Implementing Solutions: Building a Sustainable, Healthy Pharmacy Workforce and Workplace APhA-ASHP-NABP cohosted workforce summit.
Currently serving as Chairperson of the Northland Association of Pharmacy Technicians (NAPT), Josie has held multiple leadership roles, leading initiatives such as article publications and survey development to support technician advancement. Additional leadership roles include serving on the NDPhA/NDPSC Board, the APhA Well-being Advisory Committee, and the APhA House of Delegates and New Business Review Committee, where they contribute to national dialogue on pharmacy practice transformation.
As a speaker and podcast guest, Josie has presented nationally on technician education and certification pathways and was selected for the PTCB Leadership Institute cohort #3. Her dedication to professional development, collaboration, and innovation continues to make a 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?
Ten years from now, I envision a pharmacy practice model that is fully integrated into the healthcare ecosystem—where pharmacists, pharmacy technicians, and other healthcare professionals work side by side in team-based care to improve patient outcomes. Pharmacy technicians will play a vital role in clinical support, operational excellence, and public health initiatives, empowered by expanded scopes of practice, advanced credentials, and clearly defined career ladders.
Technology and health informatics will drive much of this transformation, allowing for real-time clinical decision support, enhanced medication safety, and better patient engagement. Pharmacy will no longer be siloed; instead, it will be a hub for preventive care, chronic disease management, immunization delivery, and health equity advocacy.
To lead us to this future, APhA must continue to be a bold voice in national conversations around healthcare transformation. The Association should advocate for expanded provider status for pharmacists and actively support the elevation and integration of pharmacy technicians into clinical workflows. This includes promoting technician certification and education standards, supporting reimbursement reform that recognizes the full care team, and strengthening partnerships with health systems, regulators, and public health entities.
APhA should also invest in innovation—through research, pilot programs, and strategic collaborations that explore new care models, digital health tools, and workforce sustainability strategies. By shaping policy, fostering professional development, and uniting all pharmacy professionals under a common vision, APhA can ensure the profession thrives and meets the demands of future healthcare delivery.
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 that APhA must be strategic in allocating limited resources, I would focus on three core areas to most effectively support the advancement of the profession and fulfill APhA’s mission to lead the profession of pharmacy and serve as its collective voice:

• Workforce Development and Well-being
  APhA should prioritize sustainable workforce strategies for both pharmacists and pharmacy technicians. This includes investing in training and leadership development, promoting career advancement pathways, and supporting initiatives that address burnout, staffing shortages, and professional satisfaction. As a member of APhA’s Well-being Advisory Committee, I’ve seen firsthand the value of investing in people to sustain the profession’s future.
• Practice Transformation and Policy Advocacy
  APhA must continue to be a leading advocate for provider status, payment reform, and recognition of the entire pharmacy care team. Limited resources should be directed toward influencing federal and state policies that expand access to care, allow pharmacists and technicians to practice at the top of their licenses, and remove barriers to innovative practice models.
• Public and Professional Awareness
  Advancing the visibility of pharmacy’s role in healthcare—especially the contributions of pharmacy technicians—is critical. Resources should support campaigns, publications, and partnerships that elevate the public’s understanding of the pharmacy profession’s impact and value, especially in community health, preventive care, and health equity. By focusing on these strategic priorities, APhA can maximize its impact, strengthen the profession, and ensure it remains essential to the future of healthcare.

Kristen Snair

Kristen Snair, CPhT., MSJ has had a pharmacy career that spans over 27 years. Beginning her journey at 16 in an independent pharmacy, she convinced the pharmacist that he should create a position and hire her to be the first pharmacy technician at the pharmacy. She went on to obtain her Bachelor of Science degree in Human Biology and Anatomy and Physiology from Grand Canyon University while working full time in a large chain pharmacy. After attaining that degree, she took a position with Evernorth that was intended to be short-term that ended up being a twenty-five-year career opportunity. Within those years she helped develop a team from inception, writing policies, training, to implementation. She worked in Legal Compliance to review legislation, conduct audits, maintain and develop policies. Currently she works in 503a and 503b Licensing and Regulatory for Olympia Pharmaceuticals.
Appointed to the Arizona State Board of Pharmacy in 2015, Kristen has served more than ten years as Board Member. She considers this an honor to serve as an advocate for public safety. Her board experience inspired Kristen to complete a Master of Science Jurisprudence in Pharmaceutical and Medical Device Law from Seton Hall Law School.
She actively participates in professional organizations and is committed to pharmacy advocacy, regulatory innovation, and education. Through Arizona Pharmacy Association she hosts the AZPA podcast, and is a member of the Legislative, Mentorship, and Education committees. She is active with PTCB on multiple projects and has served several NABP task force committees.
How do you envision pharmacy practice 10 years from now, and what should APhA do to lead us to that vision?
In ten years, innovative technology and scope of practice will allow for pharmacy staff to practice in a manner that is more patient-centered focused. Much of pharmacy today is driven by how quickly a prescription is able to be filled. I see the shift being aided by technology to allow for many repetitive tasks to be done more efficiently thus allowing pharmacists to provide time for clinical reviews, clinical evaluations, testing, and treatment. Pharmacy technicians will be able to lead the pharmacy team through administrative tasks, as well as operations of the pharmacy. Medication will also be tailored for the patient's individual needs; customization will lead to better results for treatment outcomes. I also see that pharmacy billing will be changing and may require a dedicated position.
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 would focus on ease of use for the products provided by APhA. I would also focus on inclusion of all products provided as well as the language that is used in online, written, and verbal communication. Many opportunities have been exclusively for students or pharmacists; I would ask that they be extended to pharmacy technicians as well. Continuing education provided should be accredited for pharmacy technicians. Lead in breaking down a hierarchy structure that is within the pharmacy profession. Once that is accomplished there will be more belonging and that will lead to more involvement.