Sutter Health’s chief pharmacy officer will lead a keynote discussion at next year’s Health System Executive Summit in San Francisco, framing how pharmacy leaders can move beyond medication management to shape broader health system strategy. His session is expected to explore how pharmacy departments can transition from operational support functions to strategic decision-making bodies, influencing everything from financial planning to patient care models.
Will Carroll, Pharm.D., who oversees pharmacy services across Sutter’s inpatient, outpatient, ambulatory, and specialty sites, said the summit offers a chance to bring back ideas that align pharmacy more closely with executive priorities. Sutter Health, one of California’s largest and most full health systems, presents a unique case study in scaling pharmacy innovation across diverse settings. Carroll’s leadership involves handling the complexities of a system that serves urban, suburban, and rural populations, each with distinct healthcare needs. His approach emphasizes not only clinical excellence but also operational agility, ensuring that pharmacy services adapt to regional disparities in access, affordability, and patient demographics.
Three pillars of pharmacy transformation
Since joining Sutter, Carroll has focused on three areas: expanding access and affordability, standardizing care across locations, and modernizing operations with data, automation, and artificial intelligence. The first pillar, access and affordability, addresses the financial barriers that prevent patients from adhering to prescribed therapies.
Standardizing care across Sutter’s geographically dispersed facilities presents another layer of complexity. The system’s hospitals and clinics vary in size, patient volume, and technological capabilities, creating potential inconsistencies in medication protocols and patient outcomes.
Modernizing operations through data, automation, and AI represents the third pillar. Sutter has invested in predictive analytics to identify patients at risk of medication non-adherence, allowing pharmacists to intervene proactively. Automated dispensing systems in inpatient settings have reduced wait times and minimized human error, while AI-driven inventory management helps prevent drug shortages and excess stock.
“Building a high-performing organization starts with supporting a culture of inclusion and belonging,” he said. That means creating environments where people from different backgrounds feel valued and can grow into leadership roles. The goal isn’t just diversity for its own sake, but ensuring pharmacy teams reflect the communities they serve. By cultivating a diverse talent pipeline, Sutter aims to address implicit biases in clinical decision-making and improve health equity across its patient population.
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Carroll also emphasized the need for pharmacy leaders to understand CEO priorities. “Lead with a patient-centered perspective, listening first and speaking up in ways that advance the organization’s strategic goals,” he advised. When pharmacy is seen as a strategic partner rather than a cost center, it gains a stronger voice in the C-suite. This shift requires pharmacists to move beyond traditional roles and engage in high-level discussions about revenue cycle management, value-based care models, and population health strategies.
Specialty pharmacy as a growth engine
Specialty medications—complex, high-cost drugs often used for chronic or rare conditions—are a key focus for Sutter. Carroll said the system aims to integrate specialty pharmacy into the broader care continuum, combining clinical support, patient education, and care coordination to improve outcomes while controlling costs. Specialty drugs, which can cost tens of thousands of dollars per year, account for a growing share of healthcare spending, and their management requires specialized expertise. Sutter’s approach involves embedding pharmacists directly into specialty clinics, where they work alongside physicians to monitor patient responses, adjust dosages, and address side effects in real time.
Patient education is another critical component. Many specialty medications require strict administration protocols. Sutter’s pharmacists conduct one-on-one training sessions to ensure patients understand how to use their medications safely and effectively. For those facing financial barriers, the system connects patients with manufacturer assistance programs to reduce out-of-pocket costs. Care coordination extends beyond the pharmacy, with dedicated case managers tracking patients across transitions of care to prevent gaps in treatment.
“Delivering exceptional patient outcomes while creating sustainable value” is the balance Sutter is trying to strike, he said. That approach could serve as a model for other health systems grappling with rising drug prices and the growing demand for specialized therapies. Sutter’s specialty pharmacy program has demonstrated measurable improvements in clinical metrics while also generating cost savings through optimized drug utilization.
If the summit delivers on its promise, Carroll may return with new ways to embed pharmacy deeper into Sutter’s strategic planning. The discussions at the Health System Executive Summit are expected to cover emerging trends such as biosimilar adoption, gene therapy advancements, and the role of pharmacy in addressing social determinants of health. Carroll’s goal is to bring back actionable strategies that align with Sutter’s mission of providing high-quality, equitable care while maintaining financial sustainability. By positioning pharmacy as a central player in these conversations, he hopes to influence the broader evolution of healthcare delivery.
