How Jeff Stockham helps independent pharmacies build stronger, more sustainable businesses
By Good Neighbor Pharmacy
Over the past six years, Stockham has worked closely with pharmacy owners to understand where their business challenges originate and what practical changes can improve performance over time. His approach is rooted in partnership, trust, and a clear-eyed view of what it takes to run a sustainable pharmacy.
“I’m really passionate about getting out in the field and visiting my customers, building that relationship,” Stockham said. “And then seeing what I can do to help them get to where they need to go.”
That work often begins by digging deeper than the surface-level problem. A pharmacy may feel financial pressure, but the underlying issues can vary widely. In some cases, pricing strategies may need attention. In others, claims processing, workflow design, or missed clinical and service opportunities may limit profitability and efficiency.
Improving the fundamentals for long-term stability
One Kansas pharmacy Stockham supported was under significant financial stress and was considering whether it could continue operating. Working together over time, they focused on improving core business fundamentals, including cash pricing, accounting practices, suspect claims, and script processing.
“She was financially stressed, possibly going to sell the pharmacy,” Stockham said. “We really worked together to help her improve her business.”
By addressing those root causes, the pharmacy was able to improve profit per script, strengthen its bottom line, and begin planning additional growth opportunities, including immunizations and a long-term care clinic. Just as important, the owner gained greater confidence in leading the business.
Creating efficiency through medication synchronization
Another example came from a high-volume clinic pharmacy in Omaha, Nebraska, where inefficiency was creating stress and limiting the team’s ability to grow. In that case, Stockham worked with the pharmacy on medication synchronization, a process that aligns a patient’s prescriptions to a single pickup schedule rather than requiring multiple trips throughout the month.
“Basically, it’s just syncing those patients’ prescriptions to one time period instead of them having to come back every week or every other week,” Stockham said. “So, it creates a lot more efficiencies.”
The results were significant. The pharmacy went from fewer than 50 synchronized patients to nearly 1,500 in about a year and a half. That improvement helped streamline workflow, reduce pressure on the team, and create capacity to pursue other opportunities.
“If we help them stay in business, help them alleviate stress, or help them find more time away from the bench to do things that improve the business, while spending more time with their families. That’s what motivates me as a business coach.”
- Jeff Stockham, Business Coach, Good Neighbor Pharmacy
For pharmacies, sustainable growth does not come from a one-size-fits-all solution. It comes from understanding the business at a practical level, setting achievable goals, and making operational improvements that can last. According to Stockham, the benefits extend beyond financial performance.
“If we help them stay in business, help them alleviate stress, or help them find more time away from the bench to do things that improve the business, while spending more time with their families. That’s what motivates me as a business coach,” said Jeff.
For independent pharmacies, that is the value of effective business coaching: a stronger business, a clearer path forward, and a more sustainable future.
Explore how business coaching can help independent pharmacies strengthen performance, reduce operational strain, and create new opportunities for growth.
