Longitude Rx was created around a simple idea: health systems should have a partner that understands their challenges from the inside because they have lived them. We were built by health systems for health systems, and our team includes pharmacy leaders, clinicians, technicians, operators, 340B and market access experts who have spent their careers building and running these programs. That gives us a different starting point. Rather than bringing an outside solution into a health system and asking teams to adapt to it, we design our services and technology around the realities of their workflows, priorities, and patients. Our structure also keeps our incentives aligned with the health systems we serve, which makes the relationship fundamentally more collaborative than a traditional vendor model.

Much of our growth today comes through relationships, referrals and word of mouth within the health system community. Many of our leaders have spent years building successful specialty pharmacy programs, so there is natural interest in what they are building together at Longitude Rx. We would like that to continue. The strongest growth for us is when the work speaks for itself and health systems hear from their peers about the value of the partnership. We are not trying to lead with a transactional sales approach; we want growth to follow trust, results and relevance to the problems health systems are trying to solve.

We are increasingly using AI and automation for work that is repetitive, rules based or data intensive, such as organizing and surfacing information, standardizing workflows and helping teams identify what requires action without manually searching across multiple systems or spreadsheets.

Where we are very deliberate about keeping humans involved is in work requiring judgment, empathy and persistence. Patient access is a good example. Technology can help identify a barrier or surface a potential financial assistance pathway, but navigating a complex patient situation, finding an alternative when the obvious path fails and advocating until there is a resolution still requires a person. The same is true for patient counseling and clinical situations where a conversation may uncover something that needs immediate escalation. For us, the goal is not AI replacing people; it is AI removing administrative work so people can spend more time on the work that requires them.

We are starting to see a broader shift in how people research companies and solutions, including through AI powered search and answer engines. But our market is still highly relationship driven. Health systems are not simply purchasing a standalone product; they are evaluating a partner that may support complex clinical, operational, technology and market access needs. AI may increasingly influence how someone first discovers us, but peer relationships, reputation and direct conversations remain critical to understanding the full scope of what Longitude Rx can provide.

I would tell them to start with the workflow, not the AI. Question processes that exist simply because "that is how we have always done it," identify where people are spending time on repetitive or fragmented work, and then determine where AI or automation can meaningfully simplify that process. At the same time, keep humans involved where judgment, clinical expertise, empathy or advocacy matters.

What I would ignore is the pressure to add AI simply to say that you have AI. The value is not in the technology label. It is in whether the technology solves a real problem, reduces unnecessary work and ultimately allows people to make better decisions or better serve patients.