It's a huge thing for my kids to be able to look up to, to
grow up with, to see what we're doing, to see some of
the sacrifices that we made.
I don't want them to just know me as a pharmacist. You know,
I want them to know me as a dad that is really able to
help people.
Med Savers was born out of a lot of years of frustration.
Our vision is really to help as many uninsured and
under-insured patients that we can.
And we do that by not dealing with the insurance companies
and not signing those contracts which dictate what
we charge an uninsured patient.
It's over half your time as a pharmacist is spent dealing
with insurance problems.
I can take that time now and focus on the patients.
A patient came down because she was on medication where
she was cutting her tablets in half because she couldn't
afford them.
So I was able to sit down with this patient and say, you
know, "Listen, when you cut this drug in half, you're
never even reaching a therapeutic dose.
So you don't even get any benefit.
It's like you took nothing at all." And then when she found
out she could be 70, 80, 90,% cheaper buying it through me,
her whole life turned around.
All of a sudden, her blood pressure was under control.
Her diabetes was under control.
And it was under control because she could afford it.
For that story there's a hundred more.
A social enterprise is a organization that creates
public value.
But unlike nonprofit organizations that create
public value, social enterprises have a second
feature, which is they have to be financially sustainable,
scalable, and innovative.
There are people that do need their medications.
There are people that can't afford their medications.
The only way for me to stay open and to provide those
medications at an affordable price is to
make a profit on them.
And so my basic philosophy kind of boils down to this.
Sure, profit is necessary to keep your lights on.
It's necessary to keep your business running.
But there's a difference between charging and making a
profit, versus charging and making an obscene profit.
There's a lot of medications I could charge three, four,
five, maybe even ten times what I charge on it, but it
wouldn't feel right to me.
The vast majority of public problems lend themselves well
to an experimental and innovative approach.
For you to be a real social entrepreneur, you have to have
broader goals, bigger claims, that your idea, your
innovation, is going to spread and get bigger.
There's room for these type pharmacies all over the state,
all over the United States.
You could have one in every major city.
You know, I'm just one little guy.
I can't go open ten stores tomorrow, but there are other
you know people out there that if they could make that
paradigm shift, that more of these opportunities could be
taken advantage of, and a lot of people could be helped in
the process.
Probably the biggest hurdle was finding anybody that would
believe in what I thought was a good idea.
I didn't have a whole lot of people in my corner, you know,
cheering me on.
My wife was there.
You know, Brenda is a social worker, and it was kind of her
social work background, along with my pharmacy background,
that really solidified this idea.
Pharmacists are very well compensated in the United
States, and so I think it's really difficult for a typical
pharmacist to say, you know, "I'm going to go to a negative
income for maybe a few years even, to try to make things
work." And you know, job satisfaction, there's no price
tag on that.
And what you do in life and how you treat people and how
you help people.
There's nothing that I can say, there's no amount of
money that's worth.
If you can do that every day with what you do, in my mind,
you're already a success.