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Whitepaper: Pharma Data Boom 2.0

aA-bJPIqRLdaBrSg_BlinkRx_-_Minutes_Matter.pdf

Whitepaper: Minutes Matter

FAQs

At BlinkRx, we're committed to removing every barrier between patients and their medications. Now, we're taking another step forward.

We've launched expanded language services to better serve diverse patient communities across the country. BlinkRx now offers native language patient support in Spanish, Chinese, Korean, and Vietnamese.

Patients who speak these languages can now access:

Live translation phone lines for real-time support

Translated patient materials and resources

Dedicated language support throughout their prescription journey

This expansion gives healthcare providers another tool to serve their diverse patient populations. Office staff can reference these services when helping patients navigate their prescription access, ensuring language is never a barrier to getting the medications they need.

Language accessibility is prescription accessibility. By offering support in the languages patients speak, we help more people start and stay on therapy — which is what prescription journey management is all about.

Healthcare providers interested in learning more about our multilingual support services can contact their BlinkRx representative or reach out to pams@blinkrx.com.

Live translation, translated materials, and dedicated language support available in Spanish, Chinese, Korean, and Vietnamese.

Expanding access: multilingual patient support now available

When I was 10 years old, I watched my father make a decision that would shape the rest of my life.

My father had followed in the footsteps of my grandfather and become a physician. In our family, medicine wasn't just a career, it was a form of Tsadaka — the Jewish tradition of giving back. My grandfather embodied that idea. He served as a doctor in the Korean War and viewed his service as a way to give back to the country he loved. The expectation was clear: my brother and I would become doctors, too.

Then managed care arrived in the early 1990s, and everything changed.

Suddenly, doctors like my father were being asked to sign agreements that required them to consider not just what was best for their patients, but what was best for insurance companies. My father looked at those contracts and said “no.” He ethically objected to compromising any part of the doctor-patient relationship.

As a result, his practice struggled for part of my childhood. Watching a parent battle against forces completely outside his control was deeply unsettling. At the time, I did not fully understand the economics or policy dynamics at play, but I knew something important was being lost.

I became intensely curious. I wanted to understand what was happening to the healthcare system and why it was affecting my family. I also wanted to help my father — even if my contributions were small. At that age, it amounted to helping coin the name “Independent Doctors of New York,” a group of physicians who refused to sign gag clauses or allow interference in the doctor-patient relationship.

At 13, I joined Model Congress, studying the US healthcare system and comparing it to other countries’ health systems, while writing a model bill on “Comprehensive Healthcare Reform.”

Watching how healthcare was evolving, I made a decision: I wouldn't become a doctor. But I’d still find a way to help patients through medicine. 

In college, I created my own major in biology and the history/philosophy of science. My thesis examined the pharmaceutical industry and its declining productivity. Those ideas led me to drop out of college and start a pharma company, where I saw firsthand how difficult it was for patients to get affordable medications, and for manufacturers to price drugs rationally.

I came to believe that perhaps the most important bottleneck in healthcare was not the discovery of new cures, but ensuring that existing cures actually reached patients who needed them. This was an engineering and business model problem, not a basic science problem, and that realization energized me.

After college, my brother and I became investors, which gave us unlimited resources to study the pharmaceutical supply chain, and technology industries. We soon developed a simple but ambitious idea for improving patients’ health: What if we digitized the front end patient experience and the back end systems the pharmaceutical industry used? Done correctly, this could lower drug prices, increase access, improve patients’ experiences, and create more value for manufacturers which they could reinvest in developing new medicines.

BlinkRx is the result of that vision, and the culmination of more than 30 years of thinking, studying, and iterating on ideas about how to improve healthcare.

This isn't just business to me.  BlinkRx brings together everything that has mattered to me over a lifetime: protecting the doctor-patient relationship, expanding access to affordable medication, and using data and technology to strengthen the science that drives better care.

I've been working on the problems BlinkRx helps solve since I was 13. I lived through the challenges that inspired this company during my most formative years. That's what's given me the strength to never quit — to keep figuring things out in the midst of seemingly insurmountable challenges.

Because at its core, BlinkRx is our answer to the question: How do we fix what's broken in healthcare?

This is my life's work. And we're just getting started.

BlinkRx CEO Geoff Chaiken shares the personal story behind building a company to fix healthcare — a mission that started in his father's medical office.

Why I Built BlinkRx: A 30-Year Journey That Started in My Father's Medical Office

In this Q&A, we interview Felix Anthony, a seasoned digital strategist with over 30 years of experience building digital presences for major brands, about what pharma can learn from how tech winners think about speed.

Q: Felix, why does speed matter so much to patients?

Felix: Let's start with the basics. Both pharma and BlinkRx want better health outcomes for patients. And that only happens if patients actually take the medications they are prescribed. 

Yet only a minority of patients actually purchase their prescribed medications and an even smaller number actually adhere to the regimen. So how do we improve both?

I believe it comes down to three things: price, convenience, and availability. 

We need to make medicines available to patients at the best possible price, with the least possible friction and the fastest possible delivery.

While fast delivery may seem obviously important, speed plays a critical role in price and convenience, too. A great price delivered slowly isn’t useful. A frictionless experience that drags on isn’t convenient. This is something the tech world deeply understands: delay is friction.

Q: Explain why speed drives better health outcomes?

Felix: Patients' purchase decisions are not just functional — they’re emotional. Tech companies view speed as an emotional proxy for importance, urgency, and trust. When a website is fast or a call center responds immediately, you’re telling people: “We care. This matters. You’re a priority.” 

That builds trust — and trust drives behavior. When patients feel prioritized, they’re more likely to purchase, take their medication, and come back for refills. And that leads directly to better health outcomes.

Felix: We are talking about speed as measured in minutes and seconds. A patient’s intention to purchase decays exponentially after leaving the doctor’s office. It's literally like a drug's half-life. 

Every minute that lapses, every step a patient has to take, every form that needs to be filled, and every callback to give insurance information works against that purchase decision.

There's only one place in healthcare where patients don't want speed: when they're with their doctor. They want time and attention there. Everything after that creates friction. 

Every lapsed minute reduces importance, urgency, and trust — and reduces the likelihood of a purchase. That means the patient is not going to take the drug and that’s how speed impacts health outcomes.

Q: Why does patient intent decay? If patients have health issues, why does their interest in solving them fade so quickly?

Felix: Because life intervenes and competing priorities take over. When someone has just left their doctor, they're still in that mental space of “I need to take care of my health.” They've already made the most critical decision — to see a doctor. They're primed to act.

But that window closes fast. A few minutes after leaving the doctor’s office, they're probably thinking about other things. After an hour, they could be in a completely different headspace. After a day, they might tell themselves "I'll deal with this later" — and we know what happens to "later" when it comes to health.

Q: In tech, people say “speed isn't about motion, it's about removing friction.” How should pharma apply that to the prescription experience?

Felix: Exactly. Every step we ask patients to take — be it filling forms, calling to give insurance information — adds friction.

Why do patients need to enter insurance details twice? Why can't we have that ready before they even make a purchase decision? We can do all this within the regulatory framework without making patients wait days.



Q: Is there a trade-off between speed and risk? What's the difference between recklessness and real-time responsiveness?

Felix: Speed should never be a trade-off against risk. 

Safety always comes first. Real-time responsiveness is about having the right infrastructure so you can be fast, accurate, safe and compliant all at once. 

It's not about cutting corners — it's about eliminating unnecessary and repetitive steps that don't make care safer or more compliant.

Regulatory requirements are the same whether we deliver price information in minutes or days. The difference is in how we architect our systems and processes to meet those requirements efficiently.

Q: How do you shift an organization from measuring lagging metrics (like purchase rate) to leading ones (like time-to-price)?

Felix: Start with the North Star: better health outcomes. Not satisfaction scores. Not NPS. Actual health outcomes. That’s what aligns pharma, prescribers, patients, and BlinkRx around a common mission. Everything else follows. 

Purchase rate improves health. But what improves purchase rate? Among other factors, time-to-price. It’s a leading indicator — and unlike purchase rate, it’s directly actionable. That’s why it matters.


Q: If a pharma exec wants to operate more like a tech leader, where should they start? 

Felix: Make the mindset shift from “How do we run operations more efficiently?” to “How do we help patients get healthier?” 

For every decision, every process, every system, ask: “Is this good for patient health outcomes?” If the answer is no, question why you're doing it.

Then focus on the three things that matter: help patients get the best price, make it convenient, and ensure availability. Measure how quickly you deliver the price. How fast and seamless you make the experience. How quickly you get medications into the hands of patients. Build systems around those metrics.


Felix's superpower is bringing clarity to complex situations, then executing on that clarity. That's what pharma needs right now — clarity on what truly matters to patients, and the operational muscle to deliver on it.

How tech winners think about speed: A Q&A on the operational mindset pharma needs

Pharma has long focused on access, but it continues to miss one of the most solvable barriers to it: speed. At BlinkRx, we analyzed thousands of prescription journeys and found a clear pattern — patients who see a price within 15 minutes are 15% more likely to fill. Yet most pharma organizations don’t even track time-to-price, let alone optimize it.

Patients who see a price within 15 minutes are 15% more likely to fill.

Tech companies have known for years that speed drives behavior. Amazon, Shopify, and Google built infrastructure around delivering value instantly — because every second of delay increases drop-off. In pharma, it’s still common for patients to wait 48 hours or more just to see a price. That delay leads to disengagement. According to IQVIA, only 46% of newly written prescriptions are filled — and nearly 1 in 5 are abandoned completely. [Read our white paper] 

Time-to-price is one of the most direct, actionable drivers of fulfillment. 

Our data shows that the critical tipping point happens within minutes, not hours. And yet most brand teams don’t know their average time-to-price — or how to improve it — because their infrastructure doesn’t support it.

BlinkRx solves this. We’ve built a prescription journey management platform that gives manufacturers real-time visibility and control — including live claim runs, intelligent script routing, and a digitally integrated pharmacy network with national coverage. That means patients can see a price in minutes, and act on it right away.

Speed is no longer a technical detail — it’s a commercial advantage. 

The infrastructure now exists to measure and improve it. The only question is whether pharma is ready to move at the pace patients already expect. [Book a demo →]

Why time-to-price should be a top KPI for pharma

For 20+ years, tech has driven better user experiences and business results by continually raising the bar on how fast great service can be. The same is true in pharma. Our proprietary analysis reveals that patients receiving a price within 15 minutes are 15% more likely to fill quickly than those seeing the same price delayed by several hours. Yet today, many patients must wait a day or more just to see a price at their pharmacy, and weeks for specialty medications. Pharma historically relied on channel partners to shape patient experiences — but new technology empowers leaders to actively deliver tech-level results. Pharma must evolve to meet the speed that modern consumers now expect.   

Minutes Matter: Why “real time” means moving faster than you think

Expertise and opinions from the frontlines of innovation in life sciences

BlinkRx

Resources

How tech winners think about speed: A Q&A on the operational mindset pharma needs

Why time-to-price should be a top KPI for pharma

Minutes Matter: Why “real time” means moving faster than you think

How tech winners think about speed: A Q&A on the operational mindset pharma needs

Why time-to-price should be a top KPI for pharma