Susan Mashni, Pharm D, BCPS, epitomizes the energetic spirit of modern pharmacy leadership. As the Chief Pharmacy Officer at Mount Sinai Health System, Susan has explored an impressive career marked by diverse roles—from the high-pressure neuro ICU to pioneering system-wide innovations. Her dedication to advancing patient care and welcoming technological advancements has transformed pharmacy practices and set new industry milestones. Susan’s journey is one of relentless learning, bold adaptability, and inspiring leadership.
Join us as we delve into the interview insights, and her vision for the future of pharmacy!
Can you walk us through your career journey and the pivotal moments that led you to become a Chief Pharmacy Officer?
I feel like I am the ‘poster child’ for the variety of roles available within pharmacy practice. I truly loved each and every role: clinical pharmacist, clinical manager, drug policy/formulary, EMR implementation, system pharmacy leadership. As a young person I enjoyed the thrill of being in the neuro ICU in an inner-city hospital, where there was so much to learn from the team and such a sense of accomplishment in patient care. As a young mom, I was working in the neonatal ICU, rounding as well as participating in investigational drug trials for vital new therapies, including surfactants and HIV medications. While my kids were growing up a bit and I needed more flexibility, I worked in pediatric home infusion and hospice. In this role, I learned a great deal about optimal ambulatory care, benefiting from rounding in the clinics with multiple teams, and understanding the bridge from hospital to home. The greatest leap for me was to a system role in formulary roll out for a health system with EMR implementation. In this role, I saw the bigger picture of the benefit of system work and standardization to the patient.
I learned a great deal about consensus building, goal planning, conflict resolution and project management. I had a great mentor and leader that decided it was time for our health system to have a chief pharmacy officer. I was at the right place at the right time.
My most recent role (my second as Chief) was all about accepting a challenge to move to New York city and working in an urban health system in a really exciting place.
What are the primary responsibilities and challenges that come with being a Chief Pharmacy Officer, and how do you approach them?
Leading the pharmacy in an organization, where each book of business is different, is inherently challenging. My primary responsibility is the safe and efficacious use of medications across the system – whether it is inpatient, ambulatory, at the doctor’s office, at a retail pharmacy or specialty, FDA approved or investigational. I call my day-to-day life “pharmacy jeopardy”. I never know what I will be asked or what critical need will be raised. My role as Chief is knowing about all areas of pharmacy, developing and maintaining a strong business plan for the team, and assuring the team is aligned with the plan. I also make sure to be a ‘pharmacy cheerleader’ and advocate for my team, protecting their best interests and assuring pharmacy is at the table for critical conversations. I do my best to be positive, hopeful and the best leader I can be.
How do you stay ahead of the curve and ensure that your organization adopts the latest advancements in pharmaceutical research, regulations, and best practices?
Networking, reading and learning. Critical to maintain good relationships and volunteer with professional organizations. Attending meetings, conventions, discussions, grand rounds, etc., – with leaders within healthcare and outside of health care. Continued volunteer work with colleges of pharmacy, medicine, vendors, partners, thought leaders.
Can you share an example of an innovative initiative or program you have implemented that has significantly improved patient care or operational efficiency?
Three recent programs come to mind. My team implemented a chemotherapy ‘robot’ which allows bulk production of patient specific chemotherapy without direct manipulation by a pharmacist or technician. This improves safety, reduces exposure to hazardous substances, reduces repetition injuries, and human error. Secondly, our ambulatory pharmacy team has utilized remote patient monitoring of blood pressure, working with team to help to avoid, for example, eclampsia in high-risk pregnant women. This team has saved lives by alerting the patient that their blood pressure is uncharacteristically high – managing them to the hospital and expediting care to avoid complications. Thirdly, the ambulatory pharmacy team helped to implement a tool that diagnosed risk for chronic kidney disease – and managed the medication to improve the outcomes in control of disease progression.
What strategies do you employ to foster a culture of continuous improvement and encourage your team to embrace new technologies and practices?
The team challenges one another to get better – through a myriad of projects- and this fosters a culture of growth, industry leadership, competition to make our team the best of teams. We have biweekly meetings to discuss our goals and ways we can support one another to make them happen. All our team members are encouraged to attend meetings, learn about innovation and support our local and national pharmacy organizations which help us to keep up to date on best practices. The team also has a naturally competitive nature – it was built that way – which keeps us all on our toes.
We share a BHAG – big, hairy, audacious goal: to be the best pharmacy program in the U.S., to be a mecca for growth and innovation.
From your perspective, what are the emerging trends and technologies that will shape the future of the pharmacy industry?
Certainly, automation, AI, innovation in care delivery is all driving change. Centralized ‘hub and spoke’ models are currently the rage – and we are developing one – but the next iteration is going to be about dealing with disruptors and being disruptors. Health care will undoubtedly change with the aging US population, changes in therapies, and in data mining. The next thing is finding out how to provide more individualized care in an easy way wherever the patient is during an illness – home, hospital, facility.
How do you envision the role of Chief Pharmacy Officers evolving in the coming years, and what skills will be crucial for success in this role?
I describe my role as an optimistic realist. I have to know the current state of things, have lofty goals and aspirations, while attending to the financial/clinical/social crisis of the day. The next generation of the CPO needs to have a strong business and financial acumen, while being well versed in data, automation, IT and pharmaceutical innovation.
The next gen needs to be a clinical pharmacist, HR manager, analytics guru and magician. Much needs to come together with hard work and diligence.
What advice would you give to aspiring pharmacy professionals who aim to take on leadership roles in the field, and how can they prepare themselves for the challenges ahead?
Lifelong learning and willingness to adapt to change are the keys to achievement in my opinion. Be open to opportunities. Do not be afraid. Be bold. Read, read, read. Volunteer.
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