The PharmHealth Story

PharmHealthTM was founded by health care Human Resource Consultant Joe Creel in response to a need presented to him by a client for whom he had worked on a number of successful performance improvement projects. This 10,000 employee client in the upper Midwest approached Joe asking if he could help with their pharmacy plan problems. 

The problems?  Cost was high and increasing at a double digit rate while the big name consulting firm the client employed continued to tell them the plan was running well and costs were in line with others. Running well, and in line, according to a big name firm doesn't stop you from busting your budget and being forced to pass onerous costs on to employees.

Joe had to reply he did not know if he could help but he would look into it and let them know what he thought. He spent months studying the problem at his own expense, quickly coming to understand that the forces were not working in alignment and that the entities paid to "manage" the employers’ plans made more money when the plans were more costly. Joe applied his Industrial/Organizational Psychology training in studying, identifying, documenting and measuring the singular and combined impact of each variable. He came back saying “YES,”  he could help. 

Several months later that client implemented the first iteration of the PharmHealth model and immediately experienced a fifteen percent decrease in plan costs with no increase in employee costs.  Six years later, working with several different Pharmacy Benefit Administrators (PBAs) and clients across the country - PharmHealth’s clients have averaged less than a three percent per year increase in Plan costs with a decrease in Employee cost. Yes, that’s true for every client!  

Our Expertise

  • Solid health care knowledge and understanding of the physician community and employee health issues.
  • Innovative and successful consulting resources.
  • Effective and greatest value in Pharmacy Benefit Administrator (PBA) resources.

Best Practices

  • Preferring the most cost effective and clinically appropriate therapies.
  • Preparing and empowering leadership groups to make key design decisions, to override decisions and to truly take control.
  • Actively managing the PBA requiring not just transparency but relinquished control so the PBA does not manage you.
  • Establishing clear and meaningful benchmarks for performance and specific annual plans for improvement all along the way.


  • Comprehensive analysis of existing plan performance. 
  • Identification of immediate cost savings through current plan and pricing agreements.
  • Identification of future cost savings through value-added consulting and design improvement recommendations.