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Jesse McCullough

Founder, Keystone Pharmacy Insights

Author Profile

Jesse McCullough is the founder at Keystone Pharmacy Insights, Cochranton, Pennsylvania, and a frequent presenter at Pharmacy U.


  • 7/23/2024

    Healthcare is facing a leadership deficit

    Over the last several months, I have observed so many leaders throughout the various areas of healthcare doing wonderful things. People on the cutting edge of care who are pushing for a brighter tomorrow for their patients, their colleagues and themselves. Yet, we still face major issues.
  • 7/16/2024

    Are you a restrained pharmacist?

    Over the course of my career, I have become convinced that the lack of any formal, structured leadership training has been to the detriment of the profession of pharmacy. The lack of emphasis and equipping has produced far too many pharmacists who are risk averse and wait to see whether someone else has success before they will even consider trying something new. At the same time, the demand for care has never been greater or more complex.
  • 7/9/2024

    Pharmacists–my advice? Never wish it was easier

    Whenever we face hardship and challenge, know that what comes along with it is an invitation to become better – to become more. From a pharmacist’s perspective, I can say honestly that the world needs more from us. The world needs us to continue to grow and improve and expand our skills.
  • 7/2/2024

    I’m celebrating my three-year anniversary with Pharmacy U

    In recent weeks, I have come to realize that I have done a poor job as a historian to document certain events throughout my career. This fact has been emphasized by our smartphone-rich world where many people document numerous aspects of their lives with photographs. I am still learning that skill.
  • 6/25/2024

    Homeostasis and your pharmacy

    There is a certain level of chaos that exists in any pharmacy. One of the ways I measure this is by prescription volume. My last assignment as a pharmacy manager was in Punxsutawney, Pennsylvania – the home of the groundhog! This particular pharmacy was filling about 2,200 prescriptions a week at the time.
  • 6/18/2024

    How can we, as pharmacy leaders, prepare for a better future?

    The thing about a bigger and brighter future is that it is not easy to get to. We need leaders to get there. You, for example, may have a dream or an idea or a vision for a bigger and brighter future for yourself, and your family, and your team, and your patients. For that bigger and brighter future to get here, you will need to lead your people there.
  • 6/11/2024

    Pharmacists, you don’t need enemies . . . but you have to learn to live with them

    Just like your car. You need both the accelerator and the brakes. One without the other can lead to disaster. Someone with a different perspective or tactic is not your enemy. I am reasonably sure they are looking forward to a better tomorrow, just as you are.
  • 6/4/2024

    Pharmacists, good ideas are everywhere!

    Many years ago, I was a floating pharmacist and I had responsibilities to schedule and provide coverage for more than a dozen stores. This was my first leadership role as a pharmacist outside of leading my store teams and patients. I now had the opportunity to lead dozens of pharmacists and work out schedules to keep families happy and stores open.
  • 5/28/2024

    I heard you the second time!

    Have you ever become angry or frustrated because someone didn’t do what you told them to do? Or have you ever not done something in the way you were instructed to do? We all have at one time or another!
  • 5/21/2024

    Pharmacy leadership is all about building and maintaining trust

    A bane of my existence in an earlier part of my pharmacy career came around prescription transfer coupons. The company I worked for at the time would put coupons in the weekly circular to invite and entice new patients to transfer some (or all) of their prescriptions to our pharmacy. These promotions would have good results to bring new patients to our pharmacy, but we would struggle to keep them. Why do you suppose that was?