Does Your PBM Sell Drugs, or Manage Drug Costs?
Pharmacy benefit managers (PBMs) were created to help employers manage prescription drug costs—by negotiating prices, processing claims, and improving medication access for members.

Pharmacy benefit managers (PBMs) were created to help employers manage prescription drug costs—by negotiating prices, processing claims, and improving medication access for members.

Pharmacy benefit managers (PBMs) were created to help employers manage prescription drug costs—by negotiating prices, processing claims, and improving medication access for members.
But somewhere along the way, that mission got lost.
Today, many traditional PBMs do more than manage benefits—they also own pharmacies, control formularies, and profit from the very drug pricing they claim to manage. When one organization plays both sides, can it really act in your best interest?
It’s the classic “fox guarding the henhouse.” And employers are left footing the bill.
When PBMs profit from drug markups or rebate incentives, employers may face:
“These are the devastating realities of our healthcare system: patients skipping essential medications or draining their savings just to afford care,” says Susan Thomas, Chief Commercial Officer at LucyRx. “Employers, patients, and independent pharmacies all bear the burden of these outdated practices.”
At LucyRx, we believe pharmacy benefits should serve employers and members—not middlemen.
That’s why we built a different kind of PBM. One that:
With LucyIQ, our AI-powered analytics platform, we give employers the insight they need to manage spend, reduce waste, and improve outcomes—with no hidden incentives.
If your PBM is both selling drugs and setting the prices, you have to ask: who are they really working for?
LucyRx puts employers back in control—with a smarter, clearer, and more human-centered approach to prescription care.
You’ll find proven strategies to reduce drug costs, expose hidden fees, and bring accountability to your PBM relationship—without compromising care.

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