Leading the Next-Generation Patient Experience

Redi’s founders converged to drive a bold new vision for pharmaceutical companies: creating patient support programs (PSPs) that actually work well for both patients and drug manufacturers. How? By engaging a previously untapped resource: patients themselves.

“With just a little guidance, people can do incredible things to take control of their health and therapy journeys,” says Luke Buchanan, CEO & Co-Founder, Redi. “Our inspiration is to transform patient support programs by bringing PSP up to the consumer standard that exists today so people can be healthier.”

PSP transformation begins with creating convenient patient experiences that establish a new degree of “comfortability” among patients. Buchanan likes the comfortability Redi provides to that of other companies such as Kayak or Zillow.

“Redi brings a similar approach by aggregating relevant information for patients, making it more convenient for them to adhere to treatments, and empowering pharma companies to make patients more comfortable. That, in turn, sustains engagement throughout the therapy journey,” Buchanan adds. “When you create convenient services for the patient in a consolidated way, that is a solid foundation for comfortability.”

The next-generation of PSPs stand in stark contrast to today’s programs, which are neither comfortable nor particularly convenient. The current lack of comfortability also creates opportunities to change the status quo and, instead of relying on patients to seek out resources, proactively engage them when, where, and how it matters most.

Building the next generation of patient support means that pharmaceutical companies can more effectively treat patients like people by giving them peace of mind and time, two of the most valuable resources. And Redi’s founders bring the ideal combination of backgrounds to deliver on the vision with deep pharma and technology experience.

Why Redi? Deep and Broad Expertise

Redi’s C-Suite, anchored by the company’s four founders, is uniquely powerful because it blends world-class product development, health IT, clinical, strategy, and scaling digital solutions across diverse industry stakeholders. Joining Buchanan are Redi’s co-founders: Jaimin Gandhi, Chief Technology Officer; Kyle Grimslid, Chief Strategy Officer; and Nate Rehm, Head of Business Development.

Redi’s executives are ideally aligned to fuel the company in building a net new experience— rather than just incrementally improving current PSPs or building shiny, new technology and then searching for a problem to solve. That’s because the C-suite executives have previously introduced and implemented new technologies in heavily-regulated industries.

“When you have proven experience sustainably injecting emerging technology into a highly-regulated environment, and that is something you already know how to do, you can successfully do that again,”Gandhi says.

Indeed, pharmaceutical companies and PSPs exist in a complex regulatory environment: every brand’s patient journey, marketing requirements, and medical, legal, and regulatory considerations, differ vastly. Redi stands apart with configurable, high-scale components purpose-built for patient support.

“We have hands-on experience running full-scale patient support hubs, prior authorization programs, affordability initiatives. All of those combined give us a deep understanding of the complexities involved in diverse patient journeys,” Rehm says. “We deeply understand the challenges pharma is facing, and we built our technology specifically to solve those problems.”

Redi’s Network: A Key Differentiator

The Redi network equips clients to offer patients an entirely new experience that goes well beyond merely making current PSPs incrementally better.

“Our network dynamics create a net new experience for human-centric patient support programs. The ability to drive that PSP transformation requires our team and client partners to reimagine the patient experience,” Grimslid says. “This involves leveraging advanced, integrated technology components that prioritize patient empowerment, personalization, and seamless interactions across the network ecosystem.”

To work with pharmaceutical manufacturers building next-generation patient support programs, Redi consolidates the patient experience into one common place for pharma companies, patients, and caregivers. The power of Redi’s network also helps drugmakers ensure their investments create the greatest value and optimal outcomes for patients by delivering the resources they need in a personalized, convenient, and dynamic fashion.

In fact, the ability for Redi and its clients to use its vast network of healthcare partners enables them to proactively identify patients who will benefit from PSPs rather than relying on the limited reach associated with direct hub enrollment. Once those patients are identified, Redi then delivers the support they need at the point it matters most. Engaging patients in PSP as early as possible is critical to helping them begin therapy exactly how providers intended and, ultimately, increases therapy adherence over time to help people be healthier.

“By weaving brand identity, legal guidelines, and robust data integrations into a flexible framework, manufacturers can rapidly deploy comprehensive patient support solutions,” Gandhi says. “The result is a cohesive, human-centric experience that unifies education, adherence support, and dynamic digital engagement to deliver genuine value to patients.”

What comes next?

Redi’s leadership recognizes that pharmaceutical clients are experts in medication and patient access, not necessarily in technology, and they all encounter ruthless prioritization when C-suites are deciding where to invest.

“This is where we step in with a consultative, tech-forward approach that helps pharma overcome patient access challenges at scale,” Rehm says. “We focus on fostering long-term, co-innovation partnerships with our clients, spanning multiple products, portfolios, and years.”

Co-innovation partnerships position Redi to operate in close alignment with partners’ evolving needs for PSPs — and such alignment is essential as more and more pharmaceutical companies transform how they interact with and serve patients across the therapy journey.

“We're going to see some remarkable changes. There's going to be a significant deviation as to how pharma company A and how pharma company B support their patients. That's a good thing,” Buchanan says. “But it means there's going to be less of a tried-and-true playbook for how these programs are structured in the near term.”