Specialty Infusion Provider
Six weeks. From no warehouse to fully automated manufacturer contract reporting. The team understood our specialty pharmacy world from day one — and the system held up cleanly through every change we threw at it.
Context
A specialty infusion therapy business operating dozens of infusion clinics across multiple states, partnering with prescribing providers to deliver highly specialized — and expensive — therapies directly to patients. When we joined, they were three to four months away from corporate consolidation with another national infusion business.
The data environment: no warehouse, a handful of out-of-the-box Looker reports surfacing their core operational platform, nothing automated.
Problem
The business ran on contracts with top-10 specialty pharma manufacturers — lucrative agreements requiring precise weekly and monthly data deliveries. Every week, internal staff spent dozens of hours pulling, validating, and formatting contract reports by hand. Accuracy wasn’t optional: these reports drove manufacturer relationships, and errors put both the relationship and the revenue at risk.
Two or three new contracts were ready to go, but no reliable way to build and deliver on them. The merger timeline added pressure — whatever got built had to hold up under post-merger scale.
Solution
We scoped a six-week engagement: build a production-grade data warehouse from scratch, and automate the new manufacturer contracts.
Stack: PostgreSQL warehouse, dbt for modeling (154 models across staging, intermediate, marts, and reporting layers), Looker for BI, GitHub Actions for orchestration. We integrated core platform infusion data, pharmacy location rosters, insurance verification, prescriber and patient dimensions, and manufacturer-level contract logic — all designed for idempotent daily refresh with eight-week historical catchup to handle late-arriving data. Every output was version-controlled, documented in a production runbook, and owned by the client team.
Shipped on schedule. Started solo; added a second engineer as scope expanded.
Outcome
Hours of weekly manual work became a scheduled pipeline. Contract cycles got faster and more accurate. On the strength of the new reporting capability, the client signed additional manufacturer partners — and leadership finally got the operational visibility they’d been missing.
The infrastructure held up through the merger and then some. Post-merger, we’re now servicing the combined entity, helping the acquired business with its own manufacturer contracts, and architecting a unified warehouse across both companies.