Alex Singh
Pharmacist
Where did you grow up, and what early experiences pushed you toward healthcare or science?
I grew up in Queens, New York. From an early age, I was drawn to healthcare because of how often my family relied on it. My parents and grandparents visited the pharmacy regularly—sometimes multiple times a month—and I saw firsthand how essential medications were in improving and maintaining their quality of life.
Looking back, did you show any signs as a kid or student that you’d eventually want to run your own business rather than just work in one?
I went to Catholic school my entire life, and I was always a little entrepreneurial. As a kid, I sold Pokémon and Yu-Gi-Oh cards, and I even charged classmates to help them write down or complete their homework.
Before owning a pharmacy, what did you think success in healthcare looked like—and how has that definition changed now that you’re running a business?
Before owning a pharmacy, I thought success in healthcare meant stability—that the constant need would naturally lead to appreciation and fair compensation. Running a pharmacy has shown me the reality: it’s one of the most demanding businesses out there, yet often underappreciated and undervalued.
What’s the hardest reality about owning a pharmacy that nobody teaches in school or talks about in the industry?
The hardest reality is something no one really teaches you in school—reimbursement. As pharmacy owners, we don’t control how we’re paid, and pharmacies are severely underpaid by PBMs, the middlemen in the system.Just this weekend, I filled a 90-day supply of a stomach medication for a patient and was reimbursed only 74 cents. Situations like that really show how broken the system is and how challenging it can be to keep doing the right thing for patients while trying to stay afloat.
What influenced your decision to pursue pharmacy instead of another medical field?
I chose pharmacy because I wanted to improve patients’ lives and outcomes, but I also knew early on that hands-on, procedural medicine wasn’t the right fit for me—especially anything involving blood. I actually fainted in second grade during a lesson on how the eye works.Pharmacy felt like the perfect middle ground. It allows me to have a direct impact on patient care and outcomes through medications and education.
Who encouraged you or pushed you the most during pharmacy school or your early career?
In high school, I formed a close bond with a teacher who later became more of a life mentor—the late Richard Hartman, who had previously been an attorney for the NYC PBA. We spent countless days and late nights talking about my future and what it would look like for me to eventually take over the New York City pharmacy scene.He pushed me to pick a career and stay focused on it, and a lot of my early ideas about owning and running a pharmacy started with those conversations. His guidance really shaped the way I approached my career.
What was the turning point where you decided, “I don’t just want to be a pharmacist—I want to own the entire operation”?
The turning point really came after working at CVS for about seven years. I left when I was 25, right in the middle of the pandemic, and that experience made things very clear for me. Working for large chains, I realized I wouldn’t be able to create the cultural connection or patient impact I truly cared about. I wanted to do something bigger—to build my own space and actively serve my community in a more meaningful way. Owning the pharmacy meant I could create a patient experience like no other, one that felt personal, culturally connected, and truly centered around the people it serves.
What setback or business challenge almost made you second-guess opening your own pharmacy—and how did you push through it?
One of the biggest moments of doubt came right after I opened—because I opened literally next door to a Walgreens. At first, I questioned myself, and some friends and family did too. Everyone kept asking, “Why would you open right next to them?” What pushed me through was focusing on what I knew I could offer that they couldn’t: real service and genuine empathy. I went above and beyond for patients, and word started to spread. That momentum kept growing, and we eventually became the superior pharmacy. Earlier this year, the Walgreens closed—and that moment reminded me why I trusted my vision in the first place.