Thank you all for being here this evening, and congratulations to each of the award nominees and recipients.

Before I discuss my presidential priorities, I’d like to first thank Emily Zadvorny for her endless support and dedication to CPS and its leaders. I’d also like to thank Sarah Bow for her guidance and insight. Sarah, you may be off the board now, but we expect to see you at the Winter Meeting!

Lastly, I’d like to thank my predecessor, Sara Wettergreen, for her leadership as President this year. Sara, thank you for all you’ve done for CPS, both this past year and over the course of your service. If you could please join me for a moment, I’d like to present you with a small token of my appreciation.

For those of you who do not know me well, I am a geriatric pharmacist and spend most of my week in a primary care clinic caring for adults 75 years and older. That background is important, because I’d like to begin with a question that has shaped how I practice: What matters most?

As clinicians, we are trained to focus on what we think matters most, optimizing medications, following guidelines, improving outcomes. But over time, I’ve learned that what matters most to me is not always what matters most to the person in front of me. It’s only when we pause, listen, and understand their priorities that we can move forward together and create meaningful, lasting impact.

That lesson extends beyond patient care. As I step into this role, I’ve spent time reflecting on what matters most not just to me, but to all of you and to this organization.

Through our member surveys, you shared your perspectives, your priorities, and your vision for CPS. You spoke about declining reimbursement, access to care, public perception, advocacy, and the need for a stronger, more connected pharmacy community across our state.

During my term, I will focus on three priorities I believe are critical to our continued impact.

First, elevating pharmacy practice.
We must continue advancing the role of pharmacists in patient care by securing reimbursement for pharmacist-delivered services and expanding innovative, collaborative models. By elevating and sharing successful practice models, we empower pharmacists to practice at the top of their license and build sustainable care models. Strong, visible advocacy—through legislative engagement and collective action—is essential, because when we elevate pharmacy practice, we elevate patient care and strengthen our profession.

Second, demonstrating the value of a CPS membership.
CPS is only as strong as the value it delivers to its members. We have a diverse and talented community across all areas of pharmacy, and we must ensure that every member clearly experiences that value through connection, support, and opportunity. We will elevate meaningful ways to engage across practice settings and be intentional about reaching students, new practitioners, and underrepresented voices so they see CPS as an essential part of their professional journey.

Third, enhance organizational excellence.
As we approach the final year of our current strategic plan, this is a critical moment to reflect and prepare for what comes next. CPS must remain a high performing, responsive, and sustainable organization. That means being intentional in our priorities, transparent in our processes, and disciplined in how we use our resources while building the structure needed to sustain our impact long term.

These priorities are not separate; they are deeply connected. When we elevate pharmacy practice, demonstrate the value of CPS membership, and strengthen our organization, we position both CPS and our profession for the future.

And as we move forward this year, I encourage each of us to keep asking the question: what matters most? If we listen, align, and act with that in mind for our patients, our profession, and our community, we will move this organization forward in meaningful ways. Because together, we are stronger. Together, we are more impactful. And together, we will shape the future of pharmacy in Colorado.

Thank you.