Boone Health is a full-service hospital located in Columbia, Mo., known for providing progressive healthcare programs, services, and technology to people in 26 mid-Missouri counties. 

In 2024,  a transformative shift began when Stephanie Lumley-Hemme, Director, Pharmacy Services & Interim Director, Supply Chain at Boone Health — already proven in managing pharmacy spending — presented a bold, strategic vision to the CEO. Her proposal reimagined the supply chain not just as a support function, but as a key driver of efficiency and value for the 392-bed, 24 clinic health system.

As Stephanie settled into her new role, she recognized that meaningful change couldn’t wait. While she brought a clear sense of purpose and a track record of success, it became evident early on that the challenges ahead were complex. Boone Health had explored several paths to improve its supply chain — including working with consultants and pursuing aggregation strategies — but those approaches didn’t fully meet the organization’s needs. They tended to zoom in on specific areas rather than taking a step back to consider how all the moving parts worked together.

Stephanie saw an opportunity to approach things differently — not just by fixing problems, but by reimagining how the supply chain could support the health system’s broader mission. That meant listening closely to team members, building trust across departments, and focusing on creating systems that would bring long-term value, not just short-term fixes.

“Like all health systems, we have unique needs tied to the community we serve,” Lumley-Hemme said. “We needed an approach that was specific to our organization and brought lasting, sustainable value.”

In addition, she was feeling isolated and was looking for a supply chain peer group to share ideas and help herself, her team and partners learn crucial aspects that are  important for the success of the department. 

Collaboration That Builds Confidence

When initial conversations about Inspirity Health Partners (IHP) began, Stephanie was hesitant. Based on past experiences with other outside programs, she was concerned the relationship might end up feeling too transactional. But that perspective shifted the moment the IHP team arrived onsite. 

During the very first meeting, the team uncovered $1 million in savings within just one segment of Boone Health’s spend — and quickly began working toward realizing that value. Over the course of the initial planning session, the team identified multiple high-impact opportunities and developed a clear roadmap to move from discovery to implementation.

Bridging the Gap Between Vision and Action

As the partnership progressed and value began to materialize, Stephanie found herself reflecting on what the relationship with IHP had become.

“I’ve enjoyed the partnership and collaboration,” she said. “The teams are working well together, and our cultures align well to make this business venture a successful partnership.”

One of the most important elements of progress was building the internal and external relationships necessary to advance key initiatives. Earning the trust of leadership and clinical teams takes time, especially for a single department or department head. The IHP team helped by offering strategies and support to navigate those conversations, giving Boone’s team the credibility and tools needed to drive change.

“We are leaning in further and learning more with each meeting, each opportunity,” said Lumley-Hemme. “Our team is becoming self-sufficient, and we’re building the internal and external relationships we need to achieve our goals.”

Personal Purpose Meets Organizational Progress

As a self-proclaimed “Boonie for life,” Stephanie is deeply committed to doing what’s best for the community — and she knows Boone Health plays a vital role in that mission. Working with IHP has validated the instincts she had when she first approached the CFO with a vision for a better path forward. Today, that vision is becoming a reality. There’s a clear plan in place, and regular check-ins help keep momentum moving in the right direction.

“Our culture aligns — we’re all working from the same page, toward the same goals,” Stephanie said. “We understand the needs and the priorities, and that shared understanding is so important to our progress.”