ABOUT US
HISTORY
Artemetrx is a privately held company based in Lexington, Kentucky. The company was founded in 2003 by
Robert Littrell and Robert McIntyre. The concepts and technology upon which Artemetrx was initially conceived
have roots in the University of Kentucky College of Pharmacy, one of the nation's most respected academic
pharmacy institutions. Dr. Littrell served on the faculty of UK's College of Pharmacy during the 15 years prior
to the formation of Artemetrx.
VALUES
Put simply, we place a high value on value. Value is measured by the amount of quality a purchaser gets for
a given price. Value of healthcare is created by either enhancing the quality of the care provided or reducing
the cost of providing an equivalent or higher level of quality. Activities or services that enhance quality
should at times be supported even if they have the effect of increasing costs. Conversely, activities or
services that contribute to escalating cost without a corresponding increase in quality diminish the value of
healthcare and should be discouraged.
APPROACH
Artemetrx brings the unique set of data analytic tools and professional services/resources to the challenge of
identifying and realizing cost containment opportunities in a manner that either does not affect or actually improves
the quality of healthcare. This gives decision-makers an alternative to current popular strategies of cost-shifting
or unnecessary benefit reductions by leveraging data in a way that identifies cost-savings opportunities that are “healthy."
We believe that at least three factors are necessary to enable an organization to insure and enhance
the value of the healthcare it purchases. These three factors encompass much of what Artemetrx intends to bring
to its clients.
1. Access and ongoing attention to unbiased, comprehensive, and integrated data
Key to the success of any effort to enhance value is the ability to measure quality and cost. The old adage is true:
"You can't manage what you can't measure." And reliable measurement is only possible if you have access to data that
allows the organization to quantify quality and cost. Without timely access to unbiased, comprehensive and integrated
data it is virtually impossible to insure that value is continuously being maintained or improved. However, when a
robust capacity exists to analyze and track data-driven metrics, employers achieve a greater level of transparency and
accountability with healthcare-related vendors. It then becomes possible to support and drive initiatives that produce
measurable results and ultimately enhance value.
2. A broad understanding of the current healthcare delivery and payment “system”
The current US healthcare "system" is highly complex, in many ways illogical, and comprised of multiple
stakeholders and intermediaries. Extensive experience in and knowledge of this in this disordered and "system"
is required if one is to manage and effect change within it.
3. A clinical orientation and focus
Too often, decisions regarding the design, structure and financing of employee healthcare benefits have been
driven primarily by financial strategies with little regard to the implication of such strategies on the care
provided to employees. When experienced clinicians – physicians, nurses, and pharmacists, for example – play an
ongoing, prominent role in the evaluation and management of employer-sponsored health benefits, employers can be
confident that decisions are made in a manner that supports good, quality care.
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