Iowa Pharmacy Association CEO to step down after ‘historic' reform bill was passed
DES MOINES, Iowa — After two decades in the Iowa Pharmacy Association, CEO Kate Gainer is stepping down.
'Working for the IPA has brought so much meaning to my life, both professionally and personally,' she said.
Gainer started working in the IPA in 2005 and was named the CEO in 2011. She was at the forefront of advocating for legislation supporting pharmacies across the state.
On Monday, a PBM reform bill passed the Iowa legislature and is now headed to the Governor's desk.
During this legislative session, Gainer has organized several meetings at the Capitol where IPA members and community members demonstrated their support for reform. The most recent was Monday morning, ahead of the House's debate on the bill.
Her efforts led to the passing of what she calls a 'historic' reform bill.
Gainer said she will mainly miss the people she created close relationships with over her 20 years.
'The highlight for me working for IPA isn't a singular piece of legislation or an achievement from our strategic plan, but it's truly the relationships that I've built with so many pharmacists across the state and it's the people that have meant the most and have made this work really, really rewarding,' she said.
Gainer will stay in Iowa, but will take time to spend with her family before deciding what's next.
Pharmacy Benefit Managers reform bill heads to the Governor
Iowa Pharmacy Association CEO to step down after 'historic' reform bill was passed
The Caitlin Clark Effect: About 3 in 10 US adults follow women's sports, new poll finds
Iowa Senate advances carbon pipeline eminent domain legislation
Marshalltown City Council moves mall project forward
Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
2 days ago
- Yahoo
Turkish apparel sector to gain edge with İHKİB-Bilişim Vadisi pact
The collaboration between İHKİB and Bilişim Vadisi will focus on the development of projects and work packages that will contribute to the Turkish apparel industry, with an emphasis on twin transformation, sustainability, circular economy, and design. Both organisations will seek national and international support programmes that concentrate on digitalisation, green transformation, sustainability, circular economy, and creative industries. The partners intend to create projects and work packages that align with strategic goals within technology and design sectors, forming solution-oriented partnerships with affiliates and stakeholders in the areas of digital transformation and design processes. Additionally, they plan to collaborate through initiatives such as digitalisation and design clustering centres. Entrepreneurs from Bilişim Vadisi will have the opportunity to expand their businesses through partnerships with members of İHKİB. Bilişim Vadisi general manager Erkam Tüzgen said: 'Next-generation textile technologies are being driven not only by major players but also by creative start-ups. Through this programme, we are bringing together young entrepreneurs, designers, and technology developers within a shared ecosystem. Bilişim Vadisi will continue to act as a catalyst at this intersection of technology and design.' Speaking at the signing ceremony, İHKİB vice president Mustafa Paşahan highlighted Türkiye's role as one of the largest apparel suppliers globally, accounting for 3.2% of worldwide apparel exports. Paşahan said: 'We already comply with European standards in areas such as recycling, carbon footprint reduction, digitalisation, and social compliance. To further strengthen our position in global markets, we aim to build on these existing strengths and turn digital and green transformation into key opportunities. In this process, we are making effective use of EU funds through projects developed under the IPA (Instrument for Pre-accession Assistance). So far, we have secured €37m ($42.25m) in EU funding.' İHKİB will use EU's funding to initiate a 'Carbon Footprint Tracking and Reduction' project later in the year. 'With our new partnership with Bilişim Vadisi, we believe we will launch many innovative projects that will further enhance the global competitiveness of our fashion industry, especially in digitalisation and green transformation,' Paşahan added. In February this year, İHKİB completed METAMORPHOSIS project under IPA II, which led to the creation of a Digital Transformation Center for the industry. The association also launched the MIDAS project, with support from the EU, to provide infrastructure for twin transformation among SMEs. "Turkish apparel sector to gain edge with İHKİB-Bilişim Vadisi pact" was originally created and published by Just Style, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Sign in to access your portfolio
Forbes
6 days ago
- Forbes
Tom Holland's Non-Alcoholic Beer Brand Debuts A New Flavor
Bero, the non-alcoholic beer co-founded by actor Tom Holland, this week has introduced a West Coast ... More style IPA called "Double Tasty." Spider-Man actor Tom Holland is celebrating two milestones this week: his birthday on June 1, and the launch of a fourth new style of his non-alcoholic beer, Bero. The newest expression is a West Coast style IPA called 'Double Tasty,' which will debut nationally in Target and roll out to other retailers in the coming months. Double Tasty is brewed with Colorado malts and three hops sourced from the western region of the U.S. Double Tasty's flavor is described as having a 'hoppy bitterness' that IPAs are known for, with notes of citrus, grapefruit and passionfruit. Launched in October, Bero was co-founded by Holland and CEO John Herman and kicked off with three styles: pilsner, IPA and a wheat. Herman says the more premium positioning of the brand, a keen focus on flavor development and the authentic story of Holland's personal sobriety are what's resonating with consumers. Herman says the repeat purchase rate for Bero is upward of 30%. 'People are seeing it as being true to his story,' says Herman in a virtual interview. 'They followed him for years on his sobriety, and because of that, when we brought this non-alcoholic beer to the market, people saw exactly its role in how it wasn't just a marketing ploy.' The non-alcoholic beer market has been growing fast in recent years, led by upstart Athletic Brewing with big brewers launching their own variations, including Heineken's 0.0 and AB InBev's Bud Zero. Alcoholic beverage research tracker IWSR recently projected that non-alcoholic beer will overtake ale as the second-largest beer category by volume worldwide in 2025. Much of that growth has been led by younger drinkers, especially Gen Z, who have embraced more non-alcoholic brands like Bero and Heineken and are consuming far less alcohol than prior generations. But even beyond sobriety, data shows that a vast majority of non-alcoholic beer, wine and spirits is purchased and consumed by those that still drink alcohol. That's led to a social trend known as 'zebra striping,' the practice of moderating consumption of booze by alternating between non-alcoholic and alcoholic drinks throughout the evening. Bero now offers four different non-alcoholic beers that are sold in national retailers including ... More Target, Amazon and Sprouts. When Bero launched, the focus initially was on selling online but the brand quickly won a key retail distribution deal with Target. Other national retailers including Sprouts and Total Wine soon followed. On Amazon, Herman says Bero is the top-selling nonalcoholic beer brand. Bero is also focusing more on in-person activations and getting a presence in bars and restaurants in major cities like New York and Los Angeles, as well as distribution at Soho House clubs in the U.S. and the U.K. This year, the brand also had a presence at the Masters golf tournament and Formula One's Miami Grand Prix. 'It's full bodied, it's flavorful, and really the lifestyle moments that we're trying to promote at the more aspirational locations that's really coming through is being differentiated amongst the offering,' says Herman. Holland remains actively involved in promoting the brand across his social channels (he has nearly 63 million followers on Instagram and over 60,000 on TikTok). Earlier this year, the actor generated headlines when his U.K. ID was initially denied in a Target when trying to buy Bero. Actor Tom Holland, who co-founded the non-alcoholic beer brand Bero in 2024, has been sober for more ... More than three years and has said the brand reflects "my own journey and love for beer." Bero, Holland said in a prepared statement, is 'a premium option that could seamlessly fit into your lifestyle, show up in any setting and always leave you feeling your best.' The expansion of Double Tasty 'feels surreal in the best way, but also really natural for what we set out to achieve. We want to offer people more - not just in the quantity of beers to choose from, but in life,' he added. The brand will continue to leverage Holland for marketing purposes, though Herman acknowledges that will be somewhat difficult to navigate with Holland's busy schedule. This year, he will be filming the blockbuster titles Spider-Man: Brand New Day and the Christopher Nolan-directed The Odyssey. 'For now, Tom's involvement is kind of integral,' says Herman, who notes that Holland attended some events to support Bero this past weekend in Los Angeles. 'Over time, I think he'll always be part of the brand, but the brand will really exist to stand more and more on its own.'
Forbes
6 days ago
- Forbes
Teva's Layoffs Signal Deeper Fault Lines In The Pharma Business Model
The recent announcement that Teva Pharmaceuticals will lay off roughly 2,400 employees–approximately 8% of its global workforce–is a significant development in a sector already under strain. This move aims to save $700 million by 2027 as Teva attempts to rebalance its role as both a generics manufacturer and a player in branded pharmaceuticals. It reveals a deep challenge facing generics manufacturers in the U.S. and globally: the current market structure does not reward the cost-saving potential of generic or biosimilar drugs. Instead, it privileges the profit margins of expensive branded medications. Teva's layoffs aren't just a corporate adjustment, they're a symptom of a drug market that's fundamentally out of balance. We need to rethink how we reward innovation, control costs and structure distribution. Lasting change will require curbing PBM influence and redesigning incentives to reward value and competition. Teva's layoffs highlight a stark reality: generic drugs no longer offer a reliable path to growth in the U.S. market. PBMs, regulations and pricing incentives have warped the system to the point where generics and biosimilars–once seen as the key to sustainable drug costs–are no longer viable business models. In a country where generics account for nearly 90% of prescriptions but only a small fraction of total drug spending, manufacturers face razor-thin margins and limited commercial upside. Unlike branded drugs, generics do not benefit from formulary placement incentives, advertising or preferential reimbursement. This issue is compounded by global pricing distortions. In Europe, generic drugs are often priced higher than in the U.S., allowing manufacturers to capture reasonable returns abroad. But in America's free-market healthcare system, companies ironically find themselves unable to compete due to PBM-driven pricing strategies that reward high list prices and rebate structures over net-cost affordability. At the heart of the dysfunction is the pharmacy benefit manager. PBMs were originally intended to negotiate lower prices on behalf of employers and health plans. But as I discuss in a previous column, over time their profit model has shifted toward maximizing rebate revenue, most of which is derived from expensive branded medications. PBMs claim to support cost savings and patient affordability. Yet in practice, they often exclude generics and biosimilars from formularies if these alternatives don't come with a lucrative rebate. As a result, lower-cost competitors are blocked from market access, despite having met rigorous FDA approval standards. The rebate-driven model warps clinical decision-making, inflates costs and ultimately harms patients and taxpayers. The branded pharmaceutical sector deserves credit for high-risk innovation. Developing a new drug takes upwards of $2 billion in investment and years of research, with no guarantee of success. It's reasonable for manufacturers to recoup those costs, and then some, on successful assets. But that justification becomes murky when the financial system continues to reward branded products long after they've lost exclusivity, purely because of channel economics. When a biosimilar or generic alternative becomes available, the transition should be smooth, guided by comparative value and patient benefit. Instead, branded products often retain dominance through financial agreements with PBMs, payers and providers, rather than clinical necessity. There is a place for both branded and generic drugs in a functioning market, but the rules must be rational and transparent. Teva's layoffs, like the recent downsizing at Biogen and Bristol Myers Squibb, are not isolated incidents. They are predictable consequences of an industry that has become dependent on distorted incentives and short-term financial engineering. The U.S. drug pricing system rewards the wrong actors, discourages healthy competition and drives up costs without corresponding improvements in value or outcomes. The solution is not to vilify pharmaceutical manufacturers. Rather, we need to create a competitive, value-based market–one that rewards innovation, encourages adoption of cost-saving alternatives and removes the financial bottlenecks imposed by intermediaries. If we're serious about controlling drug costs, ensuring patient access and maintaining global leadership in pharmaceutical innovation, we must take a hard look at the economic levers shaping the industry. That starts with realigning the roles of manufacturers, PBMs and policymakers. Teva's restructuring should be a wake-up call, not just for generics manufacturers, but for the entire healthcare ecosystem. The system is not broken beyond repair, but it is misaligned in ways that threaten sustainability, affordability and public trust. Rebalancing these forces is a national security and public health necessity.
