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Last month, Alto celebrated the well-deserved promotions of many Altoids across the company. Among those promoted is Elnaz Moshfeghian, who is now Alto’s VP of Strategic Planning & Business Operations. Elnaz shares more about her new role, what she’s most excited about at Alto, and advice she has for those looking to make a career pivot.  

Catching up with Elnaz Moshfeghian, Alto’s new VP of Strategic Planning & Business Operations | Alto

Last month, Alto celebrated the well-deserved promotions of many Altoids across the company. Among those promoted is Elnaz Moshfeghian, who is now Alto’s VP of Strategic Planning & Business Operations.

Elnaz joined Alto in 2016 as a software engineer and when we last connected with her in 2020, she shared her thoughts on building a career in engineering. Since then, Elnaz has pivoted to a truly cross functional, strategy-focused role, where she applies learnings from her engineering experience with her ability to identify opportunities for growth. 

Below, Elnaz shares more about her new role, what she’s most excited about at Alto, and advice she has for those looking to make a career pivot.  

To start, congratulations on your new role! You joined Alto 6.5 years ago, and so much has changed both within the company and the industry at large. Can you tell me a little bit about your journey at Alto? 

I’ve always been attracted to problems that are cross functional and can be solved by bringing together different teams - pharmacists, technicians, logistics, dispatch, sales. I really enjoyed it as an engineer, given that when I joined there were no product managers. We all had to figure out what we were going to build and build it ourselves. I loved working with teams, which is why I pursued the manager track. I noticed pretty quickly that the most interesting and challenging problems rarely came down to technical decisions, but more-so to people and priorities. 

As I grew in my engineering career, and got to lead teams solving problems, I was always searching for how to expand my understanding and impact across the business. I had the opportunity to shift into a strategy and operations role, which allowed me to shadow the CEO and learn a great deal while also identifying the company’s key priorities, understanding how they're doing, and ensuring that they stay on track. The new role allows me to use everything I’ve learned over the last 6.5 years at the company while at the same time, learning a lot from a seasoned leader like Alicia on how to run a business. 

Your previous experience was in engineering, and you didn’t work in healthcare or pharma before joining Alto. What has been the biggest surprise to you since joining the company? 

There are a lot of different hands in healthcare; it's a really complex space and there’s a lot at stake. I’m always mystified by how hard it is to align different parties’ incentives to result in the right outcome for patients. It underscores the importance of Alto’s mission: to fulfill medicine’s true purpose — to improve quality of life — for everyone who needs it.

Tell me a little bit about your current role. What are you most excited by? 

I’ve loved seeing how the different pieces of the company connect, and being able to connect the dots when we’re missing something. It’s been really fun to see how a little bit of communication and collaboration can go a long way. I also love thinking about how what we’re doing today could set us up for bigger things in the future, and how we build today in a way that opens a lot of doors for us down the line. 

In your opinion, what are the biggest opportunities for the company? 

There’s always an opportunity to be excellent at the basics. Are we consistently providing the best patient experience? Are we getting patients the best price? Are we saving time for prescribers and their offices? Those are problems that we’ve been solving for a long time, but it just gets more interesting and challenging as we’ve gone into new markets and therapeutic areas, and worked with different kinds of patients and prescribers than we used to. 

Something that I’ve always been intrigued by is - how do you bring more transparency around pricing to prescribers and patients at the earliest possible time, so that they can make the best decisions? It’s something that’s really missing in the industry. It’s not easy to do, and that’s definitely something I think a lot about - ‘How can we be the one who makes it easy for prescribers to know what they’re about to send to the patient, and for the patient to know what their other options are?’ Because a lot of times, what your insurance may cover and what your doctor may prescribe may not always be the best option. There might be other options, and I think a lot of people don’t know to ask about that. 

What are the biggest challenges in the pharmaceutical industry today? 

I think there’s been a lot of great activity from different patient advocacy groups and state governments to regulate the worst of what’s happened in healthcare. It’s been cool to see that take shape over the last five years. The challenge is that it’s very hard to write legislation and force some of these things, and so I’ve honestly gotten more interested in how do you write the right laws and approach regulation in a way that allows innovation to still happen and thrive, and still protects the patient at the end of the day. 

Back to your engineering roots – what advice do you have for young engineers?

Given the state of venture capital and the industry, a lot of engineers are going to earlier-stage companies, because there’s a little bit more investment and activity happening. I had to figure that out along the way - how do you operate as the third engineer on the team? Being anyone in an early-stage, small company - and an engineer especially - comes with its own unique challenges and skills. It’s not something there’s a ton of resources around. There’s a lot of resources about how to start a company, but not a lot for how engineers can grow their career at a company at that stage. So, my advice would be to seek out mentorship and cross functional peers from whom you can learn and grow. 

You pivoted from engineering to operations and strategy. What advice do you have for someone looking to make a career change? 

As an engineer, I’ve really focused on making an impact, whether that’s through building a product or shaping the business with what I know, with tech being the backbone. And I think that’s something we don’t talk about as much in engineering - how do you take your skills and really channel them for maximum impact and better understanding of a business? And for people who want to start their own companies someday, taking the path I did could be really valuable. It allows you to be a better entrepreneur and a better contributor if you can see the connection between engineering choices and the systems you’re building, and how they impact your customer and other parties. 

The other piece is being comfortable with wearing a lot of different hats. It’s what really helped my growth, and it’s counter to a lot of advice you get. People will tell you to go deep, get specialized and go down one path. You need to, to some extent; I absolutely had to figure out how to be a better engineer and a better leader. But the most growth for me wasn’t necessarily to stay in engineering – it was to take a turn. Hopefully, I can give colleagues a little more confidence who want to take a turn and increase their impact, growth and learning. 

Catching up with Elnaz Moshfeghian, Alto’s new VP of Strategic Planning & Business Operations 

Pharmacists are one of the most accessible healthcare professionals, seeing people 5 to 8 times more frequently per year than primary care providers. Their role has become more expansive than ever, and many people don’t realize just how integral they are to a patient’s health and well-being.

National Pharmacists Month Spotlight: Travis Allison

At Alto, fulfillment pharmacists focus on dispensing medication — ensuring that the entire process is carefully monitored every step of the way — while patient advocacy pharmacists tackle anything related to a patient’s wellness, from provider communication and insurance coordination to guidance on managing chronic health conditions.

These specializations have opened up entirely new possibilities for the patient-pharmacist relationship at Alto. And this October, as we celebrate American Pharmacist Month, we’re spotlighting a few of the extraordinary Alto pharmacists who focus on patient advocacy.

To kick things off, we’re pleased to introduce Travis Allison, a patient care pharmacist based in Dallas, Texas.

What motivated you to pursue a career in pharmacy?

I took the long and winding road here. I didn’t always know this was what I wanted to do. In college, I started off as an English major but had a change of heart after a semester or two. I went on to study agriculture, and those experiences made me believe that I could pursue a path grounded in science.

My childhood memories of visiting the pharmacist were always in the back of my mind. As a kid, I hated going to the doctor. When those dreaded appointments were over and done with, I knew I’d get to see a guy in a white coat who would give me something to feel better. I always saw pharmacists as a comfort in the often scary world of healthcare.

What challenges have you encountered as a pharmacist?

At any chain pharmacy — which is where I spent my career before Alto — pharmacists are inundated with so many tasks. It isn’t that these tasks are unrelated to pharmacy, but they interfere with our ability to deliver patient care.

On a typical day, I would give 100 Covid shots and fill 200 prescriptions by myself while also coordinating billing and calling doctors’ offices. We also had to think about corporate metrics. I was frequently asked to get more people signed up for text message alerts and hit specific quotas.

Patient care is always the priority, for any pharmacist, but the reality of my job made it extremely difficult, and often impossible, to give patients the time they deserved.

The first thing I noticed when I started at Alto were the specializations. We have many different team members to handle all the responsibilities that fall on a single person’s shoulders at a traditional retail pharmacy.

I’m a patient care pharmacist, which is distinct from fulfillment pharmacists who process prescriptions.

I review prescriptions for accuracy and initiate medication transfers, and I interact with both patients and doctors. I’m here to answer any questions a patient has about their medication.

In a way, I feel like I’m on the frontlines the same way that I was when I worked in a pharmacy chain. It’s all of what I liked about retail pharmacy without the distractions of retail. We’re able to practice our most important functions as pharmacists without the noise.

We’re utilizing technology in a way no other pharmacy does, which allows us to communicate with patients and providers in so many different ways — without having to rush through interactions.

And the wheels of change turn much more quickly at a tech-oriented company than they do at a massive corporation. At my previous job, you could have conversations all day about what improvements were needed, but nothing ever happened. Alto was founded by software engineers, and we’re able to easily make changes in real time.

As a digital pharmacy, we serve so many patients that only we can serve. I talk to many who are homebound without a caretaker. Because of Alto’s model, I’m able to communicate with them, and we’re often their only point of contact within the healthcare system. I don’t know of another way these patients could get pharmacy care.

The digital model also allows us to get a broader view of healthcare, and to make an impact on a larger scale. Alto was one of few places where New Yorkers could get the Covid medication Paxlovid when it was first introduced.

It was incredible to be sitting here in Texas, getting prescriptions out in New York City just as a new variant came out that was really devastating to the city. At no other pharmacy would I have been able to help out my neighbors in New York.

Those moments where you can tell in a patient’s voice that you seriously helped them. To me, that’s an indication of how well I’m doing my job, much more so than the number of prescriptions processed or dollars generated.

The Alto product and engineering team has long been focused on initiatives that improve our unit profitability. Now that we’ve laid a strong foundation, we've started to think about our next big bets: How do we expand our services beyond delivering prescriptions? How do we test new value-add offerings quickly and iteratively? That’s where the incubation team comes in.

Meet the Innovation Team Building Alto's Next Big Bets

The Alto product and engineering team has long been focused on initiatives that improve our unit profitability. Now that we’ve laid a strong foundation, we've started to think about our next big bets: How do we expand our services beyond delivering prescriptions? How do we test new value-add offerings quickly and iteratively? That’s where the innovation team comes in.

Newly launched in 2022, the team is small and scrappy by design. We’re a product manager, two engineers, a part-time designer, and a part-time manager with a single mission: to launch at least two significant new business experiments per year. If an experiment is successful, we’ll scale it into a full workstream before handing it off to a stand-alone product team.

We started with over-the-counter (OTC) medications. OTCs, or medications you can buy without a prescription, like Advil, are high-margin products that users are accustomed to purchasing at traditional, brick-and-mortar pharmacies. The goal of this experiment was to assess how much interest users have in adding OTCs to their order while checking out in the Alto app. We set a target conversion rate and offered OTCs only from our San Jose pharmacy, which is less busy than our San Francisco pharmacy but close enough to engineers in San Francisco for in-person troubleshooting.

Our initial hypothesis: if we present users with a small selection of OTCs targeted to their needs (based on the prescriptions in their cart), they’ll be more likely to convert. With support from our pharmacy partners, we carefully curated a recommendation algorithm that would suggest nine OTCs based on the medications already in the user’s cart.

In the interest of lean experimentation, we wanted a scrappy technical solution that could be implemented quickly while meeting our high user experience standards and minimizing operational risk. We settled on the following architecture:

We prioritized creating a clean API for Alto’s customer-facing app and using as much of our current infrastructure as possible. Although OTCs are distinct from prescriptions, we decided to reuse our existing prescription model rather than build a new one from scratch. This allowed us to leverage existing systems and operational workflows, reducing engineering time and risk of regression.

Behind the API, we opted to store our OTC formulary and associated metadata in in-memory data structures:

ADVIL = SkuId.new(sku: '...', sku_type: '...').freeze
CLARITIN = SkuId.new(sku: '...', sku_type: '...').freeze
FISH_OIL = SkuId.new(sku: '...', sku_type: '...').freeze
...
METADATA_BY_SKU_ID = {
  ADVIL.hash_code => {
    image_url: '...',
    name: 'Advil Ibuprofen 200mg Coated Tablets',
    quantity_description: '100 tablets',
    product_description: 'Easy to swallow powerful pain reliever for headaches, joint and muscle pain.',
  },
  CLARITIN.hash_code => {
    image_url: '...',
    name: 'Claritin 24 Hour Allergy Tablets',
    quantity_description: '30 tablets',
    product_description: 'Non-drowsy, 24 hour relief of symptoms due to allergies: sneezing, runny nose, itchy and watery eyes.',
  },
  FISH_OIL.hash_code => {
    image_url: '...',
    name: 'Fish Oil 500mg Softgels',
    quantity_description: '130 softgels',
    product_description: 'Dietary supplement with EPA and DHA omega-3 fatty acids to support heart health and maintain normal triglyceride levels.',
  },
  ...
}.freeze

This gave us a nice balance of speed and flexibility. We knew that we could optimize once we had established our OTC offering and gained an understanding of how it would evolve within Alto.

The results of phase 1 were a bit disappointing, but very interesting: the conversion rate of users who checked out with an OTC was just under our target. However, nearly half of all users who saw the experience would scroll down to peruse all nine OTCs that were offered.

Based on this positive sign of engagement, we hypothesized that perhaps we just weren’t showing the right OTC products to the user. For phase 2, we decided to scrap the limited recommendations and allow users to explore an entire catalog of OTCs.

Phase 2 required categorizing our list of OTCs into buckets such as “Top Sellers,” “Covid Care,” and “Allergy & Asthma.” We built a new fetch_categorized endpoint to return our OTC catalog structured by category, adding search functionality into the client so that users could quickly filter for a specific product. This search field was also heavily tracked with analytics events to help us learn which products to add to our catalog in the future.

This new experience immediately outperformed phase 1. After a few performance improvements (speeding up our catalog and product image load times), we eventually hit our target conversion rate — even managing to surpass it on some weeks!

Our eventing did show that a significant number of users with multiple prescriptions or smaller screens were not even seeing the OTCs in Cart, as they were pushed below the fold. We tried experimenting with alternate spots to show our catalog:

1. An interstitial that shows after Cart and before Checkout - this didn’t perform any better than the control and was quickly scrapped.

2. A single carousel at the top of Cart - this out-performed the control but at the cost of our guardrail metric. With a decrease in the overall checkout rate, we decided to stick with the control for now.

This phase of UI experimentation validated that our users wanted an offering of categorized OTCs. However, our initial technical solution wouldn’t scale as we rolled out to more of our pharmacies. The following questions led us to this conclusion.

How might we support changes to our OTC catalog on a per-pharmacy basis?

Given factors such as inventory, geography-related price sensitivities, and experimentation, we wanted to make sure that we could tweak the OTC experience for users getting deliveries from a specific pharmacy.

In the status quo implementation, that would have likely meant adding an additional layer to our data structures like so:

SKUS_BY_PHARMACY_AND_CATEGORY = {
  SF_PHARMACY_ID => [
    AddOnOtcCategoryType::TopSellers => [
      IHEALTH,
      FLONASE,
      ASPIRIN,
      ...
    ],
    ...
  ],
  ...
}

We weren’t worried about memory space limits given our relatively small number of pharmacies and OTC catalog. We were concerned, however, that each modification would require an engineer to go in and make code changes, get PR approval, and wait for a full deploy for the update to go live. This would be a bad use of engineering time, and our CI/CD process would become a bottleneck to otherwise quick modifications.

How might we add and remove OTCs from our catalog?

Similarly, we knew that adding and removing OTCs from our catalog would also be a somewhat regular workflow. There are some other considerations when adding a new OTC (Is it in our product database? Do we need any new procurement/inventory workflows to make sure it gets stocked in our pharmacies? Do we have a nice image to render in the app?), but we wanted to automate the technical side as much as possible — or at least be able to automate it.

The natural next step was to move our OTC catalog into the database.

Alto’s OTC Database Schema. Some columns excluded for brevity.

Now, rather than grabbing from in-memory data structures, we are efficiently querying the database for the OTC catalog of a user’s specific pharmacy, preloading all of the associated models needed for our API response.

OtcCategory
  .includes(otc_category_products: { otc_product: :otc_product_metadata })
  .where(otc_category_products: { pharmacy_id: pharmacy_id })
  .where(otc_product_metadata: { pharmacy_id: pharmacy_id })


At the time of writing, an engineer is still required to go in and make the changes at the database level. However, we plan to build an admin dashboard so that designated pharmacy partners can tweak our OTC catalog without the help of an engineer.

We’re excited about our next iteration, which will allow users to add OTCs to their upcoming deliveries at any point, not only when checking out. It will likely be live by the time you read this.

Once that’s released, we will continue to learn, iterate, and pay down technical debt — more specifically, maturing the OTC data model in our backend and eliminating the need for them masquerade as prescriptions.

Looking even further ahead, the innovation team has more exciting and impactful projects on our roadmap. We can’t wait to share what’s in store!

When Jake Moffatt says he loves building things, he means it — sometimes literally. A construction project manager turned engineer, Jake has spent the past decade building software at mission-driven organizations. Today, as Engineering Manager of Alto Assistant, he leads the team that’s bringing wizard-like support to Alto’s customer-facing app.

Get to know Jake Moffatt, Engineering Manager on the Alto Assistant Team

When Jake Moffatt says he loves building things, he means it — sometimes literally. A construction project manager turned engineer, Jake has spent the past decade building software at mission-driven organizations. Today, as Engineering Manager of Alto Assistant, he leads the team that’s bringing wizard-like support to Alto’s customer-facing app.
Below, Jake chats with fellow engineering manager Mike Riess and recruiter Braden Hanlon about the work ahead for Alto Assistant.

I’d love to learn more about your background to get us started. How did you end up in software engineering?

When I was twelve, I started learning to code in QBASIC because I wanted to make video games. Once I wrote my first program, I was hooked! I loved computers and the creative power they gave to anyone willing to invest the time and energy to learn. Since then, I’ve built games, personal tools and projects, desktop software, and a number of apps and services — I love building things. My career has gone back and forth between construction and software engineering, but it’s been firmly in the software industry for the last ten years or so.

My favorite place to be in a company is working on something new that has a big impact or addresses an important problem. In a previous role, I built an app that helped people find roommates in a city where housing is prohibitively expensive. At that same company, I led the team responsible for creating a new vertical that eventually split off into its own company.

The goal of Alto Assistant is to help customers help themselves before reaching out to support. Our first project is introducing a wizard-like support “assistant” (hence the team name!) that guides the customer through a series of questions to narrow down the area of support. We’ve already identified a few tasks the assistant can help customers complete on their own, including making changes to upcoming deliveries or scheduling new orders.

In cases where we can’t help them just yet, our new tool generates data to help us to learn exactly what customers need help with. It’s a top priority to bake analytics into every new feature we build; even though we have years of experience supporting our customers — and we know intuitively which problems they frequently experience — we don’t have conclusive data to draw upon just yet.

We plan to start with a couple of frequent use cases and measure how often customers reach out to us for support. Then, we’ll chip away at the problem until we’ve seen a substantial improvement in the user experience. From there, we’ll move on to the next biggest problem and repeat the cycle. There’s a reason “Chip away it” is an Alto value: It’s the playbook that we’ve used to automate other critical parts of the pharmacy value stream like intake, billing, and fulfillment.

What opportunities are you most excited about?

Support drives much of the cost of every shipment today, so this is a high-impact area for our business. A year from now, it would be a stellar outcome if the Assistant team could reduce the number of issues that customers need support on by half.

We’re also thinking about the user experience beyond the app. We plan to improve the tooling that our care specialists use to provide support as well. We’ve already discussed some promising ideas like creating the concept of a conversation in support communications rather than an infinite stream of messages and building out enriched communications. We also intend to develop a custom tool that can expedite a customer’s prescription when they need their medication ASAP.

The possibilities are many, and it will take a team of determined, passionate, empathetic people to solve these challenging problems. I’m super excited to see what the Assistant team will do together.

Any lessons learned from previous experience that you’re applying to your role at Alto?

There’s always the temptation to tackle everything at once with new business initiatives. My experience leading new verticals at Apartment List and Snapdocs taught me the importance of being laser-focused on one or two key metrics instead of trying to build out a fully-realized product from the beginning. That’s exactly what we’re doing on the Alto Assistant Team with our clear focus on reducing communications per shipment — how often customers reach out for help because they could not find what they needed in our app.

It’s also important to recognize that we won’t have all the answers right out of the gate! I like to think of product development as a three-step sequence: learning, growth, and maintenance. Alto Assistant is so young that we’re very much still in the learning phase. We maintain a tight iteration loop with everything we ship: launch, measure the impact, and use the results to iterate and refine our hypotheses about what our users want. Our final product could be anything from a customer support wizard to an AI chatbot to a ticketing system — we have to rely on our key metric of communications per shipment, experimentation, and user feedback to shape the direction.

What got you excited to join Alto? What would you pass on to an engineer thinking about applying to the company?

I was impressed by the Altoids I met during the interview process. I knew I would be working with people from whom I could learn a lot, like Elnaz, who started as an individual contributor and went on to become Director of Engineering and, now, Alto’s first Head of Strategy & Operations. I was also impressed by the quality of the interview process itself — a good sign that the company was well-organized internally. Finally, the pitch for the role was extremely clear, with already-established key metrics that would directly contribute to the company’s bottom line and help Alto become more profitable.

For engineers, I think Alto is a great place for both technical challenges and career growth. We’re still small enough that every individual gets exposure to a broad portfolio of high-impact projects. It’s also a great environment for learning about how a business works — the Product & Technology organization does a great job of sharing information and presenting problems in a way that gets to the root business problem we’re trying to solve. There’s a clear line between any project a team is working on and a foundational business metric. Most importantly, we’re a company that makes a truly positive impact on our users’ lives.

Interested in learning more about engineering at Alto? Follow us on LinkedIn.

We’re excited to share that Alicia Boler Davis will be Alto’s next CEO. She will start on September 1, 2022. This is a big moment for Alto, so we wanted to share how we got here.

Introducing Alto’s New CEO - Alicia Boler Davis

We’re excited to share that Alicia Boler Davis will be Alto’s next CEO. She will start on September 1, 2022.

This is a big moment for Alto, so we wanted to share how we got here.

Alto has come a long way since we started out in 2015 by acquiring AG Pharmacy in San Francisco. Those first few months revealed just how much opportunity there was to build a better pharmacy experience for patients by rebuilding the entire end-to-end technology stack, combining it with a more efficient operational process, and backing it all with a talented and caring team. And with that insight we started forging ahead with bright eyes and relentless optimism toward our ultimate mission: fulfill medicine’s true purpose - to improve quality of life - for everyone who needs it.

Like any transformational startup, the journey has not been without its challenges. We’ve been consistently humbled by the complexity of the pharmacy industry and the challenges inherent in transforming how it works. Yet we’ve also been consistently amazed by how much opportunity there really is to make a meaningful difference in the lives of patients, and how receptive people are to a better solution. And through persistence and grit, combined with an increasingly talented and diverse team, we have overcome all the challenges that we have faced so far. We have served over 300,000 patients, with a 90 Net Promoter Score, are unit profitable, and are expected to pass $1 billion in annualized revenue in the next few months. We’re making faster progress than at any point in the company’s history. 

So if things are going so well, why are we hiring a new CEO? The opportunity ahead of us is huge, and along with that the challenges are getting more complex. Despite how far we’ve come, we are still only 0.2% of the total pharmacy industry market share. Capturing this massive opportunity will require leveling up our already world-class team with an even greater level of bold, rigorous, caring, experienced leadership.

As we got to know Alicia over the past few months, we realized that we had found the perfect partner to lead us through the next phase of Alto’s growth. Alicia was most recently the SVP of Global Customer Fulfillment at Amazon, and before that the EVP of Global Manufacturing at General Motors. Alicia grew up in Detroit, and got her first job as an engineering intern at GM. Over the next 25 years she worked her way up to running a plant, then running multiple plants, then running all of quality and customer experience, and finally running all of global manufacturing. She was the first Black woman to accomplish each of these things at GM. In 2019 she joined Amazon, and was quickly promoted to the prestigious S-team, which is the exclusive inner circle of the most senior leaders at Amazon. When she was barely a year into the job, the Covid-19 pandemic hit, and over the next two years she oversaw Amazon nearly doubling its fulfillment network capacity to keep up with surging demand, while managing a team of over 800,000 people. Alicia built a reputation for successfully navigating the toughest challenges while driving unparalleled growth by bringing out the best in her teams.

From the day we started, we have always tried to build a team that is balanced between the rigor and operational excellence needed to execute in this complex industry, along with the heart and care that we saw was missing from the industry. These are not mutually exclusive attributes, but they are extremely rare to find in the same person. In Alicia, more than any other leader we’ve ever met at her level, we’ve found someone who can bring that balance that we seek. She is one of the world’s top executives in operations, and is a rigorous, disciplined operator. And at the same time, she leads with real heart and care for the people that she serves and that she works with.

With Alicia coming on board as CEO, Matt and I will continue to be involved full-time, both in supporting Alicia and with our own portfolios of projects to lead. We’re more committed than ever to Alto, and more excited than ever about the real opportunity we have in front of us. And we are so early in this journey that it is clear there is no shortage of work to do and problems to solve. Matt and I have never been attached to any particular role or title, and have each worn many different hats over the years. We are humble about what we are good at and what we are not, and just want to do what is best for our team in order to achieve our mission. In the short term we will focus on ramping Alicia up, and after that we will work more on what we do best: building our long term strategy, leveraging our entrepreneurial spirit to spin up new business lines, defining and evolving our culture, and sharing the Alto vision.

We are just getting started, and there is still so much opportunity to fix this broken industry, and truly help people live happier and healthier lives. We can’t wait to see what we will do together in this next phase of the Alto journey.

Receiving feedback from your manager or coworkers can be scary. Giving them feedback can be even scarier. It’s why many companies lack a culture of regular feedback and rely instead on a stress-inducing biannual performance review cycle.

How We’re Making It Easier (and More Fun!) to Give Teammates Feedback

One of Alto’s company values is “communicate with candor.” To make sure we live by this value, we recently set out to make peer feedback more frequent, honest, and fun. Here’s how it went.

Earlier this year, Alto’s patient care team hosted its first Speedback session, inspired by a Thoughtworks idea of the same name.

Set aside a dedicated hour for team members to give feedback to one another.

Group participants into pairs and have multiple rounds. Each round lasts four minutes, giving both participants two minutes to speak.

Change pairs after each round, ensuring that each participant meets once with every other. 

Each round begins with highlighting what the feedback recipient is excelling at, then noting opportunities for improvement.

By creating a fun format for discussions and encouraging constructive criticism, we hoped to take the fear out of feedback and give every participant valuable and actionable insights.

Because Speedback rounds are, well, speedy, it was important that the team came prepared.

A week before the session, every team member identified specific areas they wanted to improve in, from communicating more effectively to keeping coworkers motivated. These were then posted in Lattice, an HR tool we use at Alto, for everyone else to see.

Over the next week, team members reviewed one another’s feedback requests and brainstormed suggestions to share on Speedback day. If a team member wanted tips for writing cleaner code, other Speedback participants could look through past code review sessions for examples.

Since Alto is a remote-first company, the team also had to plan for a virtual Speedback session. We used Zoom breakout rooms, which include helpful features such as countdown timers for the rounds.

After some initial finicking with Zoom, the team quickly got into a groove. Each participant received valuable feedback from every other, which they used to grow over the next few months.

Feedback was also cross-functional. Engineers received feedback from product managers, and product managers received feedback from engineers. Managers received feedback from their reports and vice versa.

“With the feedback I received, I realized that each person responds best to slightly different communication styles,” says Patient Care Engineering Manager Nick Helvig. “It’s helped me better understand and collaborate with the entire team.”

The team’s first Speedback session occurred two months before Alto’s annual performance review cycle. This gave participants valuable information to use for improvement, as well as documentation of their strengths, weaknesses, and growth.

As one team member put it, “What I appreciate most about Speedback is the opportunity to get super clear on where both you and your teammates are looking to improve. It’s also a great way to track your progress and see how far you’ve come in the past two months, the past year.”

Patient Care has since made Speedback a ritual every two months.

To make sure there is useful follow-up to prior feedback, the team has adjusted the timing of rounds from four minutes to six. The first two minutes are now dedicated to revisiting items from the last session, allowing participants to reflect on their progress as well as remaining opportunities for improvement.

Curious to give Speedback a try? Start by putting three blocks of time on your team’s calendar: the Speedback session, a reminder to request feedback for yourself, and a reminder to prepare feedback for others.

Ultimately, Speedback does a lot more than make feedback less scary — it integrates regular, honest discussions into a company’s culture. We hope you’ll find it as helpful as we have!

Redux is great for managing client state: it allows data to be synchronized across the whole app, reduces prop drilling, and makes it easier to understand when state changes occur.

Server state is a different story. Sure, it’s nice to have data available everywhere in our app, which is why we tend to fetch data from the server and dump it into our Redux store. But because our client application doesn't own that server data, it’s hard to know when it has become stale. And what if multiple components trigger calls to fetch the same data? How do you dedupe requests? How do you decide when to refetch?

Why We Switched to React Query for Managing Server State

Redux is great for managing client state: it allows data to be synchronized across the whole app, reduces prop drilling, and makes it easier to understand when state changes occur.

Server state is a different story. Sure, it’s nice to have data available everywhere in our app, which is why we tend to fetch data from the server and dump it into our Redux store. But because our client application doesn't own that server data, it’s hard to know when it has become stale. And what if multiple components trigger calls to fetch the same data? How do you dedupe requests? How do you decide when to refetch?

Below, we’ll dive into how we’re using React Query at Alto to solve these problems and achieve separation of client and server state.

The Old Way: Fetch Server Data and Store It in State

Historically, we would fetch data and set the response in our React component state.

fetchUser(params) {
 this.setState({ isLoading: true });
 
 return getUser(params)
   .then(({ data }) => {
     this.setState({
       isLoading: false,
       user: data.user,
     });
   })
   .catch(() => {
     toaster.toast({ title: 'Something went wrong...' });
     this.setState({ isLoading: false });
   });
}

To make that data accessible from other components, we’d set that data in the global Redux store. This works fine, except that you have to manage your own loading state, the logic for when and when not to make the request, updating the store when mutating data on the server, and knowing when data is stale.

The React Query Way: Fetch and Cache Server Data

With React Query, fetching data and using that data is more declarative.

const { data, error, isLoading } = useQuery(
 // This is our Query Key, which is unique per query so that React
 // Query can manage the cache for us.
 ['user', { userId }],
 
 // This is our Query Function that actually does the data fetching.
 // We can use anything we want: built-in fetch, axios, etc.
 fetchUser({ userId }),
 
 // This query will not execute until the userId exists.
 { enabled: !!userId },
);

Here, we define our query for a user with a Query Key and a Query Function. The Query Key is unique per query, so React Query can manage our cache for us, and if any part of the Query Key changes, the query will automatically fetch new data. In this example, if the user ID changes, the query will fetch new data for that specific user and store that data in the cache.

Naming is hard, but caching is harder. React Query gives us caching of server data out of the box with cache invalidation and request deduping. If we use this same query with the same Query Key in another component, it'll check the cache: if the data is already there, React Query will simply return it, avoiding extra network requests!

Additionally, useQuery runs wherever you use it — no more fetching data when a component mounts. You just use the query and display the data when it’s ready. The cherry on top? The query returns status updates by default, so we don’t need to store isLoading in component state all the time.

Three Optimizations We Get With React Query

When we rebuilt Alto Connect, our web app for healthcare providers, we found impactful benefits in using React Query to help us manage server state instead of using Redux. Alto Connect provides instant access to patient and prescription information and enables messaging with the pharmacy. Because healthcare providers need to quickly switch between patients and clinics, caching data is important to provide a delightfully fast experience. Apart from the cache, what other optimizations do we get by using React Query? Below are a few that helped us.

Once we’ve queried for some data, it gets entered into our cache, so we can utilize that cached data when using the same query in a different component or when fetching new data for a stale query in the background.

React Query is configured with aggressive but sane defaults and considers cached data as stale. Stale queries will always query for new data when the following criteria are met:

The query is optionally configured with a refetch interval

The fetching for new data when the browser window or tab is refocused is especially useful because the healthcare providers using Alto Connect often switch between multiple browser tabs. If there’s an update to a task, status, or message while they’re checking a patient’s medical chart, it will be immediately reflected in the UI when they come back to Alto Connect.

We also set a refetch interval for our queries involving messages. In the old app, we used WebSockets to enable real-time messaging. Although it’s possible to integrate WebSockets with React Query, we opted for a polling solution instead. Because our app isn’t a real-time messaging application, and we don’t need messages to show up immediately, we set a refetch interval on our messages query to poll for new messages every 30 seconds.

const { data, error, isLoading } = useQuery(
 ['user', { userId }, 'messages'],
 fetchMessages({ userId }),
 {
   // This query is disabled from automatically running if we don’t have a userId
   enabled: !!userId,
 
   // Refetch every 30 seconds
   refetchInterval: 30000,
 
   // Continue to refetch while the tab/window is in the background
   refetchIntervalInBackground: true,
 },
);

This is where the enabled option, which disables a query when it evaluates to false, is particularly powerful. We can pause polling for messages if we route to another page and we know that we won’t make any unnecessary requests if there isn’t a valid userId. We don’t have to worry about closing any socket connections or manually clearing an interval.

Most web apps have some sort of navigation menu, and if you already measure or understand your user behavior, you can prefetch data before users even navigate to a different page. Custom hooks makes it easy to expose a function to prefetch data:

export const usePrefetchUsers = () => {
 const queryClient = useQueryClient();
 const prefetchUsers = async () => {
   await queryClient.prefetchQuery(
     ['users'],
     fetchUsers,
   );
 };
 
 return { prefetchUsers };
};

We prefetch queries when users mouseover or hover over a navigation item so that when they navigate to the next page, the data is either actively being fetched or is already in the cache waiting.

We’ve been talking a lot about queries, but what about mutating data? Mutations, in contrast to queries, are imperative. While queries run automatically when we use them, we need to fire a mutation method in order to run mutations. And in order for our user experience to feel snappy, we can optimistically update the cache and then invalidate it after successfully executing the mutation. useMutation gives us some nice side-effect handlers to deal with every stage of the mutation lifecycle. Now when the user sends a message, that new message is immediately reflected in the UI and we keep the data in sync by invalidating the cache and refetching the messages.

With Redux, we needed to build out solutions to each challenge of managing server state. React Query, on the other hand, gives us those tools right out of the box. We no longer need to worry about when to invalidate or fetch new data, making the user experience more predictable — and the developer experience more enjoyable.

Last summer, Moringa Fellows Irma Figueroa and Adrian Mendez joined Alto as the company’s second batch of engineering interns. Here, they share their learnings, accomplishments, and advice for future Alto interns.

Two Engineering Interns Weigh In: What to Expect From Your Alto Internship

The Moringa tree flourishes almost anywhere it’s planted. It’s hardy, fast-growing, and resistant to drought — an apt metaphor for the two interns who joined us from the Moringa Fellowship program last summer.

“Before Alto, I had never actually contributed to a large codebase,” admits Irma Figueroa, an intern on the Supply Chain Team. By the end of their three-month internships, however, Irma and fellow intern Adrian Mendez had shipped impactful features for Alto’s internal pharmacy management system and customer-facing app that are still in production today.

Below, we chat with Irma and Adrian to learn what it was like interning at Alto, which projects they worked on, and what advice they’d give to future interns. 

Adrian, who interned on the Patients Team before returning to join as a full-time software engineer last fall, was surprised by the freedom he had to choose what he worked on during his internship: “Early on, my manager gave me a rundown of the projects the team was juggling and the option to choose which one interested me the most,” he says. “I was able to decide the kind of experience I was going to have.” 

Adrian adds that meetings with his mentor evolved over the course of his internship, as he became more familiar with the codebase: “From the start, we had weekly meetings to talk about whatever was on my mind. Those meetings started off as general advice and questions and turned into more time to pair or run things by each other.”

Because both Adrian and his mentor were working on the same, long-term project, some of those meetings were also dedicated to project work. This included “sitting with [my mentor] while creating the project outline, pairing on larger tasks, and syncing up on progress.” 

Which projects did you work on during your internship? 

On the Supply Chain Team, Irma was tasked with a unique inventory challenge: Technicians at our production pharmacy locations use handheld scanners to scan the barcodes on newly-received inventory. Our technicians often need to scan hundreds of inventory items at a time — making it all too easy to lose track of which items have been successfully scanned onto which shelves. 

“I created a reusable counter component, displayed in the header of the scanner app, that would represent the number of items scanned into a shelf.” Irma says. The best part? Getting to test the handheld scanner herself. “I really enjoyed using the scanner for testing purposes. It was rewarding to see my code in action and definitely super fun!” 

On the Patients Team, Adrian worked on a project to add a homescreen to the customer-facing native app. Previously, the app dropped users into a list of all their active medications, which made it difficult to know where to look or what to do next. The new homescreen allows users to schedule the prescriptions most relevant to them and to view or edit any upcoming deliveries. 

“The first step was to create new additions to the design system — essentially taking the designs and extracting system-wide components. After that, the fun part was taking all those components and putting them together like building blocks!” Adrian says.

It was especially rewarding, he adds, to have been part of the project from start to finish. “I joined right as the design phase started, and I was there mostly every step of the way. For how short my time here was, having helped create this landmark project is really cool to think about.” 

What advice would you give to future Alto interns?

Irma and Adrian agree: Don’t be afraid to ask for help. “You'll often feel challenged and possibly intimidated, but be patient with yourself and remember you have an entire team of experienced engineers ready to help,” Irma says. 

“Everyone at Alto is more than willing to help you out, so don't be afraid to ask questions! You're on the same ship as everyone else, so your success equals everyone’s success,” Adrian adds. “Just remember that your work got you here, and they wouldn't have invited you if they thought you couldn't handle it. They made an investment in your ability to grow, so stay curious.” 

Interested in interning at Alto? Check out our careers page here.

With more engineers contributing to Alto’s codebase than ever before, we needed to establish better boundaries: which team owns what? Here’s how we developed a tagging-based solution to code ownership and drove and measured adoption.

How We Established Better Boundaries and Clearer Code Ownership at Alto

Some problems are nice to have. Over the course of 2020 the engineering team at Alto saw explosive growth, expanding from about fifteen to more than seventy individual contributors. Growth at this pace required us to rethink our team structures and priorities more than once. This growth felt amazing: the new capacity enabled us to make progress on our backlogs like never before.

But still, there were challenges. We saw a steady rise in merge conflicts as more people contributed to the same code base. Build times increased as more and more code was contributed. A big influx of new perspectives and talent also meant new gaps in historical context and responsibility. New teams took big bites out of their new priorities — great! But what about the old ones? Who was going to fix that bug? Who needs to review this PR? Who is accountable for this performance problem?

Who, in short, owned what? By the end of 2020, it was clear to us that a good, practical, working answer to this question would be the critical first step to continuing smooth, rapid, distributed iteration on our product.

Up to this point, the large majority of product development at Alto had happened in the context of a Ruby on Rails monolith, which — over a half decade of intense development — had grown pretty large. We’d stuck more or less to the default Rails convention of organizing code by function rather than feature, which meant that our code was distributed across a few mostly flat and very broad subdirectories such as '/models' and '/controllers', making it difficult to learn much about the structure and ownership of our business domains by merely looking at how the code was laid out. We knew that this was not going to work for us over the long term.

Our long term vision started to coalesce around a notion of “better boundaries.” First, we would modularize the monolith along the lines suggested by Shopify’s packwerk utility. Then, we would carve some of those modules out into separate engines that could be built and tested separately. Finally, we’d deploy and operate some of those engines independently as their own services. Clear ownership was fundamental to this plan: on either side of an effective boundary, you need to know not just what it is but also who owns it. We lacked that clarity.

The RFC (Request for Comments) we ultimately adopted opened with four questions:

How might we produce a domain model and do something useful at the same time?

How will we avoid imposing (the wrong) prescriptive model from the top down?

How will we keep it up to date and accurate?

Blog

Catching up with Elnaz Moshfeghian, Alto’s new VP of Strategic Planning & Business Operations

National Pharmacists Month Spotlight: Travis Allison

Meet the Innovation Team Building Alto's Next Big Bets

Get to know Jake Moffatt, Engineering Manager on the Alto Assistant Team

Introducing Alto’s New CEO - Alicia Boler Davis

How We’re Making It Easier (and More Fun!) to Give Teammates Feedback

Why We Switched to React Query for Managing Server State

Two Engineering Interns Weigh In: What to Expect From Your Alto Internship

How We Established Better Boundaries and Clearer Code Ownership at Alto

How We Used Kafka to Build an Event-Driven Automation Pipeline and Scale Our Pharmacy

Developing Robust Authentication Using Rails, Omniauth, and Okta

Tackling Technical Debt and Improving Security: How Alto Untangled an Overloaded User Model

Switch to a better pharmacy.