Gosia Dzienisowicz - Product & Design Executive
I transform complex digital ecosystems—and build the design organizations that scale them.
Supply Chain Transformation
Reimagining how medications are forecasted, replenished, fulfilled, and managed across Walgreens pharmacy operations.
I led the design strategy for a connected supply chain ecosystem spanning Corporate, Micro-Fulfillment Centers, Pharmacy, and Handheld experiences—transforming fragmented, manual inventory processes into a more automated and intelligent operating model.
ROLE
Head of Design
SCOPE
Design Strategy
Experience Architecture
UX/UI Leadership
Research
ECOSYSTEM
Corporate
Micro-Fulfillment
Pharmacy
Handheld
SCALE
9,000+
Pharmacies nationwide
The Challenge
Pharmacy inventory relied heavily on manual ordering, paper-based processes, legacy handheld technology, and disconnected workflows. Teams spent significant time managing inventory manually while still facing the risk of medications being unavailable when patients needed them.
At the enterprise level, there was no centralized experience for configuring the forecasting, replenishment, and inventory parameters needed to automate these decisions at scale.
The opportunity wasn't simply to modernize an inventory application. We needed to rethink how inventory moved through the entire pharmacy supply chain.
One Connected Supply Chain
Designing an ecosystem, not a single application
The transformation extended far beyond pharmacy inventory. We designed a connected ecosystem spanning Corporate, Micro-Fulfillment Centers, Pharmacy, and Handheld experiences, with each interface supporting a different part of the supply chain.
From Manual Ordering to Intelligent Replenishment
Automating routine inventory decisions
Previously, pharmacy teams were responsible for many inventory decisions manually—determining what needed to be ordered, managing stock levels, and responding when inventory didn't match demand.
The new model shifted much of that work toward automated forecasting and replenishment. The system considered what had been dispensed alongside anticipated demand, including upcoming prescription refills, while Corporate teams configured the parameters that governed how replenishment worked.
Instead of asking pharmacy teams to continuously manage inventory, the experience increasingly focused their attention on exceptions and situations that required human action.
Designing for Different Operational Contexts
One system couldn't mean one experience
The same supply chain connected pharmacies and Micro-Fulfillment Centers, but the way people worked in those environments was fundamentally different.
In a pharmacy, inventory work was often specific and immediate —one item, one task, one person taking action. At a Micro-Fulfillment Center, the same supply chain operated at a completely different scale, with thousands of items moving through multiple queues, specialized roles, and coordinated handoffs.
Our team worked across both environments to understand how volume, roles, workflows, and operational context changed the experience. Rather than simply scaling up pharmacy patterns, we adapted the system to support fundamentally different ways of working.
From Pilot to Enterprise Scale
Building a platform that could evolve
The new inventory experience was piloted in pharmacies, tested with users, and refined before expanding nationwide.
What began as a transformation of pharmacy inventory became part of a broader supply chain ecosystem connecting pharmacies, corporate operations, and Micro-Fulfillment Centers.
The platform continued to evolve as new capabilities, workflows, and fulfillment models were introduced—creating a foundation for ongoing pharmacy operations at enterprise scale.
Business impact
Walgreens reported that the new perpetual pharmacy inventory system provided complete inventory visibility, helped reduce excess inventory and free working capital, and simplified store-level workflows.
The system was part of a broader working-capital transformation—including micro-fulfillment and new forecasting capabilities—that identified nearly $1B in opportunity, with approximately 40% captured by 2023.
