PHARMORIS.The Medicines Action Layer.
A better medicines decision
deserves a way forward.
The core opens from the centre.
Scroll into a world, or choose your starting point.
Supply & intelligence
See the signal.
Ask the local question.
A national pattern can reveal where to look. The useful question is what it means for your medicines, your service and the people doing the work.
1.298bn
Reported community prescription items. Activity tells one part of the story.
England · 2025/26 · annual published context. Supply availability, buying price and local workload need separate evidence. (NHSBSA, 2026)
Governance
A decision deserves
an accountable review.
Evidence, permission and professional judgement belong in the same conversation. Choose a responsibility to see the question that person needs answered.
Does the evidence fit this person and this setting?
Source relevance, contraindications, missing information and the qualified reviewer’s reasoning.
Professional judgement stays with the appropriately qualified team.
Provenance
Follow the claim.
Find the source.
Where did that number come from? Which period does it describe? Could somebody else reproduce it? Good intelligence makes the trail worth following.
One source. An inspectable record.
Prescription Cost Analysis
- Publisher
- NHS Business Services Authority
- Observation
- 2016/17–2025/26 · 10 annual records
- Reconciliation
- 21 chapters. Exact national totals.
Read the source record
Re-read from the held primary workbooks on 15 October 2026. Integer pence are used for exact chapter reconciliation. This describes the public analysis, not a live PHARMORIS data connection.
NHSBSA (2026), BNF chapter workbookWorkbook SHA-25656d842e23c458a4cedaf1dec9de0200b5f1b26a3bccb795dc0f0069d7ccde6fe
People & delivery
Make the next step
something people can do.
A good case has to survive a working day. Ownership, handovers and available capacity shape whether an idea becomes useful practice.
Who knows what still needs to happen?
A medicines question can cross professional and organisational boundaries. Agree who owns the next action, who reviews it and when it returns for a decision.
Inspect unresolved actions and time spent finding the responsible person.
Action & value review
At the centre:
what changes, and why?
Connect the case, the work and the comparison. A worthwhile next step needs a person responsible for it and a result the organisation can actually check.
One recurring medicines problem.
Start with the organisation’s existing work. Define the question, the comparator and the decision a focused evaluation should inform.
A proposed evaluation approach. Outcomes are earned through the agreed comparison. Examine a pilot’s value assumptions.
In the conversation.
NEUVIOR and our founder’s perspectives have appeared across science, business and technology publications.
Reporting, commentary, letters and podcast appearances | Read each feature for its format and source.
The opportunity
A good recommendation
is a beginning.
The difficult work often starts after someone says, “This looks worthwhile.”
Which evidence applies here? Who needs to review it? Can the team make the change with the people, time and resources available? And how will anyone know whether it made a difference?
These questions travel across meetings, spreadsheets, clinical systems and conversations. A promising idea can lose momentum when responsibility is unclear or the practical work is underestimated.
PHARMORIS focuses on that space between knowing and doing. The ambition is to give a consequential medicines decision a clearer path into practice, then bring the outcome back into view.
£21.4bn
Estimated NHS commissioner costs in England during calendar 2025, after central rebates, covering medicines, appliances, dressings and devices.
NHSBSA (2026) | Prescribing costs, calendar 20251.30bn
Prescription items dispensed in the community in England during 2025/26, within Prescription Cost Analysis scope. Behind that scale are individual teams and everyday decisions.
NHSBSA (2026) | Prescription Cost Analysis 2025/26The scale of medicines
Billions of items.
Individual decisions.
A prescription is part of somebody’s day. Across England, those individual moments add up to an extraordinary national picture.
Read the decade. Compare the mix. Find the question that matters to your team. Explore how community dispensing activity and net ingredient cost move, then see why the busiest medicines category can tell a different story from the costliest.
In 2025/26, England’s community dispensing activity reached 1,297,516,707 prescription items.
2025/26 newly includes seasonal flu vaccination reporting. Reported changes also reflect product mix, quantities and basic prices; they are not a price-only or like-for-like demand measure.
Read Prescription Cost Analysis | NHSBSARead the analysis poster (PDF, A1)
A national pattern becomes useful when it meets your team’s evidence. Start with one medicines question, a person responsible for it and a result you can actually check. That is the conversation we want to build around PHARMORIS.
NEUVIOR Data Analysis
A source.
A question.
A clearer decision.
Useful intelligence keeps its evidence attached.
Our public analysis connects a defined question with named sources, reporting periods and methods. Each source below shows the work available today and the access still needed.
Published-data analysis, research hypotheses and evidence studies are distinct kinds of work. Their meaning should remain clear as the programme grows.
NHS Business Services Authority | Annual
Prescription Cost Analysis
How does activity differ from ingredient-cost concentration?
Analysis availableNHS Business Services Authority | Monthly
English Prescribing Dataset with SNOMED Code
Which product and organisational patterns merit a closer investigation?
Metadata retrievedMedicines and Healthcare products Regulatory Agency | Event-driven; monthly roundup also published
Medicines and device safety communications
Which official communication should a responsible team read next?
Snapshot retrievedNHS Business Services Authority and NHS England | Weekly
Dictionary of medicines and devices
Can the same product identity be followed consistently across sources?
Access review
Blue-lit transparent crystal with a band of rainbow-coloured light. A photographic light and material study by CharlesBaden, used here as visual atmosphere.
CharlesBaden · Abstract Blue Crystal with Rainbow Light RefractionEnvato Elements commercial licence
Source and image notes
Full frame retained; EXIF orientation honoured, proportionally resized and encoded as WebP. No crop, recolouring, compositing or generative changes.
Prospective PHARMORIS customers and evaluators
Which part of the medicines question remains unresolved?
The public PHARMORIS story connects evidence with the practical work around a medicines decision. Explore its questions from the centre outwards: what is known, who may decide, what changes and how value would be reviewed. These are public discussion routes, rather than a disclosure of the product’s internal design.
Editorial decision model, not measured NEUVIOR results. Positions and connections are schematic; they are not measured quantities or a product architecture.
Start with a task people recognise.
A useful introduction explains the recurring decision and the work that surrounds it. There is no need to share patient records or confidential architecture to establish whether a focused evaluation question exists. The next conversation can define the appropriate information and review arrangements.
Describe one recurring decision and the work it currently creates.
The consequential decision
Put one bounded organisational question at the centre of the discussion. A service owner, medicines team or pharmacy business should be able to explain what remains unresolved, why it matters now and who has authority to use the eventual finding.
- case
- authority
- work
- review
A named decision, setting and accountable sponsor.
A useful next stepWhat would somebody be able to decide after the first evaluation?
PHARMORIS earns a commercial conversation through a specific decision and evidence worth examining.
Start with your perspective
What should PHARMORIS
make possible for you?
Choose a setting to explore its problem, the people involved and a useful question to test.
A useful change has to fit the working day.
Dispensing, clinical services, medicines queries and running the business all draw on the same people and time. For an independent pharmacy, an improvement has to make sense at the counter as well as on paper.
Our community-pharmacy direction begins with one recurring workflow: a medicines handover, a service that needs follow-through, or a question that repeatedly sends the team looking for information. The aim is to make the work easier to understand and the next responsibility clearer.
For an owner, the value would be a service that can be delivered with a better understanding of its effort and economics. For the pharmacy team, it would mean less avoidable chasing and a clearer view of what still needs attention. A defined evaluation should test both.
People in the conversation
Owner-pharmacists, responsible pharmacists, pharmacy managers and technicians.
The owner or authorised director would shape the commercial case, with professional and information-governance responsibilities agreed locally.
A question to evaluate
Follow a discharge-related medicines referral through receipt, clarification, action and closure. Compare the existing approach with a proposed workflow, including every check, query and support task introduced by the change.
What the evaluation would examine
- Service follow-through
- Total team effort
- Queries and rework
- Cost to deliver
A closer look
The handover is
where the work
becomes real.
Consider a medicines-related referral moving between a hospital and a community pharmacy.
A message being sent is one event. Receipt, clarification, professional review, a conversation with the person receiving care and completion are separate pieces of work. A question left unanswered can create another round of chasing.
A focused PHARMORIS evaluation could follow that journey with the organisations involved. It would establish the existing process, examine where information or ownership is lost, and assess a proposed way to make outstanding work easier to see.
The practical questions are simple: does the process help the right person act? Does it reduce avoidable rework? Does it create extra burden elsewhere? What would it cost to sustain?
This is one proposed use case. The same discipline can be applied to a medicines opportunity inside a hospital, a structured review in primary care or a service being introduced across a group.
Explore the public discharge-medicines pathway and the separate responsibilities within it.
From evidence. To something people can use.
One medicines question. A clearer way forward.
Film creditsThe evidence agenda
Measure the difference
that matters.
A faster draft is useful only if the complete job improves.
Our planned evaluations ask what PHARMORIS adds to competent existing practice. They should capture the checking, correction, training and support involved, as well as the work the product is intended to improve.
Each study needs a defined setting, an agreed comparison and measures that the participating organisation considers meaningful. Clinical quality, staff workload and economic value deserve their own measures.
We want the findings to explain where the approach is useful, where it needs to change and where it should not be used. That is how a repeatable product earns confidence.
Evidence review.
Compare preparation and review with the existing approach. Examine source accuracy, relevance, missing information, corrections and total professional effort.
Implementation.
Follow a defined decision or referral into practice. Examine ownership, completion, delays, rework and the demands placed on the people delivering it.
Economic value.
Include software, staff time, training and implementation costs. Distinguish cash-releasing savings from capacity, expenditure changes and other benefits.
The evidence-case programme sets out the questions we are preparing to investigate.
AI with professional judgement
Make the reasoning
easier to inspect.
AI should make useful work easier to examine, not harder to question.
Our design principle is source-led assistance: connect an important statement to the evidence behind it, retain the date and scope of that source, and make gaps visible. A fluent answer is not enough.
Qualified people retain responsibility for clinical judgement and decisions. The product direction is to support their review, with a clear distinction between source material, interpretation, assumptions and agreed actions.
Medicines evidence and local circumstances change. An evaluation needs to examine how information is refreshed, how conflicting sources are handled and when an earlier decision deserves another look.
The same care applies to information supplied by a participating organisation. The purpose, permissions and appropriate data requirements must be agreed around the specific work. The assurance approach explains this in more detail.
The business behind the product
Useful in one setting.
Built to earn the next.
A lasting medicines product needs a problem worth solving and a buyer who can recognise the value.
A pharmacy owner may judge it by staff effort and service delivery. A hospital leader may need a clearer account of implementation and resources. A network needs to know whether an improvement can travel between sites.
Our commercial approach starts with a defined piece of work and an agreed evaluation. The question is whether the resulting value can support repeat use, with delivery and support costs that make sense for both sides.
For investors, this creates a practical evidence agenda: who owns the problem, who pays, what can be repeated and what it costs to serve an organisation well. The opportunity grows as those questions receive stronger answers.
Part of a wider field
PHARMORIS is
our flagship.
The questions go wider.
Medicines Intelligence is a core area of NEUVIOR. PHARMORIS brings its central implementation question into a focused product ambition.
The wider work considers how teams assess evidence, prepare for change, understand supply pressures and evaluate value. These subjects inform each other, while each programme needs its own useful question and appropriate methods.
PHARMORIS-SCOT explores medicines adoption in a Scottish context. Our community pharmacy and pharmacy network directions examine the needs of independents, groups and larger operators.
The Medicines Intelligence portfolio also includes evidence review, implementation planning, supply resilience and value assurance. The connecting ambition is to make medicines knowledge more useful to the people who act on it.
Competitive public support
An opportunity
to build something
that matters.
PHARMORIS received a £49,928 Innovate UK award for its generics optimisation development programme.
The UKRI project record identifies NEUVIOR as the lead organisation. This support gave an emerging company the opportunity to pursue a difficult medicines problem and develop its approach.
We are grateful for the opportunity. The work ahead is to convert it into a product and an evidence base that healthcare organisations, pharmacies and their teams can meaningfully assess.
Build the next case with us
Where does a
good medicines idea
get stuck?
Bring us the real question.
A referral that takes too much chasing. A review that absorbs hours of professional time. An implementation case that never quite reaches the people who need to act.
Tell us who experiences the problem, how the work happens today and what a worthwhile improvement would look like. That gives us a useful starting point for a focused development or evaluation conversation.
We welcome pharmacy owners, clinical and operational leaders, researchers, industry collaborators and investors who want to help turn this ambition into practical value.
Request a PHARMORIS briefingSources checked 13 October 2026. NHSBSA prescribing-cost statistics cover calendar 2025 and were published on 2 July 2026. Prescription Cost Analysis covers 2025/26 and was published on 4 June 2026. The figures have different periods and measures; they describe sector context, not a combined total or PHARMORIS outcomes. UKRI project record updated 6 July 2026.
Questions with a destination
Find the work
that matters to you.
Start with the decision your organisation needs to make. Each reading journey explores the practical problem, the evidence worth examining and a possible focused evaluation.
72 questions to explore
The pharmacy day
Independent pharmacy | Make the next service earn its place
A practical decision framework for independent owners comparing service demand, capacity, costs and cash before expanding.
Across the health system
Make the review count. Protect the time around it.
A clinical pharmacist's diary can be full while the work around a structured medication review remains fragmented.
The medicines business
When quality becomes a capital decision
A proposed manufacturing-quality evaluation linking operational uncertainty, investment options and measurable decision evidence.
Different systems. Useful questions.
US independent pharmacy | See the work behind the margin
A proposed PHARMORIS evaluation for US independent pharmacy owners comparing operational friction, acquisition records and reimbursement uncertainty.