How Dan Lenz Uses Technology to Solve Real Business Challenges
For Dan Lenz, technology has never been about chasing the newest trend. It’s about solving problems, improving efficiency, and helping people work smarter. As IPC’s Executive Vice President & Chief Information Officer, Dan focuses on finding practical technology solutions that support IPC’s growth while creating a better experience for members, customers, and employees. From building computers out of yard sale parts to leading IPC’s technology strategy, his career has been driven by curiosity, innovation, and a passion for helping others succeed.
What sparked your interest in technology, and how did that journey eventually lead you to where you are today?
Like many families, we didn’t have a PC at home when I was younger. I used to visit our library where I would practice programming in BASIC on the Apple II E. With proceeds from a paper route, I started buying used computers. It started with a Commadore 64, upgraded to a 286, a 386, and eventually bought my first decent PC from egghead.com via an auction. At first, it was just fun, but I quickly realized technology could be used to solve problems and help people accomplish things more efficiently.
I originally started college studying computer science. At that time, my computer science classes focused on programming back-end systems. I quickly realized that I don’t like programming systems without a clear purpose – I thought I could have the greatest impact by focusing on business application development where I could see the immediate impact on business. I moved over to the Management Information Systems program within the Business School at University of Wisconsin – Milwaukee and graduated with a Bachelors of Business Administration.
You joined IPC during an especially unique time. What brought you here, and what has your journey at IPC looked like over the past six years?
Before IPC, I spent more than a decade at Quad Graphics working in and managing business intelligence teams and helping organizations make better use of data. When COVID hit, many of the industries I was supporting were changing dramatically. I was recruited to join IPC to help with the data analytics area in April 2020, right in the middle of the pandemic.
Between COVID and the migration to Microsoft Dynamics, it was certainly an unusual time to start a new role. It was a natural fit; the mission of IPC was better aligned with my personal values than printing magazines and sending ‘junk mail’. It was an exciting opportunity to help an organization focused on supporting independent pharmacy owners and helping them navigate an increasingly complex business environment.
Many people hear “Chief Information Officer” and think computers and software. How would you describe your role at IPC?
I see the CIO role sitting at the intersection of business, people, and innovation. I work with our talented IT Department and our savvy business units to implement technology solutions to further the mission of IPC. I don’t focus on what software we should buy or implement. I focus on how we can better serve our members/customers, make smarter decisions, improve efficiency, and help IPC grow. Technology is a powerful tool to help make that happen.
Like many people at IPC, I wear several hats. Some days I work with the team to solve operational challenges; most days I focus on strategic planning, vendor negotiations, budgeting, or evaluating new technologies. Every day brings something different. It may come as no surprise, I spent more time than I should tinkering with data and AI in my free time.
When evaluating new technologies, how do you balance innovation with the practical needs of IPC members and customers?
As someone who loves technology, I naturally enjoy seeing new tools and innovations. But I also believe innovation needs to be grounded in real business needs.
If technology isn’t solving a meaningful problem for our business, our members, or our customers, then it’s probably not the right investment. The goal isn’t to chase every trend. The goal is to identify solutions that create measurable value and improve the experience for the people we serve.
Artificial intelligence continues to dominate conversations across nearly every industry. How do you view AI and emerging technology trends?
Artificial intelligence represents one of the most significant technology shifts we’ve seen in decades, but its value won’t be measured by how quickly organizations adopt it—it will be measured by the outcomes they create with it.
At IPC, we’re approaching this opportunity with both curiosity and discipline. We’re exploring how AI, data, and automation can help us make better decisions, improve operational efficiency, enhance the member experience, and uncover new ways to support independent pharmacy.
The objective isn’t simply to adopt emerging technology; it’s to build capabilities that help our organization make an impactful and lasting impact.
A lot of the work your team does happens behind the scenes. Can you share an example of how IT impacts IPC members and customers?
Our infrastructure is a key example of this. The backbone of IPC and IT are our underlying IT infrastructure. Our internet, Wi-Fi, networks, phone system, cyber security protections, and email systems take a lot of effort and our infrastructure team does a great job ensuring that our systems are running and available.
You may be familiar with the app changes and dashboards our data and development team builds, but a good amount of their time is focused on rebuilding old systems and troubleshooting vendor and other system issues.
A non-technical example is the work we’re currently doing with DSCSA. As the deadline for serial number validation approaches for many our stores later this year, our stores have started to implement DSCSA solutions. Whether it’s an issue with the data we send or with the 3rd party vendor, some stores are frustrated how difficult it can be to resolve issues. We’re currently working with Inmar, LSPedia, and Infinitrak to build automated notifications so we can both correct errors before the store knows something is wrong. We’re constantly looking for ways to remove barriers and improve the overall experience.
What does success look like for your team and the role technology plays at IPC?
I don’t measure success by the number of systems we implement or the amount of code we write.
Success is about whether we’re helping IPC succeed. Are we making it easier for stores to do business with us? Are we helping the warehouse operate more efficiently? Are we removing friction from processes? If we’re helping the organization achieve its goals and creating a better experience for customers, then we’re doing our job.
As a leader, what advice has had a lasting impact on how you approach challenges?
I believe leaders should create environments where people feel comfortable experimenting, learning, and making mistakes. If people are afraid to try new things, innovation disappears.
Looking ahead, what excites you most about the future of IPC and independent pharmacy?
As the industry continues to face headwinds, I’m excited to be part of an organization with a strong team and a clear opportunity to support our stores through change. I believe IPC is well positioned to turn those challenges into a competitive advantage for IPC while giving our stores the tools, guidance, and support they need to navigate what comes next.
Outside of work, what might surprise your coworkers to learn about you?
Most people are surprised to learn that I was involved in a ska/punk band when I was younger. I played guitar, sang, recorded a couple of CDs, and performed live shows.
Outside of work, I enjoy golfing, movies, spending time with my wife and daughter, and traveling with my family to experience new places and cultures whenever we can.
