Rightway Connects Pharmacy Benefits and Care Navigation

Rightway is a New York healthcare technology company that combines pharmacy benefit management with clinical care navigation. Co-founders Jordan Feldman and Dr. Theodore Feldman built the company around a simple observation: people make better healthcare decisions when a knowledgeable advocate can see the system, explain the options, and help with the next step.

Rightway sells that guidance to employers at scale. Its platform administers pharmacy benefits, connects medical and pharmacy data, and gives members direct access to pharmacists, pharmacy technicians, nurses, health guides, social workers, and billing specialists. The company serves millions of members and says 45 Fortune 500 businesses now use its pharmacy benefit model.

The timing matters because the pharmacy benefit manager market remains concentrated and difficult for plan sponsors to audit. Rightway is trying to make the contract, clinical workflow, and member experience point in the same direction. Its September 2026 Series E gives the company $155M in new capital to test whether that model can become durable infrastructure for large employers.

About Rightway

Rightway was founded in 2017 by Jordan Feldman and his father, cardiologist Dr. Theodore Feldman, now the company's Chief Medical Officer. The founding story came from an advantage Jordan Feldman understood early: when a physician in the family could interpret a diagnosis, question a bill, or identify the right specialist, healthcare became less opaque.

The company first built care navigation around that experience. Members could use an app and clinical support team to find providers, understand bills, compare options, and coordinate care. Rightway later expanded into pharmacy benefits after concluding that guidance alone could not fully change medication costs while a separate organization controlled formularies, claims, pricing, and pharmacy channels.

That combination now defines the company. Rightway's care navigation business helps members move through the medical system, while its PBM manages prescription benefits and offers pharmacist-led support. Shared medical and pharmacy data allow the clinical team to identify care gaps, lower-cost drug options, missed follow-ups, and moments when a member may need help.

How Rightway Changes the PBM Contract

A pharmacy benefit manager negotiates drug prices, designs formularies, manages pharmacy networks, and processes prescription claims. Those responsibilities create multiple places where revenue can be earned, including administrative fees, retained rebates, pricing spread, and owned dispensing channels.

Rightway says its model removes most of that menu. The company charges one administrative fee per member, passes rebate dollars to clients, keeps no spread or dispensing revenue, and owns no pharmacies. Its SureSpend model sets an expected ceiling for total pharmacy spending. If actual spending exceeds that ceiling, Rightway says it refunds the difference without a cap. If spending is lower, the employer keeps the savings.

The model also covers categories that often sit outside conventional guarantees. Rightway's Zero-Markup Wrap applies net-cost treatment and rebate pass-through to GLP-1 therapies and rare high-cost drugs. That does not eliminate the hard choices around formulary design or utilization. It makes the economic rule easier for a plan sponsor to inspect.

Pharmacists Are the Product, Not the Escalation Desk

Rightway's product claim is not only that software can calculate a better price. It is that a clinical team should be present when a member has to act on that information. Licensed pharmacists and pharmacy technicians help members compare medications, activate savings programs, coordinate mail-order transfers, and resolve problems at the pharmacy counter.

The company says 90% of member questions are resolved on first contact. It also reports that members save an average of 11% on out-of-pocket pharmacy costs. Those are company-reported metrics, and results will vary by population, benefit design, and drug mix. The more useful strategic point is how Rightway allocates work: software finds the signal, while a clinician helps the member decide what to do with it.

That division of labor is also shaping Rightway's AI roadmap. The company plans to use its Series E to reduce administrative work for pharmacists, surface cost and care opportunities earlier, and give clinical teams more context. The goal is not to replace the pharmacist with a recommendation engine. It is to keep the pharmacist focused on clinical judgment and member guidance.

Traction Has Raised the Proof Standard

Rightway says its platform covers millions of members and its pharmacy benefit model serves 45 Fortune 500 companies. The company identifies Tyson Foods as its first Fortune 100 PBM client, covering about 200,000 employees and dependents across more than 50 languages. Rightway reports a first-year net promoter score of +80 for that population and $6M in savings from biosimilar switches.

The company's 2024 PBM report described more than 2M members and 1,500 clients, alongside 248% year-over-year growth in processed claims. These figures are reported by Rightway, not independent auditors. They still show the operating question created by the company's growth: can a high-touch clinical model preserve response quality and transparent economics as claim volume, specialty-drug exposure, and employer complexity rise?

The Federal Trade Commission reported that the 3 largest PBMs managed 79% of U.S. prescription drug claims for roughly 270M people. That concentration gives alternative PBMs an opening, but it also gives incumbents enormous purchasing scale, data depth, and distribution. Rightway has to prove that alignment and clinical service can compete without quietly rebuilding the same incentives it set out to remove.

Leadership and Hiring as an Operating Signal

Jordan Feldman's background spans Goldman Sachs and the founding team at RedBird Capital Partners before Rightway. Dr. Theodore Feldman brings the clinical perspective that shaped the company's original navigation model. Rightway's current leadership page also lists executives across growth, PBM enterprise operations, advocacy delivery, and pharmacy operations, evidence that scaling the company requires more than a strong software team.

Rightway's careers page emphasizes collaboration, curiosity, empathy, and grit, with a hybrid culture centered on its New York headquarters. The company highlights professional-development programs, health benefits, commuter support, and the chance to work directly on member outcomes. Its jobs page is active, although a reliable list of current openings was not available in the latest text fetch.

Hiring matters here as a capacity signal. More employer clients create more implementations, claims, member questions, clinical reviews, and regulatory obligations. Growth in engineering without pharmacy operations would leave the product thin. Growth in clinical staffing without better automation would make the service difficult to scale. Rightway needs both sides to move together.

What Rightway Has to Prove Next

Rightway's $155M Series E was led by Francisco Partners, with Thrive Capital and Khosla Ventures participating. The new capital arrives after years of employers questioning whether large rebates, owned pharmacies, and complex pricing arrangements are compatible with lower net drug spending.

Rightway's answer is a company designed around one contract, one connected clinical platform, and a human support layer that stays close to the member. The model is clear enough to describe. The next test is operational: every claim, formulary decision, pharmacist interaction, and year-end reconciliation must keep that clarity intact.

That makes Rightway a useful company to watch beyond one funding round. Its growth will show whether pharmacy benefits can become more transparent without becoming less capable, and whether AI can make clinical teams more available without turning healthcare navigation into another automated queue.