Mechanical Design Engineer 2

Omnicell has appointed Dan Mandoli as Senior Vice President and General Manager of Specialty Pharmacy Services. Mandoli brings over 30 years of healthcare leadership experience across pharmacy operations and specialty pharmacy services. Most recently, Mandoli served as Chief Operating Officer at Altruix. Previously, he held senior positions at Elevance Health as President of Specialty Pharmacy, advised for McKinsey & Company's pharmacy practice, and led Accredo Specialty Pharmacy at Express Scripts. The appointment aims to accelerate growth in Omnicell's Specialty Pharmacy and 340B businesses, which the company views as key growth drivers. Mandoli will lead strategy and operations to expand these capabilities and strengthen the company's value proposition for healthcare customers. He holds a Bachelor of Science degree from the University of Michigan.

Omnicell, a healthcare technology company, reported soft earnings that failed to deter investors, with shares showing strength following the results. The company's profit was reduced by $6.5 million due to unusual items over the last year. Analysts suggest these one-off expenses are unlikely to recur, indicating Omnicell's statutory profit may understate its true earnings potential. The unusual items detracted from reported earnings, leading observers to expect improved results in future quarters. However, earnings per share declined over the last twelve months. The company's performance highlights the importance of looking beyond headline figures to understand underlying business fundamentals and earnings potential in the healthcare technology sector.

Breaking through the dot-com flash: how Randall Lipps scaled Omnicell to $2.4B. Published. May 12, 2026 In the summer of 2001, Randall Lipps was trying to take Omnicell public for the third time. Wall Street was obsessed with dot-com flash, and a hardware-heavy healthcare company wasn't exactly the belle of the ball. "We were the ugly baby twice," Lipps recalled in a recent interview. Yet, Omnicell became the last Silicon Valley company to go public before the markets shuttered in August 2001. Thirty-four years later, the "ugly baby" has grown into a $2.4 billion healthcare infrastructure giant. For Lipps - who transitioned from an American Airlines VP to a Hall of Fame healthcare visionary - longevity has been driven by a staunch commitment to the "three-year reinvention." While the broad strokes of Omnicell's origin are well-known, the specifics remain the company's North Star. In 1992, Lipps spent 15 days in the UCSF NICU following his daughter's premature birth. Trained in airline logistics, he was horrified to see nurses at one of the world's leading hospitals reduced to "hunting and gathering" supplies. He saw a data silo where there should have been a system. He launched Omnicell with just $75,000, using four hand-drawn diagrams and a crude desktop prototype to land his first contract at Sequoia Hospital. Lipps noticed a recurring pain point: hospitals wanted automation but lacked the bandwidth to optimize it. By placing Omnicell experts on-site to manage the technology, Lipps found that productivity and safety outcomes doubled. This "as-a-service" evolution transformed the company from a vendor into a strategic partner. "Ten years ago, health systems wouldn't let you bring your people in," Lipps noted. "As the tech and outcomes are driven at a much higher rate, it's been a huge transition." In late 2025, Omnicell launched the Titan XT, an enterprise-grade automated dispensing system powered by the OmniSphere cloud platform. It's the latest step toward what Lipps calls the "Autonomous Pharmacy" - a vision he once feared would sound like a threat to jobs. Instead, the Titan XT acts as a digital backbone. By automating medication administration, the system has demonstrated a 70% time savings for pharmacy technicians in certain workflows, allowing clinical staff to move away from the cabinet and back to the bedside. As a public company CEO for over two decades, Lipps has learned that leadership is as much about managing the street as it is the suite. He views shareholder management as a continuous dialogue rather than a quarterly chore. "Innovation doesn't happen overnight," he warns. "Much of what you're building won't bear fruit this year or next." Lipps has ensured that Omnicell remains as restless today as it was when it was a garage prototype. For the man who turned a 15-day crisis into a lifelong commitment, success is simply ensuring the manual chaos he saw at UCSF in 1992 stays in the past.