Pharmacy research must help shape the profession’s next chapter

As pharmacy enters a new phase of professional identity and public visibility, the case for research is not academic or abstract — it is strategic. Research allows the profession to demonstrate its value, by improving care, addressing real-world challenges and showing leadership at the intersection of medicines, technology and evolving patient needs^​1,2​.

This message came through clearly in a recent interview with David Jones, professor of pharmaceutical and biomaterial engineering at Queen’s University Belfast, who was awarded the Royal Pharmaceutical Society (RPS)’s Hanbury medal in 2025. Known for his work in biomaterials, drug delivery and applied pharmaceutical research, Jones has built a career focused on translating scientific innovation into tangible patient benefit.

Jones’ reflections go beyond a retrospective of an accomplished career. They offer a timely perspective on what pharmacy and pharmaceutical science must protect, strengthen and carry forward. As he notes, this is “an important time for us as a profession” and one in which pharmacy must continue to “show our value”. 

Opening the door to research

One of the strongest parts of Jones’s story is that his route into research was not presented as a perfectly mapped career plan. He spoke instead about the influence of mentors, encouragement and discovery. During his pharmacy degree, after the death of his father, he became close to an academic who both supported him personally and showed him that research was something he could do. He described his undergraduate honours project as opening “a new book” that he had not known existed.

This matters because it challenges a persistent misconception that research belongs only to a small academic minority. Across the UK, there is growing recognition that research should be embedded throughout pharmacy careers, not reserved for a narrow track. NHS England’s survey of pharmacy professionals’ involvement in research emphasised that research should be embedded “at all stages” of a pharmacy professional’s career and highlighted the need for a stronger pipeline of future research leaders^​1​. The Royal College of Pharmacy has made the same point clearly: all pharmacy professionals should be able to engage in, support and lead research^​3​.

From research to real-world impact

Jones also provided a compelling example of why pharmacy research matters. Drawing on earlier work spanning antimicrobial science, formulation and bio-adhesion, he described the development of a bio-adhesive stoma sealant designed to protect damaged skin exposed to acidic stoma output. The product was subsequently commercialised and, in his words, completed “the full circle” from research concept to meaningful patient benefit.

This example captures something essential about pharmacy research at its best. Its value lies not only in publications, grants or conference presentations — important though those are — but in its ability to improve comfort, reduce harm, solve a practical problems and change what is possible for patients in everyday life^​3​. 

Research across practice

Another important theme was that meaningful research can emerge from any part of the profession. Jones stressed that hospital pharmacists, community pharmacists, general practice pharmacists, pharmaceutical scientists and others can all contribute.

As he put it: “research is research… the trick is to make a difference.”

This perspective aligns with wider professional thinking. The developing UK pharmacy research agenda highlights that opportunities to undertake research exist across sectors, including primary care and community pharmacy, and that greater engagement with research will be crucial for the future of practice^​2​. This is not just about producing publications — it is about building a profession capable of moving confidently between practice, evidence generation, evaluation and improvement, and one that recognises research as part of everyday professional value^​1–3​.

Curiosity, collaboration and patience

Jones also offered practical advice for pharmacists and pharmaceutical scientists. First, he encouraged curiosity that pushes beyond familiar boundaries. Reminding readers that some of the most valuable questions emerge in “the spaces” between established disciplines rather than within neat silos. 

Second, he stressed the importance of interdisciplinary collaboration. Contemporary research is rarely a solo activity, and pharmacy can play a distinctive connecting role between clinicians, scientists, engineers and others. Jones described the pharmacist as “the glue” that can hold different skill sets together in a productive team.

Finally, he highlighted patience, noting that research careers are rarely linear and meaningful contributions often only develop gradually. This is especially relevant for pharmacists who may feel they are too busy, early in their career, or distant from academia, as many barriers, such as lack of protected time, organisational support and funding, are structural rather than personal^​3​.

The real challenge is often culture, not capability

When asked about obstacles to integrating research into busy settings, Jones highlighted culture rather than technology or technical skill. He suggested that the greatest barrier is working with people who do not value research or struggle to see how it fits within their setting. His practical advice was clear: start with the curious clinician, the colleague who wants to solve a problem, and build from there.

That insight is supported by national evidence. NHS England found that protected time, mentoring, support from employing organisations and awareness of research opportunities are among the most important enablers of research participation, while the absence of those conditions remains a major barrier^​3​. In other words, pharmacy does not lack intelligence or potential; it too often lacks the infrastructure and culture needed to translate interest into action^​1,3​.

Making AI work in practice

The most forward-looking part of the interview focused on AI, which Jones described as the area that gives him “the greatest belief in the future”, particularly for its potential in drug discovery, formulation and manufacturing. This perspective is shared beyond pharmacy: the European Medicines Agency has highlighted AI and machine learning applications across the medicines lifecycle, from drug discovery and clinical trials to precision medicine, manufacturing and post-authorisation activities^​4​.

Yet the most practical part of Jones’s argument was not technological hype. It was his insistence that pharmacists do not need to become algorithm developers to contribute meaningfully. What matters is knowing how to apply AI effectively: asking the right questions, recognising missing variables and judging whether an output actually makes sense in practice.

This is a critical professional viewpoint. AI can support faster screening, more efficient analysis of large datasets and offer new approaches across the medicines lifecycle, but it still depends on informed human judgement, careful framing and critical interpretation^​4​. Jones captured this perfectly with an analogy: pharmacists do not need to understand every internal mechanism of the drill; they need to know whether it is “the right drill bit for the wall”.

The next chapter must be both scientific and applied

Looking ahead, Jones linked AI with a wider shift towards biologics, pharmacogenomics, precision medicine and advanced therapies. The specific technologies will continue to evolve, but the underlying message is already clear: the future of pharmacy research will need to be scientifically ambitious and practically applied at the same time. It will need to connect emerging science with real services, real decisions and real patients.

That is also why timing matters. The RPS became the Royal College of Pharmacy on 15 April 2026, marking a significant change in how the profession presents itself and its leadership role^​5​. This makes it an especially important moment to ask what pharmacy wants to project into the future, and how research and pharmaceutical science can help lead that next chapter.

Why this matters now

The strongest lesson from the interview with Jones is that research should not sit at the margins of pharmacy’s future. It should be part of the profession’s central narrative. Research shows that pharmacy does more than deliver services: it improves them, tests them, explains them and strengthens them. It helps the profession move from anecdote to evidence, from activity to impact, and from participation to leadership^​1,3​.

For pharmacists and pharmaceutical scientists considering whether research fits into their own career, Jones’s advice is encouraging. Begin with curiosity. Work with the right people. Be patient. Embrace new tools, including AI, but apply them with judgement. Above all, keep your focus on making a meaningful difference.

At a time when pharmacy is redefining its future identity, that may be one of the most important messages of all. Research should not sit at the margins of the profession’s next chapter — it should help shape it.

For those looking to engage further, the opportunity is not only to read about research, but to contribute to it through the growing body of pharmacy research, evaluation and professional discussion across Royal College of Pharmacy platforms and journals. The challenge now is to ensure that curiosity, evidence generation and research leadership are seen not as optional extras, but as part of what modern pharmacy is for^​2,3​.