My Vision for Pathology as CAP Secretary-Treasurer

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Why do you want to be Secretary-Treasurer of the CAP?

As an active CAP member since early residency and through almost two decades as a practicing community pathologist, I recognize the tremendous value of organized medicine. Giving my time and energy to the CAP has made me a better pathologist, leader, mentor, and advocate. Through the years, I have contributed to initiatives that serve our members and advocated for our specialty at the federal, state, and local levels. Having served as a governor on the CAP board, I want to combine my experience in our organization and my MBA training to strengthen the CAP through responsible financial stewardship, transparent governance, and strategic investment. As Secretary-Treasurer, I will help align our resources with our priorities, sustain the programs that are critical to our members, and ensure that the CAP remains positioned to advance pathology’s role in medicine and its importance in our communities.

What is the strongest contribution you could make to the CAP Board of Governors if you are elected as Secretary-Treasurer?

I pride myself on keeping my eyes on the horizon: always looking for the next event or innovation that will shape my career, my specialty, and the practice of medicine. Connecting this forward-looking vision with disciplined financial and strategic judgement helps me to ask the right questions to see the bigger picture, ensuring that we do not get distracted by information that clouds our overall understanding of a problem or opportunity. My experience as a pathology generalist has prepared me to ask the right questions, distinguish meaningful information from noise, and engage in constructive “what if” scenario planning. I apply these skills when helping colleagues with difficult diagnoses, preparing my practice for the future, and advising my clients through the ever-changing healthcare landscape. Combined with my MBA training, I plan to use these tools to help define a bright future for the CAP and ensure the financial capability of our organization. Our challenges are many, but our opportunities are abundant; realizing them requires thoughtful planning and the financial strength to turn our vision into lasting value for our members and patients.

If elected, what do you hope to accomplish?

As Secretary-Treasurer of the CAP, I will bring the perspective of a practicing pathologist and the business discipline of an MBA to advance a clear vision for our future. My priorities would be responsible financial stewardship, transparent governance, and strategic investment in initiatives that deliver meaningful value to our members and the patients we serve.

Our story as an organization and a specialty has a past, a present, and a future. Our past is rich with the history of excellence through our lab accreditation and proficiency testing programs, our role as expert diagnosticians on the medical team, and our advocacy on behalf of our patients. Our present is defined by diagnostic innovation, advocacy in evolving health care delivery paradigms, and perseverance through health crises. Our legacy depends on translating these strengths into a sustainable strategy that anticipates change and reinforces the essential contributions of pathology in the practice of medicine.

My MBA training and experience in strategic planning will inform how I evaluate priorities, assess financial and operational risks, and connect resource allocation to the CAP’s mission. I will support disciplined budgeting, thoughtful oversight of financial performance, and clear communication about the rationale and results of major investments. Responsible stewardship requires balancing current member needs with long-term financial strength, while evaluating both the financial implications and mission-driven benefits of our programs.

The Secretary-Treasurer role also calls for a commitment to sound governance and institutional continuity. I will promote clear accountability and communication that helps members understand how decisions made by the board support our shared goals. Clear communication practices strengthen trust and help ensure that our strategy carries through to implementation.

Through my work on committees and councils, I have seen opportunities to connect initiatives, share expertise, and improve coordination across the organization. As an officer and a board member, I will use my communication, collaboration, and strategic planning skills to strengthen these connections, reduce duplication, and magnify the impact of the CAP’s work. My goal is to help build a future in which the CAP remains financially strong, responsive to its members, and positioned to shape the future of medicine.

What major issues do you see facing the CAP during the next three years?

I believe the CAP’s major challenges fall into six interconnected areas:

• Sustainable payment and access to care. Medicare payment instability, private payer restrictions, and administrative burdens threaten practice viability and access to diagnostic services. The CAP must advocate for lasting payment reform, fair contracting, and transparent coverage policies.
• Workforce development and physician leadership. Recruitment, training, retention, and professional well-being are essential to meeting growing diagnostic needs. We must strengthen mentorship, support diverse leadership, and preserve pathologists’ authority in diagnosis and laboratory medical direction.
• Responsible adoption of AI and emerging technologies. Pathologists must lead the validation and integration of AI, digital pathology, and precision diagnostics. The CAP should provide practical standards, education, and quality tools while helping practices of all sizes evaluate costs, benefits, and patient safety.
• Effective laboratory oversight and resilience. The CAP must advocate for practical, risk-based oversight of laboratory-developed tests and advocate for initiatives that protect quality while enabling innovation. Cybersecurity and operational resilience also require continued attention.
• Recognition of the pathologist physician’s value. We must demonstrate how pathologists improve diagnosis, treatment, patient safety, and resource use. Patient stories, measurable outcomes, and greater participation in health system leadership and policy can strengthen that recognition.
• CAP financial strength and strategic alignment. Drawing on my MBA training, I will emphasize disciplined resource allocation, mission-driven investment, and collaboration across councils and committees. Our programs must evolve with member needs while sustaining the CAP’s financial strength.

My goal is to connect advocacy, quality, innovation, and financial stewardship in a coordinated strategy that strengthens pathology practice, supports our members, and improves patient care.