The College’s greatest strength is its people: our members, our customers, and our staff. These are my answers to the questions every candidate is asked, followed by the five priorities I would pursue as President-Elect.
Why I am running
Everything the College accomplishes comes from the pathologists who volunteer their expertise, the laboratories that rely on our programs, and the staff who turn our mission into daily work. One of our greatest opportunities for growth is transforming how we gather, refine, and share information so those people can do their best work. During my first term on the Board, we began rethinking how the right information reaches the right people at the right time. I want to carry that work forward from the President-Elect role, in partnership with members, customers, staff, and fellow leaders.
Issues I see facing the College
- Pressure on the value of laboratory services. Pathologists and laboratories need a College that makes the case for the value of their work.
- A fast-moving policy and technology landscape. Opportunities and risks arrive in short windows, and the College has to be ready to act on them.
- Putting information to work for our people. Members, customers, and staff should get timely, usable information from the College, and the College should be able to learn from them just as easily.
- Culture and collaboration. Innovation grows when members, customers, staff, and leaders trust one another and work as a team.
What I hope to accomplish
- Use the College’s evolving governance model to speed up innovation from within, strengthen collaboration across members, customers, and staff, and build in regular feedback and learning.
- Take an honest, documented look at the College’s strengths, weaknesses, threats, and opportunities, starting by listening to the people who do the work, and how well today’s processes carry out our strategy.
- Work with members and staff to make informed decisions faster at every level, and report recommendations back to the relevant councils, the Board, and executive leadership.
Five priorities
1. Build CAP data services on a foundation of interoperability
Laboratories and the College both benefit when data moves reliably in both directions. I have spent my career on interoperability standards, including work with IHE, SNOMED International, and national health IT standards groups. As President-Elect, I would lead the College in building secure two-way data connections with the laboratories it serves, working side by side with our customers and staff, and in growing those connections into data services that create new value for members and a new source of revenue for CAP.
2. Position CAP as the trusted partner in digital pathology and AI
Digital pathology and artificial intelligence are changing how we practice. Having chaired the CAP Artificial Intelligence Committee, I want the College’s standards, quality programs, and education to help pathologists adopt these tools safely and with confidence.
3. Advocate for fair payment
Pathologists need a payment system that recognizes the value of their work. I will support CAP’s reimbursement and payment advocacy so that the specialty is heard where decisions are made.
4. Diversify revenue and operate efficiently
A financially strong College can keep investing in the people and programs members value. I will work to broaden CAP’s sources of revenue and to increase operational efficiency, so that new investments are protected and our staff and volunteers can focus on the work that matters most.
5. Engage residents and academic leaders
The future of CAP depends on the next generation of pathologists. I began my CAP service in the Residents Forum and later chaired it, and I want to work with academic pathology chairs and program leaders to strengthen resident participation in CAP programs.