No matter how great a job we do at clinical care, research, and education, anesthesiology as a profession cannot survive without fair valuation and compensation for our work. In the same way, the American Society of Anesthesiologists (ASA) cannot survive without fiscal stability, a solid growth plan, and a value proposition that resonates with today’s anesthesiologists. My career centers on these realities – how to face them, analyze them, and chart a sound course into the future.
I know the importance of financial stewardship. As President of the California Society of Anesthesiologists in 2022-23, I led the effort to restore our in-person meetings and put our budget back in order after the havoc of COVID. At Stanford, I have managed a budget even larger than ASA’s, with responsibility for operations, personnel management, compensation, and incentives.
Nothing is less glamorous or exciting than Current Procedural Terminology (CPT) codes, yet without them we don’t get paid. Realizing that we didn’t have CPT codes for new fascial plane blocks, I worked to propose six new codes and shepherd them through the tortuous, three-year approval and valuation process. Just last January, we succeeded in getting two new codes for interventional pain procedures. It’s tedious, time-consuming, and anonymous work, but critical to anesthesiology’s financial future.
As Section Chair for Education and Research, I have directly overseen the editorial boards that produce valuable ASA educational products. As part of the team that updates the ASA Crosswalk and Relative Value Guide every year, I know how essential these coding and billing products are for anesthesiology practices and healthcare systems all over the country. These products need active promotion so our customers know that they cannot live and work without them, and we must keep working to develop new ones.
Difficult decisions lie ahead. Our debates at the ASA Board level can become tense as we try to trim expenses without sacrificing programs and activities that may be critical to ASA’s long-term success. As the chair of multiple scientific conferences, I know firsthand about the rising costs of hosting live meetings. We need creative ideas, and we need growth. I will bring my own perspective to the implementation of ASA’s ongoing Strategic Revenue Growth initiative as we work to realize its full potential.
As a researcher, I understand the need for innovation to advance science and clinical care, and the critical need to support advocacy efforts so that grant sources don’t continue to dry up. I have represented ASA and our members in many governmental and regulatory settings where I have been your voice, and I want to continue speaking and acting on your behalf.
I ask for the honor of your support and your vote as ASA’s next Assistant Treasurer.