Dr. Anahita Dua is an esteemed vascular surgeon at Massachusetts General Hospital and an Associate Professor of Surgery at Harvard Medical School. She serves in multiple leadership roles at MGH, including Director of the Vascular Lab, Co-Director of the Peripheral Artery Disease Center and LEAPP, and Associate Director of the Wound Care Center.
Board-certified in vascular surgery, general surgery, and advanced wound care, she specializes in minimally invasive and open limb salvage techniques for PAD, CLI, and complex vascular conditions. A prolific researcher, she has published over 200 peer-reviewed papers, edited five vascular surgery textbooks, and leads research on anticoagulation, thrombosis, and surgical outcomes. She is actively involved in medical innovation, developing technologies to improve walking distance, wound healing, and pain reduction in PAD patients. She also serves on national vascular surgery committees, is a Presidential Leadership Scholar (2023), and Founder of Healthcare For Action.
Thinking back to when you just finished fellowship, or even considering the fellows you work with now, is there a clinical area you wish you had more experience in? Or one where you think fellows today should spend more time focusing on?
I think every area of vascular surgery has expanded so much with innovation and technology that there’s always more to learn. But if I had to choose, I’d say the peripheral arterial space is developing the fastest.
Unlike other areas of vascular surgery, which can be more algorithmic—meaning, if you see a certain type of lesion, there’s a clear next step—PAD isn’t like that. Every lesion has multiple possible treatment approaches, often spanning multiple levels. Instead of teaching fellows, “This is the lesion, and this is what you do,” I think the focus should be on understanding the risks and benefits of every endovascular therapy and how to combine them effectively.
It's not just because there is more to learn. If you look at the actual landscape in vascular surgery, if you ask any vascular surgeon what they see the most, they’ll likely say peripheral artery disease. That’s because of the rising diabetes rates and an aging population, and the fact that we’re living longer. So, when you look at what patients need, what the field demands, and where advancements are happening, PAD stands out as an area where fellows could benefit from better training.
You're quite well-published. Do you have any advice for physicians who are early in their careers and want to get started in clinical research?
It depends on your research background and where you want to go with it. Just like in the clinical world, research today follows many different paths. You can focus on outcomes research, translational work, or basic science. The old image of research—pipettes and bench work—is no longer the full picture. That still exists, of course, but now we also have large-scale clinical trials, specific device trials, and innovation-driven studies.
The first question anyone interested in research should ask is: Why do I want to get involved? The answer usually comes down to contributing to the literature, advancing scholarship, and working on new approaches that can improve patient care. Once you have that clarity, the next step is identifying your expertise and narrowing down your focus.
Once you’ve clarified that, the next step is to ask: Where does your expertise lie, and what specific area do you want to focus on? From there, mentorship is the next step. Look at the people in your field who are making an impact—the ones you want to emulate. Study how they’ve shaped the field, and think about how you can push it forward.
By doing that, you not only find mentors that can help you approach problems but you also figure out what's worth your time. You don’t want to rehash research that's already been done. The whole idea is to move the field forward. And to do that, you first need to understand where the field stands. That’s the foundation I’d recommend for anyone starting out in research.
Given that every patient and lesion is different, when you see calcium in a vessel, do you have a default algorithm for approaching it from an endovascular perspective?
The first thing I look at is whether I can cross the lesion—because if you can’t cross, you can’t treat, at least with today’s technology. I assess the calcium itself, considering whether it’s chronic calcification and if I can cross it with the tools I have. If I think attempting to cross it could propagate a dissection or cause more harm than good—especially in the popliteal region extending into the tibials—I may consider surgical intervention instead.
If I decide to proceed with an endovascular approach, I typically try to stay intraluminal, looking for a small microchannel I can navigate. If that’s not possible, I’ll go subintimal but re-enter the true lumen as soon as possible. Once I’ve crossed the lesion, I almost always consider intravascular lithotripsy (IVL) for calcium or something like laser atherectomy. There’s strong data showing that cracking the calcium first makes the vessel more pliable, which improves angioplasty outcomes and even stent placement when needed. It increases patency and reduces reintervention rates.
I often follow lithotripsy by either a drug-coated balloon (DCB) or a drug-coated stent (DCS), depending on the lesion’s location. I tend to avoid stents in the popliteal and joint areas, favoring a DCB there. But in the SFA, I’ll strongly consider a drug-coated stent.
Crossing is always the priority. If I’ve got a wire across—typically a .014 wire—I’ll start with a small balloon to create some luminal gain before proceeding with lithotripsy. But if I absolutely can’t cross, then I’ll consider an atherectomy. It definitely has a place, though not for every patient. There’s always concern about embolization, but ultimately, you have to do what’s best for that patient at that moment to ensure long-term patency and avoid restenosis. So while atherectomy is part of my algorithm, it’s not my first-line approach.
When it comes to the business side of healthcare, is there an area that you believe lacks focus in fellowship training? Or, thinking about your own experience, is there a business or professional topic you wish you had understood better when you first started practicing?
I think there are two points. First, how doctors make money. It varies depending on your ecosystem, whether you’re in private practice, a hybrid model, or a hospital. But in general, doctors tend to treat money as a taboo topic—almost as if it’s dirty to talk about finances because we’re dealing with people’s health. That instinct is understandable, but it leads to some ridiculous situations. For example, in academic jobs, you can go through multiple interviews—two, three, even four rounds—without a single conversation about money. You could have a contract in hand before salary is even discussed. That’s absurd.
The private practice sector is much more intelligent about how they use finances to incentivize and hold on to good physicians. Understanding why things are structured the way they are—and how to change them—is something I wish I had learned. But honestly, I don’t even know who would teach that because most doctors don’t fully understand the financial side of medicine themselves.
The second piece is reimbursement, particularly when it comes to Medicare and insurance companies. Just because you bill for something doesn’t mean you’ll be reimbursed for that amount. That’s a fundamental concept I wish I had understood earlier. Unfortunately, most of us learn these things in a trial-by-fire fashion - by making mistakes as we go. But if we had a better foundation in billing, we could ensure it’s done properly, avoid surprise invoices for patients, and make sure they get the care they need without financial pitfalls.
And then, of course, there’s the insurance industry. It’s a constant source of frustration. But when you start to understand how insurance companies operate, why they overcharge, and the logic behind it, you at least gain some perspective. I think getting a handle on that earlier could help physicians work toward improving the system—or at the very least, it might help temper some of the frustration we inevitably face once we’re in practice.
And honestly, I think it’s intentional. There was a documentary on Netflix called Divorce Corp. It was all about how family law works. Family law used to be relatively simple—just a few basic regulations. But then judges, lawyers, and the system realized that if they made family law as complex and difficult as possible—similar to tax law—people would be forced to hire legal professionals. They couldn’t navigate it on their own. The more complicated they made it, the more money circulated within the system. There were even lawyers in the documentary saying that when they see a wedding, all they hear is cha-ching—because of the money involved in divorce proceedings.
And just look at technology. We already have the technology to put a human on Mars. The only thing holding us back is figuring out the physiological challenges. You’re telling me we can send someone to Mars, but I still have to fax documents to the local next-door hospital to share medical records?
It’s intentional. There’s no way it’s not. That’s why I don’t think this is just a matter of learning—it’s something you can’t fully understand until you experience it firsthand. For example, private equity can own a hospital, but a doctor can’t. That tells you everything you need to know.
Dr. Anahita Dua is an esteemed vascular surgeon at Massachusetts General Hospital and an Associate Professor of Surgery at Harvard Medical School. She serves in multiple leadership roles at MGH, including Director of the Vascular Lab, Co-Director of the Peripheral Artery Disease Center and LEAPP, and Associate Director of the Wound Care Center.
Board-certified in vascular surgery, general surgery, and advanced wound care, she specializes in minimally invasive and open limb salvage techniques for PAD, CLI, and complex vascular conditions. A prolific researcher, she has published over 200 peer-reviewed papers, edited five vascular surgery textbooks, and leads research on anticoagulation, thrombosis, and surgical outcomes. She is actively involved in medical innovation, developing technologies to improve walking distance, wound healing, and pain reduction in PAD patients. She also serves on national vascular surgery committees, is a Presidential Leadership Scholar (2023), and Founder of Healthcare For Action.
Thinking back to when you just finished fellowship, or even considering the fellows you work with now, is there a clinical area you wish you had more experience in? Or one where you think fellows today should spend more time focusing on?
I think every area of vascular surgery has expanded so much with innovation and technology that there’s always more to learn. But if I had to choose, I’d say the peripheral arterial space is developing the fastest.
Unlike other areas of vascular surgery, which can be more algorithmic—meaning, if you see a certain type of lesion, there’s a clear next step—PAD isn’t like that. Every lesion has multiple possible treatment approaches, often spanning multiple levels. Instead of teaching fellows, “This is the lesion, and this is what you do,” I think the focus should be on understanding the risks and benefits of every endovascular therapy and how to combine them effectively.
It's not just because there is more to learn. If you look at the actual landscape in vascular surgery, if you ask any vascular surgeon what they see the most, they’ll likely say peripheral artery disease. That’s because of the rising diabetes rates and an aging population, and the fact that we’re living longer. So, when you look at what patients need, what the field demands, and where advancements are happening, PAD stands out as an area where fellows could benefit from better training.
You're quite well-published. Do you have any advice for physicians who are early in their careers and want to get started in clinical research?
It depends on your research background and where you want to go with it. Just like in the clinical world, research today follows many different paths. You can focus on outcomes research, translational work, or basic science. The old image of research—pipettes and bench work—is no longer the full picture. That still exists, of course, but now we also have large-scale clinical trials, specific device trials, and innovation-driven studies.
The first question anyone interested in research should ask is: Why do I want to get involved? The answer usually comes down to contributing to the literature, advancing scholarship, and working on new approaches that can improve patient care. Once you have that clarity, the next step is identifying your expertise and narrowing down your focus.
Once you’ve clarified that, the next step is to ask: Where does your expertise lie, and what specific area do you want to focus on? From there, mentorship is the next step. Look at the people in your field who are making an impact—the ones you want to emulate. Study how they’ve shaped the field, and think about how you can push it forward.
By doing that, you not only find mentors that can help you approach problems but you also figure out what's worth your time. You don’t want to rehash research that's already been done. The whole idea is to move the field forward. And to do that, you first need to understand where the field stands. That’s the foundation I’d recommend for anyone starting out in research.
Given that every patient and lesion is different, when you see calcium in a vessel, do you have a default algorithm for approaching it from an endovascular perspective?
The first thing I look at is whether I can cross the lesion—because if you can’t cross, you can’t treat, at least with today’s technology. I assess the calcium itself, considering whether it’s chronic calcification and if I can cross it with the tools I have. If I think attempting to cross it could propagate a dissection or cause more harm than good—especially in the popliteal region extending into the tibials—I may consider surgical intervention instead.
If I decide to proceed with an endovascular approach, I typically try to stay intraluminal, looking for a small microchannel I can navigate. If that’s not possible, I’ll go subintimal but re-enter the true lumen as soon as possible. Once I’ve crossed the lesion, I almost always consider intravascular lithotripsy (IVL) for calcium or something like laser atherectomy. There’s strong data showing that cracking the calcium first makes the vessel more pliable, which improves angioplasty outcomes and even stent placement when needed. It increases patency and reduces reintervention rates.
I often follow lithotripsy by either a drug-coated balloon (DCB) or a drug-coated stent (DCS), depending on the lesion’s location. I tend to avoid stents in the popliteal and joint areas, favoring a DCB there. But in the SFA, I’ll strongly consider a drug-coated stent.
Crossing is always the priority. If I’ve got a wire across—typically a .014 wire—I’ll start with a small balloon to create some luminal gain before proceeding with lithotripsy. But if I absolutely can’t cross, then I’ll consider an atherectomy. It definitely has a place, though not for every patient. There’s always concern about embolization, but ultimately, you have to do what’s best for that patient at that moment to ensure long-term patency and avoid restenosis. So while atherectomy is part of my algorithm, it’s not my first-line approach.
When it comes to the business side of healthcare, is there an area that you believe lacks focus in fellowship training? Or, thinking about your own experience, is there a business or professional topic you wish you had understood better when you first started practicing?
I think there are two points. First, how doctors make money. It varies depending on your ecosystem, whether you’re in private practice, a hybrid model, or a hospital. But in general, doctors tend to treat money as a taboo topic—almost as if it’s dirty to talk about finances because we’re dealing with people’s health. That instinct is understandable, but it leads to some ridiculous situations. For example, in academic jobs, you can go through multiple interviews—two, three, even four rounds—without a single conversation about money. You could have a contract in hand before salary is even discussed. That’s absurd.
The private practice sector is much more intelligent about how they use finances to incentivize and hold on to good physicians. Understanding why things are structured the way they are—and how to change them—is something I wish I had learned. But honestly, I don’t even know who would teach that because most doctors don’t fully understand the financial side of medicine themselves.
The second piece is reimbursement, particularly when it comes to Medicare and insurance companies. Just because you bill for something doesn’t mean you’ll be reimbursed for that amount. That’s a fundamental concept I wish I had understood earlier. Unfortunately, most of us learn these things in a trial-by-fire fashion - by making mistakes as we go. But if we had a better foundation in billing, we could ensure it’s done properly, avoid surprise invoices for patients, and make sure they get the care they need without financial pitfalls.
And then, of course, there’s the insurance industry. It’s a constant source of frustration. But when you start to understand how insurance companies operate, why they overcharge, and the logic behind it, you at least gain some perspective. I think getting a handle on that earlier could help physicians work toward improving the system—or at the very least, it might help temper some of the frustration we inevitably face once we’re in practice.
And honestly, I think it’s intentional. There was a documentary on Netflix called Divorce Corp. It was all about how family law works. Family law used to be relatively simple—just a few basic regulations. But then judges, lawyers, and the system realized that if they made family law as complex and difficult as possible—similar to tax law—people would be forced to hire legal professionals. They couldn’t navigate it on their own. The more complicated they made it, the more money circulated within the system. There were even lawyers in the documentary saying that when they see a wedding, all they hear is cha-ching—because of the money involved in divorce proceedings.
And just look at technology. We already have the technology to put a human on Mars. The only thing holding us back is figuring out the physiological challenges. You’re telling me we can send someone to Mars, but I still have to fax documents to the local next-door hospital to share medical records?
It’s intentional. There’s no way it’s not. That’s why I don’t think this is just a matter of learning—it’s something you can’t fully understand until you experience it firsthand. For example, private equity can own a hospital, but a doctor can’t. That tells you everything you need to know.
Dr. Anahita Dua is an esteemed vascular surgeon at Massachusetts General Hospital and an Associate Professor of Surgery at Harvard Medical School. She serves in multiple leadership roles at MGH, including Director of the Vascular Lab, Co-Director of the Peripheral Artery Disease Center and LEAPP, and Associate Director of the Wound Care Center.
Board-certified in vascular surgery, general surgery, and advanced wound care, she specializes in minimally invasive and open limb salvage techniques for PAD, CLI, and complex vascular conditions. A prolific researcher, she has published over 200 peer-reviewed papers, edited five vascular surgery textbooks, and leads research on anticoagulation, thrombosis, and surgical outcomes. She is actively involved in medical innovation, developing technologies to improve walking distance, wound healing, and pain reduction in PAD patients. She also serves on national vascular surgery committees, is a Presidential Leadership Scholar (2023), and Founder of Healthcare For Action.
Thinking back to when you just finished fellowship, or even considering the fellows you work with now, is there a clinical area you wish you had more experience in? Or one where you think fellows today should spend more time focusing on?
I think every area of vascular surgery has expanded so much with innovation and technology that there’s always more to learn. But if I had to choose, I’d say the peripheral arterial space is developing the fastest.
Unlike other areas of vascular surgery, which can be more algorithmic—meaning, if you see a certain type of lesion, there’s a clear next step—PAD isn’t like that. Every lesion has multiple possible treatment approaches, often spanning multiple levels. Instead of teaching fellows, “This is the lesion, and this is what you do,” I think the focus should be on understanding the risks and benefits of every endovascular therapy and how to combine them effectively.
It's not just because there is more to learn. If you look at the actual landscape in vascular surgery, if you ask any vascular surgeon what they see the most, they’ll likely say peripheral artery disease. That’s because of the rising diabetes rates and an aging population, and the fact that we’re living longer. So, when you look at what patients need, what the field demands, and where advancements are happening, PAD stands out as an area where fellows could benefit from better training.
You're quite well-published. Do you have any advice for physicians who are early in their careers and want to get started in clinical research?
It depends on your research background and where you want to go with it. Just like in the clinical world, research today follows many different paths. You can focus on outcomes research, translational work, or basic science. The old image of research—pipettes and bench work—is no longer the full picture. That still exists, of course, but now we also have large-scale clinical trials, specific device trials, and innovation-driven studies.
The first question anyone interested in research should ask is: Why do I want to get involved? The answer usually comes down to contributing to the literature, advancing scholarship, and working on new approaches that can improve patient care. Once you have that clarity, the next step is identifying your expertise and narrowing down your focus.
Once you’ve clarified that, the next step is to ask: Where does your expertise lie, and what specific area do you want to focus on? From there, mentorship is the next step. Look at the people in your field who are making an impact—the ones you want to emulate. Study how they’ve shaped the field, and think about how you can push it forward.
By doing that, you not only find mentors that can help you approach problems but you also figure out what's worth your time. You don’t want to rehash research that's already been done. The whole idea is to move the field forward. And to do that, you first need to understand where the field stands. That’s the foundation I’d recommend for anyone starting out in research.
Given that every patient and lesion is different, when you see calcium in a vessel, do you have a default algorithm for approaching it from an endovascular perspective?
The first thing I look at is whether I can cross the lesion—because if you can’t cross, you can’t treat, at least with today’s technology. I assess the calcium itself, considering whether it’s chronic calcification and if I can cross it with the tools I have. If I think attempting to cross it could propagate a dissection or cause more harm than good—especially in the popliteal region extending into the tibials—I may consider surgical intervention instead.
If I decide to proceed with an endovascular approach, I typically try to stay intraluminal, looking for a small microchannel I can navigate. If that’s not possible, I’ll go subintimal but re-enter the true lumen as soon as possible. Once I’ve crossed the lesion, I almost always consider intravascular lithotripsy (IVL) for calcium or something like laser atherectomy. There’s strong data showing that cracking the calcium first makes the vessel more pliable, which improves angioplasty outcomes and even stent placement when needed. It increases patency and reduces reintervention rates.
I often follow lithotripsy by either a drug-coated balloon (DCB) or a drug-coated stent (DCS), depending on the lesion’s location. I tend to avoid stents in the popliteal and joint areas, favoring a DCB there. But in the SFA, I’ll strongly consider a drug-coated stent.
Crossing is always the priority. If I’ve got a wire across—typically a .014 wire—I’ll start with a small balloon to create some luminal gain before proceeding with lithotripsy. But if I absolutely can’t cross, then I’ll consider an atherectomy. It definitely has a place, though not for every patient. There’s always concern about embolization, but ultimately, you have to do what’s best for that patient at that moment to ensure long-term patency and avoid restenosis. So while atherectomy is part of my algorithm, it’s not my first-line approach.
When it comes to the business side of healthcare, is there an area that you believe lacks focus in fellowship training? Or, thinking about your own experience, is there a business or professional topic you wish you had understood better when you first started practicing?
I think there are two points. First, how doctors make money. It varies depending on your ecosystem, whether you’re in private practice, a hybrid model, or a hospital. But in general, doctors tend to treat money as a taboo topic—almost as if it’s dirty to talk about finances because we’re dealing with people’s health. That instinct is understandable, but it leads to some ridiculous situations. For example, in academic jobs, you can go through multiple interviews—two, three, even four rounds—without a single conversation about money. You could have a contract in hand before salary is even discussed. That’s absurd.
The private practice sector is much more intelligent about how they use finances to incentivize and hold on to good physicians. Understanding why things are structured the way they are—and how to change them—is something I wish I had learned. But honestly, I don’t even know who would teach that because most doctors don’t fully understand the financial side of medicine themselves.
The second piece is reimbursement, particularly when it comes to Medicare and insurance companies. Just because you bill for something doesn’t mean you’ll be reimbursed for that amount. That’s a fundamental concept I wish I had understood earlier. Unfortunately, most of us learn these things in a trial-by-fire fashion - by making mistakes as we go. But if we had a better foundation in billing, we could ensure it’s done properly, avoid surprise invoices for patients, and make sure they get the care they need without financial pitfalls.
And then, of course, there’s the insurance industry. It’s a constant source of frustration. But when you start to understand how insurance companies operate, why they overcharge, and the logic behind it, you at least gain some perspective. I think getting a handle on that earlier could help physicians work toward improving the system—or at the very least, it might help temper some of the frustration we inevitably face once we’re in practice.
And honestly, I think it’s intentional. There was a documentary on Netflix called Divorce Corp. It was all about how family law works. Family law used to be relatively simple—just a few basic regulations. But then judges, lawyers, and the system realized that if they made family law as complex and difficult as possible—similar to tax law—people would be forced to hire legal professionals. They couldn’t navigate it on their own. The more complicated they made it, the more money circulated within the system. There were even lawyers in the documentary saying that when they see a wedding, all they hear is cha-ching—because of the money involved in divorce proceedings.
And just look at technology. We already have the technology to put a human on Mars. The only thing holding us back is figuring out the physiological challenges. You’re telling me we can send someone to Mars, but I still have to fax documents to the local next-door hospital to share medical records?
It’s intentional. There’s no way it’s not. That’s why I don’t think this is just a matter of learning—it’s something you can’t fully understand until you experience it firsthand. For example, private equity can own a hospital, but a doctor can’t. That tells you everything you need to know.
Fun, Insightful Interviews with the
World's Brightest Physicians
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Fun, Insightful Interviews with the
World's Brightest Physicians
Delivered straight to your inbox. Completely free. No spam.
Fun, Insightful Interviews with the
World's Brightest Physicians
Delivered straight to your inbox. Completely free. No spam.
When it comes to building a clinical practice, were there things that were especially helpful for you early on in your career? Any key advice for those just starting to establish their practice?
I think you have to treat building a practice like you would treat building a friendship. If you meet someone, have a conversation, and exchange numbers, you have to make the effort to follow up, say hello, and keep the connection going. A lot of the same basic principles you learn in kindergarten apply to practice-building.
If someone refers you a patient, thank them and keep them updated—they’ll want to know what happened. And if there’s a bad outcome, don’t avoid the conversation. Call and explain. Maybe the case was difficult, maybe there were complications, but keeping people informed matters.
That said, getting your name out and generating referrals shouldn’t fall solely on you. It should be supported by the ecosystem you’ve joined. So, before anything else, when you’re looking for a job, make sure you’re stepping into a position where leadership—whether it’s a partner, a boss, or a senior colleague—is committed to helping you build your practice.
Because if you go out aggressively trying to poach patients, you can run into problems. Going back to the friendship analogy, this isn’t a cut-and-dry business. It’s not engineering—it’s human interaction. If you’re seen as someone who routinely steps on toes—it can have lasting consequences.
At the same time, you do have to be proactive about building your practice. That’s how you keep your skills sharp. One patient leads to another, and as your reputation grows, so does your practice.
Let’s talk about podium presentations and physician training in general, whether it’s public speaking or training physicians on new devices. As you’ve progressed in these areas, are there any key things that have helped you improve? And for those earlier in their careers who are starting to get similar opportunities, do you have any suggestions?
The most important thing to remember is that you’re done asking for permission. You’re at a point where what you have to say matters. Keeping your skills sharp and staying ahead with new technology is important. But here’s the reality: no one is responsible for your career except you.
Yes, your boss and your partners can support you. They might send a memo introducing you as the new physician in the division, highlighting your specialty. They might help set up referrals so you don’t have to go hunting for patients. But when it comes to speaking opportunities or industry involvement, no one is going to hold your hand.
You can’t sit back and wait for someone to invite you to give a talk or for a company to reach out and offer training opportunities. That might happen once in a while, but if you want to be part of the conversation, you have to start it. When you meet a device rep, say, “I love this space. I’d love to be part of your key opinion leader group,” or “I’d love to get involved in training.” Show your interest. That’s how you move forward.
At this stage, you’re not a medical student. You’re not a trainee. You are your own boss, and everyone else is busy with their own work. No one is going to push you into the spotlight. And honestly, speaking on podiums or at industry events doesn’t necessarily benefit your hospital or private practice. You could argue that being highly visible might attract patients, but in today’s world, that’s not as common as it used to be.
So, ultimately, this is about your career. If you’re waiting for permission, if you’re hesitating because of imposter syndrome, if you’re thinking, “I should wait to be invited,”—throw all of that in the trash. There’s no time for that. Move forward. And remember, if you’re not stepping up to take that podium, someone else will. So you might as well be the one in that position.
Last few questions are rapid-fire. When you’re in the OR, do you listen to music? And if so, what’s at the top of your playlist?
I listen to Bollywood dance hits or hard rap.
Let's say you have a weekend off and you come across something on TV that catches your attention. What are your top movies of all time, or what’s something you’d actually sit down and watch?
How to Lose a Guy in 10 Days, Tropic Thunder, Wedding Crashers, and The Other Guys.
Going back to your late 20s—let’s say you’re in residency or fellowship. If you could whisper something to your younger self at that point in your career, what would it be?
You need to lose weight so get to the gym now!
Any upcoming research, podium presentations, or conferences you’d like us to mention?
The Society for Vascular Surgery’s Vascular Annual Meeting (VAM)—it’s a big, fantastic meeting and a great place to learn and network. I’m also a big fan of CRT and TCT, and of course, VEITH.
When it comes to building a clinical practice, were there things that were especially helpful for you early on in your career? Any key advice for those just starting to establish their practice?
I think you have to treat building a practice like you would treat building a friendship. If you meet someone, have a conversation, and exchange numbers, you have to make the effort to follow up, say hello, and keep the connection going. A lot of the same basic principles you learn in kindergarten apply to practice-building.
If someone refers you a patient, thank them and keep them updated—they’ll want to know what happened. And if there’s a bad outcome, don’t avoid the conversation. Call and explain. Maybe the case was difficult, maybe there were complications, but keeping people informed matters.
That said, getting your name out and generating referrals shouldn’t fall solely on you. It should be supported by the ecosystem you’ve joined. So, before anything else, when you’re looking for a job, make sure you’re stepping into a position where leadership—whether it’s a partner, a boss, or a senior colleague—is committed to helping you build your practice.
Because if you go out aggressively trying to poach patients, you can run into problems. Going back to the friendship analogy, this isn’t a cut-and-dry business. It’s not engineering—it’s human interaction. If you’re seen as someone who routinely steps on toes—it can have lasting consequences.
At the same time, you do have to be proactive about building your practice. That’s how you keep your skills sharp. One patient leads to another, and as your reputation grows, so does your practice.
Let’s talk about podium presentations and physician training in general, whether it’s public speaking or training physicians on new devices. As you’ve progressed in these areas, are there any key things that have helped you improve? And for those earlier in their careers who are starting to get similar opportunities, do you have any suggestions?
The most important thing to remember is that you’re done asking for permission. You’re at a point where what you have to say matters. Keeping your skills sharp and staying ahead with new technology is important. But here’s the reality: no one is responsible for your career except you.
Yes, your boss and your partners can support you. They might send a memo introducing you as the new physician in the division, highlighting your specialty. They might help set up referrals so you don’t have to go hunting for patients. But when it comes to speaking opportunities or industry involvement, no one is going to hold your hand.
You can’t sit back and wait for someone to invite you to give a talk or for a company to reach out and offer training opportunities. That might happen once in a while, but if you want to be part of the conversation, you have to start it. When you meet a device rep, say, “I love this space. I’d love to be part of your key opinion leader group,” or “I’d love to get involved in training.” Show your interest. That’s how you move forward.
At this stage, you’re not a medical student. You’re not a trainee. You are your own boss, and everyone else is busy with their own work. No one is going to push you into the spotlight. And honestly, speaking on podiums or at industry events doesn’t necessarily benefit your hospital or private practice. You could argue that being highly visible might attract patients, but in today’s world, that’s not as common as it used to be.
So, ultimately, this is about your career. If you’re waiting for permission, if you’re hesitating because of imposter syndrome, if you’re thinking, “I should wait to be invited,”—throw all of that in the trash. There’s no time for that. Move forward. And remember, if you’re not stepping up to take that podium, someone else will. So you might as well be the one in that position.
Last few questions are rapid-fire. When you’re in the OR, do you listen to music? And if so, what’s at the top of your playlist?
I listen to Bollywood dance hits or hard rap.
Let's say you have a weekend off and you come across something on TV that catches your attention. What are your top movies of all time, or what’s something you’d actually sit down and watch?
How to Lose a Guy in 10 Days, Tropic Thunder, Wedding Crashers, and The Other Guys.
Going back to your late 20s—let’s say you’re in residency or fellowship. If you could whisper something to your younger self at that point in your career, what would it be?
You need to lose weight so get to the gym now!
Any upcoming research, podium presentations, or conferences you’d like us to mention?
The Society for Vascular Surgery’s Vascular Annual Meeting (VAM)—it’s a big, fantastic meeting and a great place to learn and network. I’m also a big fan of CRT and TCT, and of course, VEITH.
When it comes to building a clinical practice, were there things that were especially helpful for you early on in your career? Any key advice for those just starting to establish their practice?
I think you have to treat building a practice like you would treat building a friendship. If you meet someone, have a conversation, and exchange numbers, you have to make the effort to follow up, say hello, and keep the connection going. A lot of the same basic principles you learn in kindergarten apply to practice-building.
If someone refers you a patient, thank them and keep them updated—they’ll want to know what happened. And if there’s a bad outcome, don’t avoid the conversation. Call and explain. Maybe the case was difficult, maybe there were complications, but keeping people informed matters.
That said, getting your name out and generating referrals shouldn’t fall solely on you. It should be supported by the ecosystem you’ve joined. So, before anything else, when you’re looking for a job, make sure you’re stepping into a position where leadership—whether it’s a partner, a boss, or a senior colleague—is committed to helping you build your practice.
Because if you go out aggressively trying to poach patients, you can run into problems. Going back to the friendship analogy, this isn’t a cut-and-dry business. It’s not engineering—it’s human interaction. If you’re seen as someone who routinely steps on toes—it can have lasting consequences.
At the same time, you do have to be proactive about building your practice. That’s how you keep your skills sharp. One patient leads to another, and as your reputation grows, so does your practice.
Let’s talk about podium presentations and physician training in general, whether it’s public speaking or training physicians on new devices. As you’ve progressed in these areas, are there any key things that have helped you improve? And for those earlier in their careers who are starting to get similar opportunities, do you have any suggestions?
The most important thing to remember is that you’re done asking for permission. You’re at a point where what you have to say matters. Keeping your skills sharp and staying ahead with new technology is important. But here’s the reality: no one is responsible for your career except you.
Yes, your boss and your partners can support you. They might send a memo introducing you as the new physician in the division, highlighting your specialty. They might help set up referrals so you don’t have to go hunting for patients. But when it comes to speaking opportunities or industry involvement, no one is going to hold your hand.
You can’t sit back and wait for someone to invite you to give a talk or for a company to reach out and offer training opportunities. That might happen once in a while, but if you want to be part of the conversation, you have to start it. When you meet a device rep, say, “I love this space. I’d love to be part of your key opinion leader group,” or “I’d love to get involved in training.” Show your interest. That’s how you move forward.
At this stage, you’re not a medical student. You’re not a trainee. You are your own boss, and everyone else is busy with their own work. No one is going to push you into the spotlight. And honestly, speaking on podiums or at industry events doesn’t necessarily benefit your hospital or private practice. You could argue that being highly visible might attract patients, but in today’s world, that’s not as common as it used to be.
So, ultimately, this is about your career. If you’re waiting for permission, if you’re hesitating because of imposter syndrome, if you’re thinking, “I should wait to be invited,”—throw all of that in the trash. There’s no time for that. Move forward. And remember, if you’re not stepping up to take that podium, someone else will. So you might as well be the one in that position.
Last few questions are rapid-fire. When you’re in the OR, do you listen to music? And if so, what’s at the top of your playlist?
I listen to Bollywood dance hits or hard rap.
Let's say you have a weekend off and you come across something on TV that catches your attention. What are your top movies of all time, or what’s something you’d actually sit down and watch?
How to Lose a Guy in 10 Days, Tropic Thunder, Wedding Crashers, and The Other Guys.
Going back to your late 20s—let’s say you’re in residency or fellowship. If you could whisper something to your younger self at that point in your career, what would it be?
You need to lose weight so get to the gym now!
Any upcoming research, podium presentations, or conferences you’d like us to mention?
The Society for Vascular Surgery’s Vascular Annual Meeting (VAM)—it’s a big, fantastic meeting and a great place to learn and network. I’m also a big fan of CRT and TCT, and of course, VEITH.
