With a career that spans continents and a multitude of medical accomplishments, Dr. Sonya Noor is a powerhouse of knowledge and experience. A graduate of Calcutta Medical College in India, she honed her skills in the U.S., completing residencies and fellowships at some of the nation's most prestigious institutions. Today, she manages her independent practice, Buffalo Endovascular and Vascular Surgical Associates (BEVSA), across two locations in New York. She is also the Medical Director of Endovascular Services at Buffalo General Medical Center and Gates Vascular Institute and a Vascular Director at the Jacobs Institute, a one-of-a-kind medical technology innovation center.
Dr. Noor's reputation goes beyond her surgical acumen; she's an advocate for medical education, serving as a Clinical Associate Professor at the University of Buffalo and an active faculty member at multiple national conferences.
In this conversation, we explored a myriad of topics — from the business acumen necessary for running a healthcare practice to the nuanced treatment of calcific plaque in blood vessels. Dr. Noor also shared insights on how young professionals can engage in clinical trials and research and what it truly means to be an effective leader in a multidisciplinary medical setting.
Shortly after you completed your residency/fellowship training, was there a therapy area or subject matter you wish you were taught or had more experience in?
What I felt was missing, like many others in the medical field, is the business aspect of medical practice. Beyond that, what fascinates me, and what I now emphasize to our trainees, is the day-to-day mechanics of running a practice. I'm talking about operations, how to manage staff, implement standard operating procedures, and ensure efficient practice.
Many residents and fellows leave training with a sense that they aren’t fully ready for clinical practice. Do you remember a time when you felt like you weren’t ready for “prime time”? How did you overcome this?
Starting out, I was fortunate to have had great partners and mentors. I think new residents and fellows often overlook the people side of the practice and underestimate the importance of working with the right partners. If you're not comfortable in your work environment, you're less likely to ask questions or seek help, which can hinder your learning and growth, which is paramount after residency and fellowship. This can come from good partners, senior colleagues, other specialists, sometimes administration, nurses, and techs. People are likely to help, but sometimes newbies don't know how to ask, or they're not surrounded by very helpful people.
I was very lucky because I joined a group where I already knew the senior doctors well, and they were always willing to help, and not just about the clinical stuff or about what to do about a particular patient. It wasn't just phone support; they'd actually come in person if I needed help, even in the middle of the night, which is unheard of nowadays. Though we have options like FaceTime now, the fact that they took the time to assist me was invaluable.
It's crucial to spend time getting to know your potential colleagues during the job interview process. For me, I'm all about connecting with people, and I even accepted a lower salary to work with a great team. I'm glad I made that choice.
Considering you’re well-published and have extensive experience in medical research, how would you recommend a fellow get involved with clinical trials and/or establish collaborative research with other specialists?
I work in a unique setting that's a mix of private practice and academics. Our hospital is privately owned, but we collaborate with a university department. Because we see a high number of patients, we also teach residents and fellows. This setup offers opportunities to do research and publish articles, even though I'm not a full-time academic doctor.
Being a good speaker has opened doors for me, like interviews and publications. I had an article published in EVT recently, for example. But the key for younger professionals is to have senior colleagues who can vouch for them. Sometimes, a senior partner might say, "I can't make this meeting. Can you cover for me?" This gives a junior colleague a chance to step in and prove themselves. It's a great way to get involved without having to work your way up the traditional ladder. Mentorship can play a big role in these types of opportunities.
I try to do that myself now. If I can't attend a meeting or event, I'll recommend someone else attend in my place. It doesn't have to be someone in my exact field; it could be a promising young professional from a related specialty. The idea is to give others a chance to shine. I think it's important to lift others up as you climb the career ladder. You can't just rise. You’ve got to lift as you rise.
For new medical fellows, do you have a go-to approach for treating calcific plaque in blood vessels, either below or above the knee?
Endovascular interventions do cause some injury to vessels — that's part of the deal. My main approach is to be as gentle as possible on the blood vessels. You see, if you smash the calcium buildup with an aggressive angioplasty and throw in a stent, you're naturally going to trigger an internal hyperplasia reaction. Again, if you don’t size the vessel right and operate aggressively you’re going to have a rapture which you’ll have to fix. With time, you get the hang of it — how hard to push, what size works best, sometimes through unfortunate experiences. You have to remember those experiences and tailor your treatment accordingly. For instance, you shouldn’t implant a 7-mm stent in a 90-year-old patient with 5-mm vessels. You've got to customize your treatment to each patient.
In the peripheral vasculature, I've turned into a big fan of rotablation. It's brilliant for altering vessel compliance without causing unnecessary damage. It doesn't give you huge lumen gain, but then you can do a gentle balloon angioplasty to get the blood flow back.
It may not look picture-perfect, but if the blood flow is restored and the wound heals, you've accomplished your mission. You saved the patient from an amputation, let’s say. That's also why I like intravascular lithotripsy for its ability to induce micro-fractures without severely injuring the endothelium. It lets you gently dilate the vessel and change its compliance to get the lumen back without inducing embolisms or thrombosis.
The takeaway here, honed through years of experience, is to assess how aggressively to intervene. The end goal is not angiographic perfection; it's to treat the patient effectively for the long term. You want that vessel to stay open as long as possible, and for that, you need to tailor your treatment to the individual in front of you.
With a career that spans continents and a multitude of medical accomplishments, Dr. Sonya Noor is a powerhouse of knowledge and experience. A graduate of Calcutta Medical College in India, she honed her skills in the U.S., completing residencies and fellowships at some of the nation's most prestigious institutions. Today, she manages her independent practice, Buffalo Endovascular and Vascular Surgical Associates (BEVSA), across two locations in New York. She is also the Medical Director of Endovascular Services at Buffalo General Medical Center and Gates Vascular Institute and a Vascular Director at the Jacobs Institute, a one-of-a-kind medical technology innovation center.
Dr. Noor's reputation goes beyond her surgical acumen; she's an advocate for medical education, serving as a Clinical Associate Professor at the University of Buffalo and an active faculty member at multiple national conferences.
In this conversation, we explored a myriad of topics — from the business acumen necessary for running a healthcare practice to the nuanced treatment of calcific plaque in blood vessels. Dr. Noor also shared insights on how young professionals can engage in clinical trials and research and what it truly means to be an effective leader in a multidisciplinary medical setting.
Shortly after you completed your residency/fellowship training, was there a therapy area or subject matter you wish you were taught or had more experience in?
What I felt was missing, like many others in the medical field, is the business aspect of medical practice. Beyond that, what fascinates me, and what I now emphasize to our trainees, is the day-to-day mechanics of running a practice. I'm talking about operations, how to manage staff, implement standard operating procedures, and ensure efficient practice.
Many residents and fellows leave training with a sense that they aren’t fully ready for clinical practice. Do you remember a time when you felt like you weren’t ready for “prime time”? How did you overcome this?
Starting out, I was fortunate to have had great partners and mentors. I think new residents and fellows often overlook the people side of the practice and underestimate the importance of working with the right partners. If you're not comfortable in your work environment, you're less likely to ask questions or seek help, which can hinder your learning and growth, which is paramount after residency and fellowship. This can come from good partners, senior colleagues, other specialists, sometimes administration, nurses, and techs. People are likely to help, but sometimes newbies don't know how to ask, or they're not surrounded by very helpful people.
I was very lucky because I joined a group where I already knew the senior doctors well, and they were always willing to help, and not just about the clinical stuff or about what to do about a particular patient. It wasn't just phone support; they'd actually come in person if I needed help, even in the middle of the night, which is unheard of nowadays. Though we have options like FaceTime now, the fact that they took the time to assist me was invaluable.
It's crucial to spend time getting to know your potential colleagues during the job interview process. For me, I'm all about connecting with people, and I even accepted a lower salary to work with a great team. I'm glad I made that choice.
Considering you’re well-published and have extensive experience in medical research, how would you recommend a fellow get involved with clinical trials and/or establish collaborative research with other specialists?
I work in a unique setting that's a mix of private practice and academics. Our hospital is privately owned, but we collaborate with a university department. Because we see a high number of patients, we also teach residents and fellows. This setup offers opportunities to do research and publish articles, even though I'm not a full-time academic doctor.
Being a good speaker has opened doors for me, like interviews and publications. I had an article published in EVT recently, for example. But the key for younger professionals is to have senior colleagues who can vouch for them. Sometimes, a senior partner might say, "I can't make this meeting. Can you cover for me?" This gives a junior colleague a chance to step in and prove themselves. It's a great way to get involved without having to work your way up the traditional ladder. Mentorship can play a big role in these types of opportunities.
I try to do that myself now. If I can't attend a meeting or event, I'll recommend someone else attend in my place. It doesn't have to be someone in my exact field; it could be a promising young professional from a related specialty. The idea is to give others a chance to shine. I think it's important to lift others up as you climb the career ladder. You can't just rise. You’ve got to lift as you rise.
For new medical fellows, do you have a go-to approach for treating calcific plaque in blood vessels, either below or above the knee?
Endovascular interventions do cause some injury to vessels — that's part of the deal. My main approach is to be as gentle as possible on the blood vessels. You see, if you smash the calcium buildup with an aggressive angioplasty and throw in a stent, you're naturally going to trigger an internal hyperplasia reaction. Again, if you don’t size the vessel right and operate aggressively you’re going to have a rapture which you’ll have to fix. With time, you get the hang of it — how hard to push, what size works best, sometimes through unfortunate experiences. You have to remember those experiences and tailor your treatment accordingly. For instance, you shouldn’t implant a 7-mm stent in a 90-year-old patient with 5-mm vessels. You've got to customize your treatment to each patient.
In the peripheral vasculature, I've turned into a big fan of rotablation. It's brilliant for altering vessel compliance without causing unnecessary damage. It doesn't give you huge lumen gain, but then you can do a gentle balloon angioplasty to get the blood flow back.
It may not look picture-perfect, but if the blood flow is restored and the wound heals, you've accomplished your mission. You saved the patient from an amputation, let’s say. That's also why I like intravascular lithotripsy for its ability to induce micro-fractures without severely injuring the endothelium. It lets you gently dilate the vessel and change its compliance to get the lumen back without inducing embolisms or thrombosis.
The takeaway here, honed through years of experience, is to assess how aggressively to intervene. The end goal is not angiographic perfection; it's to treat the patient effectively for the long term. You want that vessel to stay open as long as possible, and for that, you need to tailor your treatment to the individual in front of you.
With a career that spans continents and a multitude of medical accomplishments, Dr. Sonya Noor is a powerhouse of knowledge and experience. A graduate of Calcutta Medical College in India, she honed her skills in the U.S., completing residencies and fellowships at some of the nation's most prestigious institutions. Today, she manages her independent practice, Buffalo Endovascular and Vascular Surgical Associates (BEVSA), across two locations in New York. She is also the Medical Director of Endovascular Services at Buffalo General Medical Center and Gates Vascular Institute and a Vascular Director at the Jacobs Institute, a one-of-a-kind medical technology innovation center.
Dr. Noor's reputation goes beyond her surgical acumen; she's an advocate for medical education, serving as a Clinical Associate Professor at the University of Buffalo and an active faculty member at multiple national conferences.
In this conversation, we explored a myriad of topics — from the business acumen necessary for running a healthcare practice to the nuanced treatment of calcific plaque in blood vessels. Dr. Noor also shared insights on how young professionals can engage in clinical trials and research and what it truly means to be an effective leader in a multidisciplinary medical setting.
Shortly after you completed your residency/fellowship training, was there a therapy area or subject matter you wish you were taught or had more experience in?
What I felt was missing, like many others in the medical field, is the business aspect of medical practice. Beyond that, what fascinates me, and what I now emphasize to our trainees, is the day-to-day mechanics of running a practice. I'm talking about operations, how to manage staff, implement standard operating procedures, and ensure efficient practice.
Many residents and fellows leave training with a sense that they aren’t fully ready for clinical practice. Do you remember a time when you felt like you weren’t ready for “prime time”? How did you overcome this?
Starting out, I was fortunate to have had great partners and mentors. I think new residents and fellows often overlook the people side of the practice and underestimate the importance of working with the right partners. If you're not comfortable in your work environment, you're less likely to ask questions or seek help, which can hinder your learning and growth, which is paramount after residency and fellowship. This can come from good partners, senior colleagues, other specialists, sometimes administration, nurses, and techs. People are likely to help, but sometimes newbies don't know how to ask, or they're not surrounded by very helpful people.
I was very lucky because I joined a group where I already knew the senior doctors well, and they were always willing to help, and not just about the clinical stuff or about what to do about a particular patient. It wasn't just phone support; they'd actually come in person if I needed help, even in the middle of the night, which is unheard of nowadays. Though we have options like FaceTime now, the fact that they took the time to assist me was invaluable.
It's crucial to spend time getting to know your potential colleagues during the job interview process. For me, I'm all about connecting with people, and I even accepted a lower salary to work with a great team. I'm glad I made that choice.
Considering you’re well-published and have extensive experience in medical research, how would you recommend a fellow get involved with clinical trials and/or establish collaborative research with other specialists?
I work in a unique setting that's a mix of private practice and academics. Our hospital is privately owned, but we collaborate with a university department. Because we see a high number of patients, we also teach residents and fellows. This setup offers opportunities to do research and publish articles, even though I'm not a full-time academic doctor.
Being a good speaker has opened doors for me, like interviews and publications. I had an article published in EVT recently, for example. But the key for younger professionals is to have senior colleagues who can vouch for them. Sometimes, a senior partner might say, "I can't make this meeting. Can you cover for me?" This gives a junior colleague a chance to step in and prove themselves. It's a great way to get involved without having to work your way up the traditional ladder. Mentorship can play a big role in these types of opportunities.
I try to do that myself now. If I can't attend a meeting or event, I'll recommend someone else attend in my place. It doesn't have to be someone in my exact field; it could be a promising young professional from a related specialty. The idea is to give others a chance to shine. I think it's important to lift others up as you climb the career ladder. You can't just rise. You’ve got to lift as you rise.
For new medical fellows, do you have a go-to approach for treating calcific plaque in blood vessels, either below or above the knee?
Endovascular interventions do cause some injury to vessels — that's part of the deal. My main approach is to be as gentle as possible on the blood vessels. You see, if you smash the calcium buildup with an aggressive angioplasty and throw in a stent, you're naturally going to trigger an internal hyperplasia reaction. Again, if you don’t size the vessel right and operate aggressively you’re going to have a rapture which you’ll have to fix. With time, you get the hang of it — how hard to push, what size works best, sometimes through unfortunate experiences. You have to remember those experiences and tailor your treatment accordingly. For instance, you shouldn’t implant a 7-mm stent in a 90-year-old patient with 5-mm vessels. You've got to customize your treatment to each patient.
In the peripheral vasculature, I've turned into a big fan of rotablation. It's brilliant for altering vessel compliance without causing unnecessary damage. It doesn't give you huge lumen gain, but then you can do a gentle balloon angioplasty to get the blood flow back.
It may not look picture-perfect, but if the blood flow is restored and the wound heals, you've accomplished your mission. You saved the patient from an amputation, let’s say. That's also why I like intravascular lithotripsy for its ability to induce micro-fractures without severely injuring the endothelium. It lets you gently dilate the vessel and change its compliance to get the lumen back without inducing embolisms or thrombosis.
The takeaway here, honed through years of experience, is to assess how aggressively to intervene. The end goal is not angiographic perfection; it's to treat the patient effectively for the long term. You want that vessel to stay open as long as possible, and for that, you need to tailor your treatment to the individual in front of you.
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 you think about the business of healthcare, are there just a few concepts or subjects that you wish you had a better understanding of coming out of fellowship?
Absolutely, the financial aspects are often a blind spot for many physicians, especially early in their careers. Understanding CPT codes and RVU requirements is important for effective practice management. Over time, we've internalized these processes, but it took a bit to get there. For tracking, there are specialized accounting software systems designed for healthcare practices. However, the golden rule is to have a competent program or clinical manager who can keep tabs on these metrics for you and keep you in the loop with regular updates.
Then you have Key Performance Indicators (KPIs). Some of my colleagues prefer a quarterly review, while others check them annually. But everyone looks at them. These KPIs range from new patient conversion rates to procedural outcomes, effectively bridging your clinical work with the revenue cycle.
Efficiency is another critical metric. Your day's productivity depends on what exactly you're looking to achieve. If you specialize in aortic procedures, for instance, you'll have a different patient-to-procedure conversion rate than a general vascular surgeon. So, the question is, what's the optimum number of such procedures you can comfortably handle within a week or month? In the end, you're responsible for your financial productivity—what keeps the lights on.
The point is, every young surgeon, or even seasoned ones within their first decade of independent practice, needs to focus on where to allocate time most effectively. Whether you're looking to invest in specialized software for accounting or educating yourself on how to maximize your efficiency, understanding the business side of medicine is crucial. It’s not just about clinical acumen; it’s also about business intelligence.
How do you approach networking across multidisciplinary areas and avoiding turf wars?
I work in a facility designed for multidisciplinary collaboration that we call "collisions and collaboration." It's a building where vascular surgery, interventional radiology, and others are intentionally placed together. I've found that when you step out of your silo and interact, you discover you have more in common with others than you thought. Building friendships and collaborations is essential, and sometimes you have to give a little to gain a lot more, such as friendship or advice.
And then there are those high-stress situations — like emergencies in the lab — where everyone rushes to help, regardless of their specialty. Sometimes, it's as simple as offering a consultation or listening. If all you're looking for is what you can gain materially, you're missing out on something bigger: friendship, advice, and help.
You speak on podium at many conferences and do a fair amount of physician training. What are some of the important skill sets needed to be an effective leader in these types of initiatives?
Be accessible. Don't go silent when someone reaches out. Respond to emails and texts and be open to opportunities, even if they might not seem like much at first. Accessibility is the key to more opportunities.
When operating, if you had to choose 3 songs to play on repeat, what would they be?
I actually don't play music in the OR. I prefer to listen to what's happening around me; the anesthesia team, other medical staff, the pulse... I’m old school.
How about movies – what are your top 3 favorites of all time?
The Star Wars series, Avatar, and I also like the 007 and Indiana Jones movies as well. As you can see, I have a thing for sci-fi and action.
If you could go back to your late 20s or early 30s, what would you tell your younger self from a professional standpoint?
Trust yourself. There's too much self-doubt, especially early on in your career.
Last, are there any events, congresses, clinical research, etc., you’d like to raise awareness for?
While there's nothing specific, I would say that, in the field of carotid treatment, we should be more versatile. We shouldn't specialize only in one treatment method but offer a range of treatments and collaborate with others to give patients the best care possible.
When you think about the business of healthcare, are there just a few concepts or subjects that you wish you had a better understanding of coming out of fellowship?
Absolutely, the financial aspects are often a blind spot for many physicians, especially early in their careers. Understanding CPT codes and RVU requirements is important for effective practice management. Over time, we've internalized these processes, but it took a bit to get there. For tracking, there are specialized accounting software systems designed for healthcare practices. However, the golden rule is to have a competent program or clinical manager who can keep tabs on these metrics for you and keep you in the loop with regular updates.
Then you have Key Performance Indicators (KPIs). Some of my colleagues prefer a quarterly review, while others check them annually. But everyone looks at them. These KPIs range from new patient conversion rates to procedural outcomes, effectively bridging your clinical work with the revenue cycle.
Efficiency is another critical metric. Your day's productivity depends on what exactly you're looking to achieve. If you specialize in aortic procedures, for instance, you'll have a different patient-to-procedure conversion rate than a general vascular surgeon. So, the question is, what's the optimum number of such procedures you can comfortably handle within a week or month? In the end, you're responsible for your financial productivity—what keeps the lights on.
The point is, every young surgeon, or even seasoned ones within their first decade of independent practice, needs to focus on where to allocate time most effectively. Whether you're looking to invest in specialized software for accounting or educating yourself on how to maximize your efficiency, understanding the business side of medicine is crucial. It’s not just about clinical acumen; it’s also about business intelligence.
How do you approach networking across multidisciplinary areas and avoiding turf wars?
I work in a facility designed for multidisciplinary collaboration that we call "collisions and collaboration." It's a building where vascular surgery, interventional radiology, and others are intentionally placed together. I've found that when you step out of your silo and interact, you discover you have more in common with others than you thought. Building friendships and collaborations is essential, and sometimes you have to give a little to gain a lot more, such as friendship or advice.
And then there are those high-stress situations — like emergencies in the lab — where everyone rushes to help, regardless of their specialty. Sometimes, it's as simple as offering a consultation or listening. If all you're looking for is what you can gain materially, you're missing out on something bigger: friendship, advice, and help.
You speak on podium at many conferences and do a fair amount of physician training. What are some of the important skill sets needed to be an effective leader in these types of initiatives?
Be accessible. Don't go silent when someone reaches out. Respond to emails and texts and be open to opportunities, even if they might not seem like much at first. Accessibility is the key to more opportunities.
When operating, if you had to choose 3 songs to play on repeat, what would they be?
I actually don't play music in the OR. I prefer to listen to what's happening around me; the anesthesia team, other medical staff, the pulse... I’m old school.
How about movies – what are your top 3 favorites of all time?
The Star Wars series, Avatar, and I also like the 007 and Indiana Jones movies as well. As you can see, I have a thing for sci-fi and action.
If you could go back to your late 20s or early 30s, what would you tell your younger self from a professional standpoint?
Trust yourself. There's too much self-doubt, especially early on in your career.
Last, are there any events, congresses, clinical research, etc., you’d like to raise awareness for?
While there's nothing specific, I would say that, in the field of carotid treatment, we should be more versatile. We shouldn't specialize only in one treatment method but offer a range of treatments and collaborate with others to give patients the best care possible.
When you think about the business of healthcare, are there just a few concepts or subjects that you wish you had a better understanding of coming out of fellowship?
Absolutely, the financial aspects are often a blind spot for many physicians, especially early in their careers. Understanding CPT codes and RVU requirements is important for effective practice management. Over time, we've internalized these processes, but it took a bit to get there. For tracking, there are specialized accounting software systems designed for healthcare practices. However, the golden rule is to have a competent program or clinical manager who can keep tabs on these metrics for you and keep you in the loop with regular updates.
Then you have Key Performance Indicators (KPIs). Some of my colleagues prefer a quarterly review, while others check them annually. But everyone looks at them. These KPIs range from new patient conversion rates to procedural outcomes, effectively bridging your clinical work with the revenue cycle.
Efficiency is another critical metric. Your day's productivity depends on what exactly you're looking to achieve. If you specialize in aortic procedures, for instance, you'll have a different patient-to-procedure conversion rate than a general vascular surgeon. So, the question is, what's the optimum number of such procedures you can comfortably handle within a week or month? In the end, you're responsible for your financial productivity—what keeps the lights on.
The point is, every young surgeon, or even seasoned ones within their first decade of independent practice, needs to focus on where to allocate time most effectively. Whether you're looking to invest in specialized software for accounting or educating yourself on how to maximize your efficiency, understanding the business side of medicine is crucial. It’s not just about clinical acumen; it’s also about business intelligence.
How do you approach networking across multidisciplinary areas and avoiding turf wars?
I work in a facility designed for multidisciplinary collaboration that we call "collisions and collaboration." It's a building where vascular surgery, interventional radiology, and others are intentionally placed together. I've found that when you step out of your silo and interact, you discover you have more in common with others than you thought. Building friendships and collaborations is essential, and sometimes you have to give a little to gain a lot more, such as friendship or advice.
And then there are those high-stress situations — like emergencies in the lab — where everyone rushes to help, regardless of their specialty. Sometimes, it's as simple as offering a consultation or listening. If all you're looking for is what you can gain materially, you're missing out on something bigger: friendship, advice, and help.
You speak on podium at many conferences and do a fair amount of physician training. What are some of the important skill sets needed to be an effective leader in these types of initiatives?
Be accessible. Don't go silent when someone reaches out. Respond to emails and texts and be open to opportunities, even if they might not seem like much at first. Accessibility is the key to more opportunities.
When operating, if you had to choose 3 songs to play on repeat, what would they be?
I actually don't play music in the OR. I prefer to listen to what's happening around me; the anesthesia team, other medical staff, the pulse... I’m old school.
How about movies – what are your top 3 favorites of all time?
The Star Wars series, Avatar, and I also like the 007 and Indiana Jones movies as well. As you can see, I have a thing for sci-fi and action.
If you could go back to your late 20s or early 30s, what would you tell your younger self from a professional standpoint?
Trust yourself. There's too much self-doubt, especially early on in your career.
Last, are there any events, congresses, clinical research, etc., you’d like to raise awareness for?
While there's nothing specific, I would say that, in the field of carotid treatment, we should be more versatile. We shouldn't specialize only in one treatment method but offer a range of treatments and collaborate with others to give patients the best care possible.
