AAO-HNS 2025 Election: Candidate Statements
Review the candidates’ statements from the 2025 AAO-HNS Annual Election along with proposed changes to the Academy bylaws.
In addition to voting on the Slate of Candidates during this year’s election, members will have the opportunity to vote on proposed amendments to the Academy’s bylaws. Please review the proposed amendments ahead of the election.
President-elect
Questions posed to the candidates:
- What is the Academy’s greatest challenge and what steps would you take to address it?
- What do you see as the most pressing issue related to advocacy in 2026 and what suggestions do you have to increase member engagement in this area?
Daniel C. Chelius, Jr., MD, Candidate: AAO-HNS/F President-elect
Watch Dr. Chelius present his platform for the upcoming 2025 election.
From community comes strength. When our Academy began in 1896, its greatest challenge was bringing otolaryngologists together as a community with a strong, articulate voice—and that's still true today. Our members bring richly varied experiences, passions, and perspectives. We provide expert care in private practice and academia, push frontiers across unique subspecialties, and serve patients of all backgrounds in every corner of the country. I have personally experienced aspects of this breadth: years in community private otolaryngology practice, working with underserved populations, and now as an associate professor co-directing a large academic pediatric head and neck tumor program. Our diversity can lead to strength, giving us tools to tackle specific challenges in each era. It can also divide our attention and pull us apart, leaving us to struggle in isolation.
Over my five years as Annual Meeting Program Coordinator during the COVID-19 pandemic and recovery era, my daily mission had been to strengthen, hear, and welcome our community. Working with our Annual Meeting Program Committee, Academy staff, and thousands of passionate members, we matched ideas with opportunity and created space for debate, mentorship, and connection, welcoming all voices to the Academy. As I shared at the opening of our recent AAO-HNS/F Strategic Planning Meeting, our community today is fueled by volunteerism, engagement, and hope. The Otolaryngology Private Practice Section blossomed under visionary leadership and strong, personal outreach, becoming a leading voice in practice education and physician support. The Women in Otolaryngology Section saw record engagement in leading the drive for care equity. The Board of Governors refocused and reenergized its advocacy. The Young Physicians Section, Section for Residents and Fellows-in-Training, and medical student bodies grew rapidly in both presence and action.
While sustaining community is our biggest challenge, advocating for otolaryngologists and their communities is our Academy’s greatest duty. We must stand with the house of surgery to defend clinical autonomy, fair pay, and reduction of corrosive administrative burdens that steal our personal time. Our immediate focus must be investing in advocacy support structures: empowering our professional staff, further developing issue-specific expertise, and training the next generation of advocacy leaders. I learned advocacy from experienced colleagues who generously took me under their wing. By intentionally connecting seasoned thought leaders with newly engaged members, we create a stronger advocacy voice and deepen our bench of future leaders. We must also collaborate with other relevant stakeholders in organized otolaryngology to recognize additive strengths. The days of division must be behind us. The AAO-HNS/F has the unique platforms, operational expertise, unprecedented data, and broad mandate to lead in advocacy and lifelong education throughout otolaryngology.
Being nominated for AAO-HNS/F President is the greatest honor in my career. However, I see this role as much more than an honorific, and certainly not a summation. It is an opportunity to continue working hard with all of you to strengthen our community. If elected, I will be a president who bridges generations and practice settings, who listens to and welcomes new ideas, and who makes sure everyone's voice counts.
Cherie-Ann O. Nathan, MD, Candidate: AAO-HNS/F President-elect
Watch Dr. Nathan present her platform for the upcoming 2025 election.
Membership engagement is the greatest challenge facing our Academy. There is strength in numbers, but participation and engagement are more critical. This complex challenge requires creativity and a holistic approach on multiple fronts. Together we can succeed if our collective voice is not just empowered but cohesive and inclusive. This task will take dedication, passion, resilience, integrity, and perseverance, which I believe are my strengths that were vital in my past leadership experiences.
We need to expand our connectivity, so the members can learn, contribute, mentor, access, and benefit from the various resources the Academy offers. It also means we must stay relevant to all our constituent members, both in academia and private practice and provide meaningful value to all specialties and prevent subspecialty fragmentation. We must adopt and adapt to rapidly growing technologies to increase this value and place it at our members’ fingertips in a dashboard or an App.
Several specific actions are needed to accomplish these goals. I would work with the AAO-HNS/F leadership team to create a slide deck with all the resources and values the Academy brings to the table for us and our patients. The Board of Directors, Women in Otolaryngology Section, Otolaryngology Private Practice Section, Board of Governors, and Young Physicians Section can arrange meetings/presentations at various local society meetings, grand rounds, etc., to convey this critical information to our members and potential new members. We would then have e-surveys to gather feedback to grow conversation with defined opportunities.
Reg-entSM has 50 million patient data visits that have been gathered from real-world ENT practice. This is ideally suited for mining through AI so we can rapidly enable research (and help mentor, develop, and enhance the careers of our members), evidence-based recommendations, quality improvement, patient safety, and industry engagement.
The Academy must make a concerted effort to bring the subspecialty societies together. One of our priorities would be to have a meeting with the leadership teams of the subspecialties, identify needs and opportunities, and work collaboratively.
In Voices of Otolaryngology Dr. Annette Pham’s statement, “Advocacy is not an option; it is an obligation,” resonated with me. My presidential address at American Head and Neck Society (AHNS), titled "Amplify," emphasized grassroots advocacy. Our collective voice must be amplified at local, state, and national levels to address reimbursement, administrative burdens, and budget constraints.
Legislative advocacy will be one of our top initiatives, especially for The State Tracker Program and The ENT Advocacy Network. We will recruit later career members in early retirement as volunteers and harness their wisdom and experience for our advocacy efforts. Increasing membership and funding for ENT PAC will also help our advocacy efforts.
In my leadership roles, as Department Chair and past Chief-of-Staff of our private practice partnership that’s currently Ochsner-LSU Health and as Past President of AHNS and Association of Academic Depts of Otolaryngology and Board Member of the American College of Surgeons, and American Board of Otolaryngology – Head and Neck Surgery, I have gained the experience, tools, and reach necessary to lead the Academy forward.
I thank the Academy for this incredible honor, and I humbly ask for your support and vote. This is our Academy, and together we can shape a brilliant future.
At-Large Director (Academic)
Questions posed to the candidates:
- What do you consider the primary role of an at-large director and what would be your priorities?
- How would you unify Academy members around addressing the issues of scope of practice, payer and regulatory concerns, and workforce challenges?
Christine Franzese, MD, Candidate: AAO-HNS/F At-Large Director (Academic)
This position serves as a vital bridge between our members and the Board. This position’s role requires a strong representative voice for our entire membership, so that regardless of practice setting, subspecialty, or stage of career, all our members have their concerns and insights heard and actively integrated in our strategic decision-making.
My priorities are to ensure that the strategic direction of the Academy aligns with our members’ evolving needs by strengthening collaboration across our diverse specialty, advocating to protect and enhance our scope of practice, addressing regulatory and reimbursement challenges that continue to impact the high-quality care we deliver to our patients and lead to physician burnout, and advancing initiatives that support legislative efforts pushing for fair reimbursement practices, fostering physician career satisfaction [not just longevity], and fostering the success of the next generation of otolaryngologists.
Unification starts with engaging all our members in active, open, and transparent dialog, collecting viewpoints from all stakeholders and working toward shared, collective goals. A unified stance and collective goals are vital to engaging effectively with payers and regulators, protecting our scope of practice, and defending our workforce to ensure that policies align with the realities of our practice. Unification flourishes with receptive listening to membership feedback and refinement of our strategic approaches, building on successes, analyzing adverse outcomes, and redirecting our initiatives to overcome obstacles.
Together we can take a strong, cohesive, data-driven approach to payer negotiations and regulatory advocacy, leveraging real-world data from Reg-entSM and other databases, to fight for fair reimbursement and reduce administrative burdens. Together we can leverage the expertise of leaders in our diverse practice settings and state societies to defend against threats to our practices and promote physician satisfaction and practice sustainability.
Jennifer J. Shin, MD, SM, Candidate: AAO-HNS/F At-Large Director (Academic)
The primary role of an At-Large Director is to advocate for the priorities of our fellow members, so your priorities define my priorities. I seek to actively understand your concerns, coalesce them into action items, and advance them within the leadership of our Academy and beyond.
Financial needs are at the forefront. Advocacy for reimbursements, fair pay, and adjustments for the current economy are imperative, so our fellow clinicians can remain engaged in the business of daily practice. These needs unite us all, together in stronger advocacy.
From all throughout our membership, pivotal ideas arise, and I have had the privilege of hearing and acting upon them—from private practice to academic, trainee to retiree, U.S. or international, surgeon or advance d practice provider—all have been important voices while I served as AAO-HNSF committee and leadership group chair, clinical practice guideline and consensus statement leader, Reg-entSM Executive Committee member, and journal Deputy Editor.
As Associate Dean for Faculty Affairs for 12,000+ faculty, 79 departments, and 15 clinical organizations at Harvard Medical School, I address complex, high-stakes issues to promote a variety of needs and would also bring this experience to this role. Scope-of-practice discussions evolve through respectful dialogue, identifying shared goals, clarifying roles, and agreements supporting what our members prioritize most.
I have also previously been recruited into other leadership positions that extend beyond otolaryngology, where well-being and innovative development are the primary goals for a wide range of surgeons. This work has provided valuable experience in advocating for needed relief. Together, we can provide resources that save time and facilitate our staff’s ability to support our patient care. As we face workforce challenges, we can unite to address cognitive overload, moral injury, and overburdened schedules.
I sincerely thank you for the honor of your consideration for this role.
At-Large Director (Private Practice)
Questions posed to the candidates:
- What do you consider the primary role of an at-large director and what would be your priorities?
- How would you unify Academy members around addressing the issues of scope of practice, payer and regulatory concerns, and workforce challenges?
David E. Melon, MD, Candidate: AAO-HNS/F At-Large Director (Private Practice)
As the managing partner of an independently owned, eight-physician private practice, I understand firsthand the challenges of today’s healthcare landscape. My leadership experience spans both state and national levels—the inaugural Chair of the Otolaryngology Private Practice Section (OPPS), President of the North Carolina Otolaryngology State Society, and the North Carolina Chapter of the American College of Surgeons. Serving as Chair of a multispecialty, joint-venture ambulatory surgical center has deepened my understanding of the operational and financial levers that impact our ability to deliver high-quality, efficient, and compassionate care.
I spearheaded the inaugural OTO Forum, which focused on networking, benchmarking, innovation, and healthcare trends. Private practitioners can contribute meaningful research at the intersection of clinical care and the business of medicine. My recently completed Triological thesis blueprinted allergy immunotherapy adherence and retention—a critical issue of both clinical and financial significance to our specialty.
As an At-Large Director, I will champion engagement through membership, volunteerism, research, resident and fellow education, and financial support of the ENT PAC and the Academy itself. An At-Large Director must represent the diverse interests of our members while advancing the Academy’s mission to support otolaryngologists and their patients. This position demands inquisitive leadership, broad stakeholder engagement, and a commitment to advocacy. Through proactive legislative engagement, data-driven policy recommendations, investment in mentorship, and workforce rebalancing initiatives, the Academy can drive meaningful change.
Unifying Academy members requires collaboration, transparency, and inclusiveness. Strengthening our state and federal advocacy infrastructure, expanding engagement in grassroots campaigns, and cultivating relationships with policymakers will be essential to safeguard our scope of practice.
Representing and advocating for private practitioners in this role would be a great honor. I look forward to the opportunity to continue serving you and appreciate your support.
Joseph C. Sniezek, MD, MBA, Candidate: AAO-HNS/F At-Large Director (Private Practice)
Our specialty of otolaryngology-head and neck surgery faces unprecedented challenges in the areas of call burden, renumeration, and scope of practice. The way that we practice medicine today and interact with our patients and employers is far different than the world we faced just a few years ago. We are challenged with increasing clinical and administrative burdens, far busier call responsibilities, declining reimbursements, and pressures from competing specialties and subspecialties.
There has never been a more important time for an active, aggressive, and engaged Board for the AAO-HNS/F. I believe that the role of an At-Large Director on the Board is to represent the interests of the busy clinicians in our very eclectic specialty. My priority would be to strengthen the position of otolaryngologists as they address call burdens, responsibilities, and reimbursement rates. Just as the delivery of healthcare and medicine has changed, the strategy for assigning and reimbursing call has to evolve. Old models of accepting whatever call burdens an employer or practice deem as “reasonable” are no longer reasonable or acceptable.
Further, I believe the AAO-HNS/F must become an industry leader in establishing meaningful professional value standards. Our members deserve proper recognition and equitable treatment for their expertise, efforts, and services. I am committed to empowering our specialty with the resources and advocacy needed to ensure they receive the professional acknowledgment they have earned through their dedication to patient care and medical excellence.
While we are a very diverse specialty, the challenges that otolaryngologists face are universal. Strategies to address call burden, reimbursement, and fair market value assessment will apply and add value to the practices of all otolaryngologists.
Nominating Committee (Academic)
Questions posed to the candidates:
- What experiences have you had that will allow you to identify a diverse set of candidates for Academy leadership?
- What are the most important attributes you look for when nominating a member for leadership within the Academy?
Erynne A. Faucett, MD, Candidate: AAO-HNS/F Nominating Committee (Academic)
I have had the privilege of serving in leadership roles within the AAO-HNS/F and several other national organizations, like the Society of University Otolaryngologists, American Society of Pediatric Otolaryngology, and the Triological Society. These experiences have given me an understanding of challenges and opportunities in our field and how crucial it is to build a leadership team that reflects the diversity of our patients and members. As former chair of the Diversity and Inclusion Committee, I’ve seen firsthand how fostering a culture of inclusivity helps cultivate a wide range of perspectives and ideas. My work across multiple committees within AAO-HNS/F has also tuned my ability to recognize leadership potential in individuals from different practice types, geographic regions, and subspecialties.
When nominating someone for leadership, I look for individuals who have a strong clinical expertise but also value collaboration, mentorship, and advocacy. Advocacy for our patients and our profession is key to driving positive change, and I seek individuals who are dedicated to amplifying the voices of those we serve. It is important that leaders demonstrate integrity, adaptability, and a passion for advancing patient care. By prioritizing these attributes, we ensure that our leadership team is diverse and also dynamic, progress-driven, and ready to drive the Academy’s mission forward.
Christina M. Gillespie, MD, Candidate: AAO-HNS/F Nominating Committee (Academic)
I have been actively involved in Academy activities since 2011. I have served on numerous committees and special projects through the years including multiyear involvement with the Board of Governors and Practice Management Committee. During that time, I have had the honor of meeting and working with a wide variety of otolaryngologists. I will be able use my experience to help identify a diverse set of candidates for Academy leadership.
There are several attributes to consider when nominating someone for leadership. First, I look for an individual that demonstrates commitment to the mission of the Academy. The mission of the Academy is to engage members and help them achieve excellence and provide high-quality, ear, nose, and throat care through professional and public education, research, and health policy advocacy. Commitment is demonstrated both by their active participation in Academy activities and by their professional conduct as otolaryngologists. Secondly, I look for the attributes important for leadership such as integrity, empathy, and adaptability. Third, I look for members who reflect the diversity of Academy members, to include factors such as practice type.
Nausheen Jamal, MD, MBA, Candidate: AAO-HNS/F Nominating Committee (Academic)
Throughout my career, I have been committed to fostering inclusive leadership within our specialty. As Chair of the Women in Otolaryngology Leadership Development and Mentorship Committee, I have worked to identify and support leaders from various backgrounds, ensuring a breadth of perspectives in our Academy. My experience as a department chair has reinforced the importance of mentorship, sponsorship, and inclusivity in leadership selection. Additionally, my work with national organizations has given me insight into the qualities that make for effective leaders and the barriers that can limit the visibility of outstanding candidates. These experiences allow me to recognize and elevate a diverse set of individuals who can contribute meaningfully to our profession.
When considering candidates for Academy leadership, I prioritize vision, integrity, and the ability to collaborate. Leaders must be forward-thinking, capable of addressing the evolving needs of our specialty while upholding the values of the Academy. Equally important is a commitment to mentorship and fostering the next generation of otolaryngologists. Effective leaders listen, engage, and inspire others to work toward a common goal. If elected to the Nominating Committee, I will work diligently to ensure that we continue to elevate leaders who embody these essential attributes.
James W. Rocco, MD, PhD, Candidate: AAO-HNS/F Nominating Committee (Academic)
Otolaryngology continues to thrive under Academy leadership because of the combined efforts of private practice and academic physicians, each bringing unique strengths to our society. The Academy exists to serve its members, ensuring that all otolaryngologists—regardless of practice setting—have the resources, advocacy, and leadership needed to navigate an evolving healthcare landscape. My role as Chair of the Department of Otolaryngology – Head and Neck Surgery at The Ohio State University College of Medicine has reinforced my commitment to service, providing me the opportunity to recruit, mentor, and support a diverse group of faculty, trainees, and future leaders. My leadership roles in national organizations, including the American Head and Neck Society, have strengthened my commitment to fostering a leadership pipeline that reflects the full spectrum of our profession in background, expertise, and perspective.
When nominating candidates for Academy leadership, I will prioritize integrity, service, and a vision for the future of otolaryngology. Strong leaders foster collaboration, advocate for the specialty, and ensure the Academy remains responsive to its members. The Academy must evolve by actively engaging candidates from all practice settings, subspecialties, and career stages. If elected, I will identify a broad, highly qualified, and diverse slate of servant leaders who will strengthen the Academy and advance our profession.
Nominating Committee (Private Practice)
Questions posed to the candidates:
- What experiences have you had that will allow you to identify a diverse set of candidates for Academy leadership?
- What are the most important attributes you look for when nominating a member for leadership within the Academy?
Greg E. Davis, MD, MPH, Candidate: AAO-HNS/F Nominating Committee (Private Practice)
After a fulfilling 12-year academic career, I transitioned into private practice five years ago to create more space for activities that inspire and fulfill me. Over time, I have found deep satisfaction in mentoring others and helping them grow professionally and personally. I am passionate about fostering the advancement of others in their careers and would be honored to contribute to this mission on the Nominating Committee.
Throughout my career, I have had the privilege of connecting with a broad, diverse network of otolaryngologists, many through the CME courses I have directed and co-directed, including two Otolaryngology Underwater meetings, six American Rhinologic Society Summer Sinus Symposiums, and 13 Seattle Otology and Rhinology courses. These interactions have deepened my understanding of our field’s leaders and innovators, whom I would be excited to support in Academy leadership roles.
As a member of the Nominating Committee, I would focus on identifying energetic candidates who prioritize the well-being of our members, foster respectful dialogue, and are committed to advancing our field. I am eager to contribute my experience as a mentor, leader, and active participant in the otolaryngology community to help shape the future leadership of our profession.
Paul C. Frake, MD, Candidate: AAO-HNS/F Nominating Committee (Private Practice)
In nominating members for leadership positions, I believe the key attributes of our Academy leadership are a shared passion for volunteerism, advocacy, and innovation. The vast heterogeneity of modern medical care, ranging from individual to geographical and cultural circumstances, necessitates leaders who have varied backgrounds, skills, and ideas to match. I have personally had the opportunity to provide comprehensive otolaryngology to patients of all ages and backgrounds, in a variety of practice structures and sizes, in both the Midwest and Atlantic regions. My volunteer work as a Board member and investor of ENT PAC and member of the Physician Payment Policy workgroup have also been invaluable in learning the needs and perspectives of colleagues, expanding beyond my own personal experience, and then moving their concepts forward into action.
Collaboration of diverse, motivated, and innovative minds will lead us to best navigate the turbulent tides of modern healthcare together. I am honored to have been selected for this year’s ballot and to potentially continue my journey of service via the nomination of these candidates for your future consideration.
Jedidiah J. Grisel, MD, Candidate: AAO-HNS/F Nominating Committee (Private Practice)
It is a heavy responsibility to be considered as a member of the Nominating Committee. Charged with providing our membership with a qualified slate of leadership candidates, an effective committee should excel in two key areas. First, committee members should be adequately connected to be able to identify a diverse set of candidates. Second, members should be able to perceive in candidates those with knowledge, experience, and values that align with the needs of the Academy.
As a private practice member of the Academy, I have strived to remain connected to those who represent the most noble aspects of our profession. Service in the Triological Society, American Board of Otolaryngology – Head and Neck Surgery, and Texas Association of Otolaryngology Head and Neck Surgery have provided opportunities to interact in meaningful ways with a diverse group of our best and brightest.
As I reflect on these interactions, I sense that our future is bright, but the challenges are real. We rely on our leadership to maintain the values upon which our profession is built, while simultaneously navigating the ever-changing landscape in which we practice.
I look forward to working with the members of the Nominating Committee to identify such leaders for the benefit of our Academy and our profession.
Audit Committee
Question posed to the candidates:
- What qualifications or experience allow you to be an effective member of the Audit Committee of the Academy?
Ashutosh Kacker, MD, MBBS, MS, Candidate: AAO-HNS/F Audit Committee
I value financial accountability and transparency, and I would be honored by the opportunity to serve on the Audit Committee.
I have served similar roles with the American Rhinologic Society (ARS) as a member of the Audit Committee in addition to experience as both a member and Past President of The American Association of Otolaryngologists of Indian Heritage. I serve as the current representative to the General Faculty Council at my home institution; in this capacity, I represent the department in budget and strategic planning decisions for the medical school and hospital.
I am also on the Investment Compliance Committee of Weill Cornell Medical College, which does due diligence for retirement planning for the employees.
The opportunity to serve on the AAO-HNS/F Audit Committee provides the unique opportunity to gain a deeper understanding of the financial operations of the institution and make a positive impact on the Academy. It would be an honor to serve the Academy in this capacity.
My commitment to the importance of financial accountability and transparency, and my serving on the Audit Committee aligns well with my values and passions. Running again for the Audit Committee is an opportunity to make a positive impact on the institution.
Shawn D. Newlands, MD, PhD, MBA, Candidate: AAO-HNS/F Audit Committee
I am a lifelong academic otolaryngologist and have been a member of the Academy for over 32 years. I have seen how the role of Audit Committees has evolved beyond the core responsibilities of financial reporting and internal controls and now includes considerations of other risks. An effective Audit Committee member listens effectively, asks challenging questions, and seeks improvements to controls, risk management, and financial practices.
I have a skill set well suited for contributing to the Audit Committee. I have experience serving on Audit Committees for both the Association of Academic Departments of Otolaryngology and the American Head and Neck Society and have an MBA from the University of Texas. I have served as department chair at two academic medical centers spanning 20 years. I have served many institutional roles, including membership and leadership roles on finance, operations, information technology, and compliance committees. I have a solid grounding in budgets and a good understanding of internal controls, financial literacy, and regulatory compliance. I have extensive experience with building and maintaining governance structures in my roles as Associate CMO for Ambulatory Care and Interim CMIO at the University of Rochester Medical Center. I would be honored to serve the membership of the AAO-HNS as a member of the Audit Committee.
