AAO-HNS 2026 Election: Candidate Statements
Review the candidates’ statements for the 2026 AAO-HNS Annual Elections. Voting opens May 11.
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, and what suggestions do you have to increase member engagement in this area?
William R. Blythe, MD
Candidate: AAO-HNS/F President-elect
The Academy’s greatest challenge is existential: how do we maintain relevance, importance, and support in an environment that is consolidating, misaligned, and ever complex? There is a growing perception that organized medicine is often at odds with the daily needs of practicing physicians, so membership and engagement are threatened. Declining reimbursement over three decades, accelerating employment by institutions and private equity, and a tsunami of technological change have left many otolaryngologists questioning whether the house of medicine remains substantiative to their daily practice and needs. How do we remain indispensable to current members and compelling to the next generation?
Relevance, value, and effectiveness must be our North Star. We must support sustainable practice in all contexts—private practice, academic medicine, and employed models—without preference or bias. The Academy must remain the definitive authority on practical, evidence-based guidance and, equally important, provide the tools to implement those recommendations in real-world environments.
I believe that otolaryngology is the very best specialty in medicine. The Academy must serve as a unifying force in an increasingly fragmented landscape marked by generational divides, progressive subspecialization, and divergent employment models. We must work hard to understand the root causes of disparities of income among our membership and implement strategic plans to correct them. These forces erode participation, leadership development, and our shared mission. We must evolve deliberately to remain relevant and indispensable.
We must also lead—proactively and visibly—in artificial intelligence, digital health, and technological innovation. Care delivery, AI, and related tech are changing at an unprecedented pace. Our members need clear, physician-led guidance that is safe, ethical, pragmatic, and protective of both patient welfare and professional autonomy.
Our top advocacy priority should be the fair valuation of our work. For more than 30 years, physician payment has stagnated while practice costs, inflation, and regulatory burdens have risen. The system is dominated by payers, CMS, and large corporate entities, while physicians remain the consistent targets of cuts and stagnation. It is time to draw a line in the sand and say, “enough.” We possess a sophisticated, physician-built system of relative valuation, yet we have never asserted ownership of the conversion factor—the foundation of all reimbursement. The tail has wagged the dog for far too long. Thoughtful, data-driven, physician-defined valuation must become the standard we bring to policymakers and payers.
Scope of practice, Medicare instability, prior authorization abuse, and technology regulation demand the same forward posture. We must lead from the front, not react from the rear, and apply sustained, organized pressure where decisions are made.
However, advocacy will only succeed if members see tangible results. This mission needs to be personal, practical, and achievable for busy physicians, supported by clear messaging, simple pathways for engagement, and measurable wins. Without visible progress, we risk losing the very foundation of member support.
The path forward is unity, relevance, and decisive physician leadership. The Academy must not simply respond to change—we must define it.
Angela M. Powell, MD
Candidate: AAO-HNS/F President-elect
Member engagement is the greatest challenge facing the Academy. My single response will address both questions as this issue impacts volunteerism, specialty unity, advocacy, and cohesion. While continually improving educational offerings, monetizing Re-gentSM, publishing impactful research, and investing in the next generation with travel grants and scholarships have each demonstrated the return on investment for the Academy membership, the message to remain involved and engaged with the Academy is being diluted by competing priorities and external pressures. As President, I will work closely with the EVP/CEO to ensure that members at every career stage recognize the value of their member dollars at work. These include fostering leadership initiatives and collaboration among the various sections, raising the level of awareness, and seeking thought leaders for change in areas of inequity within ENT (i.e., pay disparities), and promoting the efforts of the BOG and advocacy team to represent our practices and our patients at the local, state, and national level.
I will be with you on the front line, sharing our stories with Congress to fight scope-of-practice expansion, Medicaid cuts, and claw backs while seeking co-sponsors for site-neutrality and newborn CMV screening legislation. This year’s Congressional Advocacy Day is an important first step in leveraging our stories to garner congressional support. Audiology scope creep is a continual battle through practice sustainability, and particularly for small rural practices like mine, it is an even more existential threat. Having participated in ENT Connect discussions on topics of advocacy and practice sustainability, the desire for ingenuity and creativity in this space is palpable.
My role as your next President will be to listen, to convene, and to cultivate innovation embracing the originators of novel ideas, refining these ideas to garner support, and working with the Board to implement programs that provide us with the tools necessary to serve our patients and our communities better, to combat unfair insurance practices that add unnecessary administrative burden and time to care delivery, and that contribute to burnout.
As a female, underrepresented in medicine (URiM) comprehensive general otolaryngologist in a rural solo private practice, my voice is unique in this fight to change the perception of physicians from bystanders to champions for our patients and the profession. I ask for your vote to be the next President-Elect of the American Academy of Otolaryngology–Head and Neck Surgery, and thank you for your consideration of my candidacy.
Secretary/Treasurer-elect
Questions posed to the candidates:
- What are your priorities for fiscal responsibility in the present economy?
- What non-dues revenue stream(s) do you plan to focus on and/or optimize to help grow the Academy’s revenues?
Samantha Anne, MD, MS
Candidate: AAO-HNS/F Secretary/Treasurer-elect
Financial success is not the goal—it is the result. Fiscal responsibility extends beyond simply reducing expenses; it requires strengthening the foundation that sustains the Academy. The Academy’s long-term financial security and stability ultimately rest on engaging our members and fostering their commitment. In essence, I feel that fiscal success is a downstream effect of a thriving, engaged membership.
From a revenue perspective, the Academy relies primarily on three sources. Membership dues and meeting revenues constitute the largest share of income, while miscellaneous sources account for less than a third of total revenue. Focusing strategically on membership and meeting attendance provides the greatest opportunity to establish financial security by revenue growth.
When we consider membership dues, there are innovative strategies that can help drive Academy membership. For example, peer mentorship programs, in which senior members sponsor early-career members during their first years of practice, offer both guidance on how to get involved and a personal connection to the Academy for junior faculty. Additionally, engaging otolaryngology departments nationwide to invest in membership for their faculty encourages institutional buy-in and can reinforce the Academy as an essential professional home. Demonstrating the tangible benefits of Academy involvement—including national recognition, leadership opportunities, and scientific presentations—that elevate departmental reputation, creates a compelling return on investment for both individuals and their institutions.
Meeting revenue also benefits when members are more intentionally and creatively involved in the meeting itself. One of the most meaningful initiatives I helped implement in another professional society was the creation of panels and talks that intentionally elevated rising stars and members beyond the traditional circle of academic speakers. While programs often highlight individuals who are already well-known and highly engaged, including emerging voices will allow us to engage new members, diversify the perspectives represented, and ensure that the Academy hears voices that might otherwise go unheard. This strategy strengthens the community, encourages participation, and ultimately drives attendance, which benefits both our mission and our financial health.
Finally, miscellaneous revenue streams present additional growth opportunities. In today’s environment, we must leverage technology and social media to provide accessible content that is valuable to members and can also help generate revenue. Developing a featured peer-recognition program on ENT Connect or other Academy media platforms, supported by modest, voluntary contributions from our members, could both celebrate our colleagues and provide a meaningful supplemental source of revenue.
These initiatives reflect a broader understanding that the Academy’s financial well-being is intrinsically linked to member involvement and satisfaction. At the end of the day, the focus must remain on building an engaged, trusting, and invested membership. Every program, initiative, or revenue strategy should be designed to strengthen the Academy’s foundation—our members. This, in turn, will ensure the financial stability and long-term financial health of the Academy.
Sarah N. Bowe, MD, EdM
Candidate: AAO-HNS/F Secretary/Treasurer-elect
It is an honor to be considered for election as Secretary/Treasurer. This position involves guiding the Academy’s budget, safeguarding its financial resources, and serving as a vital link between the Board and Executive Committees. Most importantly, this role is about people. It is about ensuring that our members, whether in training, private practice, or academia, have a strong and stable professional home that supports their career development and patient care.
Seventeen years of active-duty service in the U.S. Air Force have shaped my belief that leadership is a responsibility outward, to mission, to team, and to those we serve. I would bring that same disciplined and service-oriented approach to this role. My experiences as Secretary/Treasurer of the San Antonio Society of Otolaryngology and Board Member of the Society of University Otolaryngologists and the Triological Society have provided me with the executive skills required for governance and fiduciary responsibility. As I complete my master's in business administration, I have cemented my ability to assess risk, evaluate investments, and align financial decisions with organizational priorities.
In the present economy, persistent inflation, rising operational costs, and economic uncertainty are placing pressure on professional societies nationwide. Members and institutions are making more deliberate spending decisions, while expenses associated with events and technology continue to grow. This environment requires fiscal discipline and strategic clarity.
My priority as Secretary/Treasurer will be to safeguard the Academy’s financial stability, while ensuring that every dollar invested advances member value and mission impact. This commitment includes disciplined reserve management, careful expense oversight, and data-informed decision-making. At the same time, we must continue investing in the infrastructure and innovation that keeps our specialty progressive and relevant.
Diversification of non-dues revenue is essential. As an editorial board member for the Otolaryngology Core Curriculum and Associate Editor for the Academy’s journals, I have seen firsthand how education and scholarship remain foundational strengths. Expanding digital learning, cross-specialty collaboration, and year-round engagement will enhance member experience and revenue resilience. Furthermore, hybrid offerings, interactive programming, and technology-enabled networking can extend the impact of our Annual Meeting beyond a single week.
Our clinical data infrastructure represents another powerful asset. As a member of the Research Advisory Group, I observed Reg-entSM grow into the nation’s largest otolaryngology-specific registry. Continued optimization of this platform, including benchmarking tools, research collaborations, and responsible industry-supported initiatives, can elevate specialty leadership while strengthening non-dues revenue.
Industry relationships should also evolve from transactional sponsorships to sustained, mission-aligned partnerships, such as the Academy Advantage and Corporate Champions programs. The global otolaryngology device market continues to expand, driven by technological advancements and increasing demand for minimally invasive and digitally integrated care. By engaging corporate partners early and maintaining year-round dialogue, we can cultivate ethical, mutually beneficial collaborations that support innovation and long-term sustainability.
In today’s economy, responsible stewardship means protecting stability while simultaneously preparing for what lies ahead. I am deeply committed to protecting the Academy’s strong financial foundation while thoughtfully advancing diversified revenue streams that will support our members and the future of our specialty.
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?
Kelly M. Malloy, MD, MBA
Candidate: AAO-HNS/F At-Large Director (Academic)
My view of the At-Large Director role is two-fold: they represent the interests of our members at the highest level of the AAO-HNS/F, and, as Board members, they serve as fiduciaries charged with sustaining the health and future of the organization. As a member of the Board my top priorities will be to:
- Hold us accountable for implementation of our new Strategic Plan, measuring its impact and adjusting when needed in the face of rapidly changing externalities.
- Advocate for our members’ interests at the Board-level, ensuring that the AAO-HNS/F continues to be relevant for all otolaryngologists and provides outstanding value to members.
- Lobby for all otolaryngologists, irrespective of background or practice type, that we be treated fairly and equitably by payers, employers, and government entities.
As the largest organization of otolaryngologists in North America, the AAO-HNS/F is both beautifully diverse in its members and their interests and at risk for insularity if careful attention to unity is not prioritized. As an At-Large Director, I will strive to foster commonality and community among us, all while respecting what makes different subspecialties and practice business models unique and important. Just as no one practice can go it alone with payers, health systems or regulatory authorities, so too our sister societies cannot go it alone from an advocacy standpoint. I believe that intentional inclusion of diverse member voices in the implementation work of the Strategic Plan will serve to build unity, as will inclusion of sister societies in elements of this work. I will work tirelessly to bring our experiences and expertise together to inform all otolaryngologists on workforce and scope-of-practice issues and leverage our collective power as an Academy to make changes that support otolaryngologists of today and tomorrow.
Soham Roy, MD, MMM
Candidate: AAO-HNS/F At-Large Director (Academic)
I am here to be your voice for what you believe otolaryngology practice should be. It is an honor to be considered for the At-Large Director position. I have been privileged to work with colleagues across academic and community practice settings, gaining a broad perspective of the shared challenges we face.
I view the primary responsibility of this role as representing the full breadth of the Academy membership and ensuring that all perspectives meaningfully inform Board priorities. I will actively solicit priorities across practice models, career stages, and regions, ensuring the Academy remains the leading voice for otolaryngology in national policy.
Unifying members around scope of practice, regulatory concerns, and workforce challenges requires focusing on shared values and goals. Regardless of practice setting, our members collectively value preserving physician-led care, reducing unnecessary regulatory burdens, and ensuring sustainable reimbursement. Our members are aligned in their commitment to quality patient care and the long-term sustainability of our specialty. I believe unity is built by clearly articulating these shared principles, grounding advocacy efforts in evidence, and maintaining transparent communication between leadership and membership.
During my service as Chair of the Patient Safety and Quality Improvement Committee, we brought together surgeons from academic and community practices to develop consensus-driven standards, improving care and reinforcing the unique expertise of otolaryngologists. This collaborative, inclusive approach can similarly strengthen Academy advocacy by engaging members in coordinated state and federal efforts addressing scope-of-practice encroachment, informing payer negotiations, and supporting regulatory reform. Addressing workforce issues must align training, recruitment, and practice sustainability equally across academic and community environments.
My experience in academic leadership, private practice affiliation, multidisciplinary organizations, and advocacy has prepared me to integrate these perspectives. As At-Large Director, I will work to ensure our collective voice is unified, credible, and effective as we address the challenges shaping our future.
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?
Dole P. Baker, Jr., MD
Candidate: AAO-HNS/F At-Large Director (Private Practice)
An At-Large Director is entrusted by the membership to serve as a steady, experienced voice at the Board table - representing the full breadth of our specialty while helping guide the Academy’s long-term strategic direction. This role requires institutional knowledge, fiduciary discipline, and the judgment to navigate complex national challenges. With more than 25 years in private practice and extensive leadership within our specialty, I bring both frontline clinical and longstanding Academy leadership experience. My priority is to ensure that decisions regarding advocacy, resource allocation, education, and strategic initiatives reflect the real-world needs of academic, private practice, and employed otolaryngologists across every subspecialty.
As Chair of the Legislative Affairs Committee of the Board of Governors, I have been directly involved in national advocacy efforts - from Capitol Hill engagement to Position Statements and third-party payer interventions. I understand the complexity of regulatory and reimbursement pressures and the coordinated strategy required to address them effectively. Additionally, through more than a decade of service on the Annual Meeting Program Committee, I helped shape educational programming that addresses both the evolving clinical needs of our members and the business and economic realities essential to sustaining private practice.
Bringing our members together around scope of practice, payer and regulatory pressures, and workforce challenges requires experienced leadership grounded in relationships and trust developed through working alongside colleagues across our specialty. Our specialty is most effective when the Academy and its subspecialty and sister societies work in true partnership—sharing expertise, data, and resources to address national issues with clarity and strength. The Academy is uniquely positioned to bring stakeholders to the table, build consensus around unified policy positions, and carry out advocacy strategies that reflect the full voice of our specialty. By working together with purpose and trust, we can strengthen our negotiating position, protect reimbursement integrity, and support a stable, sustainable workforce for the future.
Annette M. Pham, MD
Candidate: AAO-HNS/F At-Large Director (Private Practice)
My primary role should be a voice for the whole breadth of private practice Academy members, not a single region or practice size / model. One priority would be active listening and bringing these perspectives to the Board to ensure we are represented in setting the Academy’s strategic direction as well as to advocate consistently for policies that protect patient care, physician autonomy, and long-term sustainability of private practice.
Another priority is inherent in the second question—to unify our membership around issues of scope of practice, payer and regulatory concerns, and workforce challenges. As a mid-career physician, I can remember how things were, but I am not anchored to nostalgia as I am also excited by innovation, new technologies, and evolving care models.
I can unify by serving as a bridge between early- and later-career physicians, leveraging my unique perspectives and experiences from leadership roles in other locoregional component medical and specialty societies. Further, we can move toward unification on these issues by aligning on shared purpose around patient safety and quality of care when it comes to scope of practice.
As for payer and regulatory concerns, again, advocacy is not an option; it’s an obligation. Self-reflection around workforce challenges can motivate us to move from abstract policy issues to personally meaningful reasons to engage and to advocate for our patients AND ourselves. Ultimately, my hope is to be open-minded and clear in my actions and communications to represent private practitioners at the Board of Directors level as a strong voice that will strengthen our Academy and our specialty in the long run.
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?
Samir Khariwala, MD, MS
Candidate: AAO-HNS/F Nominating Committee (Academic)
I have engaged in several activities that, I believe, will enable me to identify a diverse and strong set of candidates for Academy leadership. First, in my prior work leading educational efforts or committee work within the Academy, I have enjoyed supporting and promoting high performers who will bring energy and commitment to their roles. Second, through my “day job” as an academic otolaryngologist, some of my relevant experiences include: 1) Outpatient Clinic Director, in which I worked with colleagues to recruit and hire staff who would best serve our patients and overall team and, 2) Department Chair, in which I am proud to have helped recruit outstanding faculty and residency trainees from a variety of backgrounds. In sum, I have devoted considerable effort to activities that revolve around identifying candidates for the creation of leadership and strong teams.
In nominating Academy members for leadership roles, I will seek to identify leaders who are thoughtful, creative, bold, and proactive while demonstrating broad experience, background, and perspective to enable fulfillment of the Academy’s mission. I believe the development of a diverse group of outstanding leaders requires sampling the expertise from all areas of the Academy membership.
P. Daniel Knott, MD
Candidate: AAO-HNS/F Nominating Committee (Academic)
Thank you for considering me for a position on the Nominating Committee. I look forward to this opportunity to give back to our profession and our Academy. If elected, I would endeavor to support a broad and diverse slate of candidates that would mirror our membership. Having worked at some point or other in my career in some capacity in all our subspecialties, I feel that I have a realistic understanding of the challenges and issues facing all of us. Having co-directed two fellowships for most of the past 10 years and having served as the Academy Facial Plastic and Reconstructive Surgery Education Committee Chair as well as various leadership capacities in other organizations (ABO - HNS, Triological Society, AAFPRS, AHNS, AO North America) I have met and represented different genders, ethnicities, and generations of our membership and society.
I would seek candidates who will protect and defend your priorities and practices. I would identify and nominate candidates who are ethical, hard-working, driven by dedication to our Academy, and illuminated by a desire to make our organizations as strong and functional as possible. Positive, goal-oriented individuals from all backgrounds with a strong history of collaboration will make our best representatives.
Vikas Mehta, MD, MPH
Candidate: AAO-HNS/F Nominating Committee (Academic)
Through my service as Coordinator for Research and Quality and as Chair of the Head and Neck Surgery Education and Outcomes Research & Evidence-Based Medicine Committees within the AAO-HNSF, I have spent more than five years working closely with Academy leadership and observing Board function, governance, and representation across practice types. These roles gave me national exposure to members across subspecialties, geography, career stage, and both private practice and academic environments, allowing me to recognize leadership potential broadly.
When nominating candidates, I will prioritize individuals who demonstrate integrity, reliability, and a collaborative mindset. Rather than strongly representing their own community and/or practice setting, the most effective leaders are those focused on advancing the specialty through teamwork, evidence, education, and service to all otolaryngology members as their top priority. In the current era of increasing financial and social pressures on the house of medicine, a cohesive and unified voice representing our specialty will be critical for the Academy’s continued success.
Eileen M. Raynor, MD
Candidate: AAO-HNS/F Nominating Committee (Academic)
Thank you for the opportunity to run for the Academy’s Nominating Committee. I have been actively involved with the Academy since residency and worked with many of you on committees, panels, and work groups. My engagement has given me wide exposure to members from different types of practices, geographic locations, subspecialties, and cultures. Serving on the Board of Governors provided me the opportunity to learn about leaders and future leaders across the country, affording me the ability to identify potential candidates for Academy leadership throughout our specialty.
Leadership in the Academy is a special opportunity, helping to shape the future of our specialty and creating a landscape for all otolaryngologists to thrive. Members who are ideal leadership candidates are actively engaged in the Academy and their subspecialty organizations. They seek out new ideas and initiatives from their colleagues and are open to discussion with others who are in different settings or stages of their careers. Potential candidates are great listeners and enjoy having an intellectual dialogue on a variety of Academy issues such as education, advocacy, financial diversity, and mentorship.
These qualities make me an ideal person to serve on the Nominating Committee and thank you for your support.
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?
Alan W. Johnson, MD, MS
Candidate: AAO-HNS/F Nominating Committee (Private Practice)
The American Academy of Otolaryngology–Head and Neck Surgery is the cornerstone of our profession and our strongest collective voice. At a time of increasing financial, regulatory, and structural pressures in healthcare, thoughtful and representative leadership is essential.
My career has spanned rural and urban practice settings, as well as both community practice and academic medicine. These experiences have given me a deep appreciation for the diverse realities faced by otolaryngologists across the country. The challenges of a rural community practice differ from those of a tertiary academic center, yet each perspective is vital to the strength of our Academy.
I have also served in numerous hospital leadership roles, on hospital boards and committees, on a state society board, and within multiple committees of our national Academy. As Secretary/Treasurer of the Minnesota Academy of Otolaryngology, I was proud to help lead efforts that resulted in our 2025 Model Society Award.
If elected to the Nominating Committee, I will prioritize identifying a leadership team who can represent the full breadth of our specialty—rural and urban, private and academic—ensuring our Academy’s leadership reflects and serves all members.
It would be an honor to contribute in this role.
Nora W. Perkins, MD, MBA
Candidate: AAO-HNS/F Nominating Committee (Private Practice)
As a managing partner in a large private practice otolaryngology group, I regularly recruit and develop both clinical and non-clinical professionals whose varied backgrounds and perspectives strengthen our organization. This experience has reinforced that excellence in leadership does not occur by chance; rather, it requires intentional inclusion. Within the Academy, I would seek candidates who represent diversity in gender, race and ethnicity, geography, and career stage, as well as diversity of practice models, including academic medicine, private practice, multispecialty groups, employed physicians, and locum tenens. Our members practice in rural and urban settings, large systems and small communities, and everywhere in between. The Academy is not monolithic, and its leadership should reflect that breadth of experience.
When evaluating nominees, I prioritize integrity, sound judgment, and a demonstrated commitment to service. Effective leaders listen thoughtfully, recognize both shared and distinct member concerns, and collaborate constructively with colleagues, payers, legislators, and industry partners. At times, this may mean engaging strategic partners where relationships were once strained, but where collaboration now advances shared goals and better serves our membership. Most importantly, successful Academy leaders translate diverse perspectives into practical, actionable solutions that unify our membership and strengthen the Academy’s impact.
Manan U. Shah, MD
Candidate: AAO-HNS/F Nominating Committee (Private Practice)
Through my AAO-HNS involvement, including the Executive Search Committee, past Young Physicians Section Chair, Otolaryngology Private Practice Section Governing Council, and service on the Telehealth, Vestibular, and Medical Devices Committees, I've connected with otolaryngologists across specialties and practice settings. As President of the Colorado ENT Society, I've built relationships with physicians in private practice, academics, and rural settings throughout the region. These connections help me identify members doing meaningful work who may be ready for a larger Academy role, as well as physician leaders who should become involved.
I look for commitment and someone who shows up consistently, not just when it's convenient. Beyond that, I value the ability to listen and represent members beyond their own circle, a practical sense of where our specialty is headed, and the kind of character that earns trust from colleagues across different backgrounds and practice types. Title and resume matter less to me than how someone actually leads.
Katherine C. Yung, MD
Candidate: AAO-HNS/F Nominating Committee (Private Practice)
Thank you for considering me for the Nominating Committee. One of the most meaningful aspects of my career has been working closely with colleagues across diverse practice settings and professional roles. Experience in academic medicine, private practice, and now within a large not-for-profit health system has provided a practical understanding of the varied priorities and pressures our members face. Committee service within AAO-HNS and other specialty organizations, together with mentorship and active participation in prominent national and international specialty societies, has allowed me to build relationships with colleagues at all career stages and to recognize leadership potential in both established and emerging voices.
When considering nominees for Academy leadership, I value integrity, sound judgment, and the ability to collaborate effectively with others. Successful leaders communicate openly, listen carefully, and welcome differing perspectives. They respect the Academy’s traditions while remaining adaptable to future challenges, always keeping patient care, education, and the strength of our field in focus. I would be honored to contribute to this process and to support the selection of colleagues who will guide our Academy with purpose, humility, and a shared commitment for the future of our specialty.
Audit Committee
Question posed to the candidate:
- What qualifications or experience do you have 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. This service opportunity both represents a chance to give back to AAO-HNS and aligns well with my own experience, values, and passions. I aim to contribute to the organization’s success by ensuring the integrity of financial affairs and effective financial risk management to all parties.
The Audit Committee plays a critical role in ensuring the financial integrity and accountability of the Academy. Furthermore, the Audit Committee must operate with a high degree of independence from management. My commitment to integrity and ethical conduct aligns with the committee’s need to act as an independent monitor, safeguarding the interests of all involved.
I have served similar roles with the American Rhinologic Society (ARS) as a member of the Audit Committee. I am also on the Retirement Plan Oversight Committee of Weill Medical College, which provides oversight to the retirement and pension funds of both institutions.
My understanding of the standards and practices enables me to ensure that the audit is conducted with the highest level of independence and rigor. It would be an honor to serve the Academy in this capacity.
