For Prostate Cancer, Early Detection Saves Lives


Prostate cancer is periodically in the news, often when a celebrity or public figure announces they are undergoing treatment. But experts say that for older men, prostate cancer should be something they regularly discuss with their health care providers, and the key for most men is to understand the need for regular prostate cancer screenings.

Prostate cancer is the second most common cancer among men in the United States, after skin cancer, and the number of cases has been rising. It’s also the second-leading cause of cancer death (after lung cancer). About one in eight men will get prostate cancer in their lifetime.

However, in many cases, men can recognize and manage this disease through testing and early detection, according to Ash Tewari, MBBS, MCh, FRCS (Hon.), DSc (Hon.), Professor and Chair, Milton and Carroll Petrie Department of Urology at the Icahn School of Medicine at Mount Sinai.

“The one thing men should know is that they should understand the risk and get tested,” says Dr. Tewari,  a leading expert on prostate health and an advocate for expanding efforts to get men tested for prostate cancer. “That’s one thing that makes all the difference.”

Get Answers to Your Questions: A Prostate Cancer Survivorship Seminar Wednesday, September 17

The Department of Urology is holding a seminar dedicated to life after a prostate cancer diagnosis. Click here to register and for all the details.

In this Q&A, Dr. Tewari, who is also Director of the Center of Excellence for Prostate Cancer at The Tisch Cancer Institute at Mount Sinai, explains when men should be tested for prostate cancer, how to assess your risk, and how regular testing is critical to identifying cancer earlier when treatment is significantly more successful, especially for those who may be at higher risk.

What are the warning signs of prostate cancer?

Prostate cancer is a silent killer. No symptoms will show up before the cancer has grown and has become incurable. The message here is: Don’t expect cancer to declare itself. You should go out and look for it. You should understand the risk. If you find it early enough, it’s very curable. But if you wait for the signs and symptoms to come and the cancer declares itself, the battle is usually a difficult battle. It’s a silent killer, don’t wait for the symptoms.

What are the symptoms?

Symptoms can happen when the cancer is quite advanced. People may have difficulty in passing urine, they may have some pain, they may have some blood in their urine. That usually is a sign that the cancer is growing into the areas surrounding the prostate. But similar symptoms can happen even if there is no cancer. For example, an enlarged prostate—a condition called benign prostatic hyperplasia, or BPH—can produce these symptoms. It can be confusing. My message remains the same: Look for prostate cancer, and get screened, especially if you have a high risk, and that’s what saves lives.

When should men get tested for prostate cancer?

Men normally should start having a conversation with their primary care doctor or a urologist when they are about 45 to 50 years of age. When we talk about the testing, it’s not just about the test, it’s also what are the implications of the test—what we call shared decision making.

On average, any man 50 to 69 years old should be having a discussion with their doctors about prostate-specific antigen (PSA) screening, and older men should also discuss prostate cancer with their doctor. But we can have this conversation earlier. For example, if someone has a family history of prostate cancer, is BRCA positive, or is African American, we could consider that group to have a high risk of prostate cancer. That discussion can start at about age 40. It is all about the individual’s risk for prostate cancer. Prostate cancer can be checked, and that’s the beauty of it.

About 288,000 men were diagnosed with prostate cancer last year. About 34,700 men died due to prostate cancer last year, and the majority of these deaths were avoidable if we had found the cancer early. PSA screening is a simple blood test. I think of PSA as standing for “Please Stay Alert.” There are other ways of testing, including a digital rectal exam, ultrasound and MRI scans, and other tests of your blood and urine. But the discussion starts with the PSA, and people should talk about what this PSA can do for them.

Looking for even more detailed information about prostate cancer? Click here to watch a special Prostate Cancer Awareness Seminar with Ash Tewari, MBBS, MCh, FRCS (Hon.), DSc (Hon.), Professor and Chair, Milton and Carroll Petrie Department of Urology at the Icahn School of Medicine at Mount Sinai.

How can you minimize the risk of prostate cancer?

Those at high risk can do a lot to prevent this cancer and live healthier lives. It’s not rocket science. It starts with diet and nutrition—cutting down on carbs and processed food, balancing your diet, having more lean protein, avoiding red meat, cutting down on smoking and alcohol. And exercising a lot. I mean about 30 minutes a day, three to four times a week. Combining all of these is one of the biggest preventive factors in prostate cancer risk. Obviously, testing early makes all the difference.

How treatable is prostate cancer?

If we find prostate cancer early, we can cure it 98 to 99 percent of the time. But think about it: Despite this high cure rate, we still lost 34,700 men last year. Why did that happen? Because we are finding the cancer a little late. In five percent of patients, when we find cancer, they already have a cancer that has advanced to their bones, to the lymph nodes, to other parts of the body. We call it metastatic cancer.

Finding cancer when it is confined within the prostate makes all the difference. At that time, it’s very curable, and the cure can come in many different forms. We have nerve sparing procedures in which we can remove the prostate using minimally invasive, robotic surgery, and the patient is cured of the cancer in a majority of times. We have new kinds of radiation therapies that can do the same job in a select group of patients. In many cases, prostate cancer doesn’t even need active treatment. Patients can be closely monitored in what we call “active surveillance.” We have many forms of the treatment. An expert can tell exactly what is suitable for each person, based on the type of cancer, how far it has progressed, and personal choices. Hope is there, but we need to fight it early.

What role does family history play in prostate cancer risk?

When I ask people about their cancer, they often say, “I never talked to anyone in the family about medical issues.” That’s not a good answer. Basically, if people have many members in the family who had prostate cancer, or if there is breast cancer, uterine cancer, or pancreatic cancer in the family, that tells us they are from a family with high risk of prostate cancer. For example, the BRCA2 gene that can increase the risk of breast cancer in women is known to be correlated with a higher risk of prostate cancer. Knowing there are members in your family going through the same journey should make you a little more cautious, and that can save your life.

How Mount Sinai Prioritizes Language and Cultural Understanding to Improve Patient Care

In one of the most culturally and linguistically diverse neighborhoods in New York City, Mount Sinai Queens demonstrates how offering personalized, inclusive care ensures that communication does not become a barrier to treatment.

Located in Astoria, where more than 150 languages are spoken, Mount Sinai Queens is home to a team of physicians and clinical staff who reflect the diversity of the community. Many health care providers are bilingual or multilingual, and the hospital offers on-demand medical interpretation services in more than 200 languages—ensuring that patients can fully understand their diagnoses, care plans, and treatment options.

“When patients feel understood, they’re more likely to follow through on care plans, attend follow-up visits, and engage in preventive care,” says George Nikoloudakis, DO. “That’s what makes a long-term difference.”

“When a patient hears their own language spoken in the exam room—especially in a moment of vulnerability—it creates a connection that goes beyond words,” said George Nikoloudakis, DO, an Internal Medicine physician at Mount Sinai Doctors-Astoria at Mount Sinai Queens. “As someone who is a Greek speaker, I understand how meaningful it is for Greek-speaking patients to feel heard and understood. It helps build trust, and trust leads to better outcomes.”

Numerous studies show that language barriers in health care can lead to miscommunication, delayed diagnoses, lower treatment adherence, and higher rates of avoidable hospital readmissions. For some New Yorkers these barriers may even deter them from seeking care altogether.

Throughout the Mount Sinai Health System, medical interpretation and translation services are provided to patients and family members who prefer to communicate in a language other than English. Assistive devices are also available to persons with disabilities to help them communicate with providers and staff during their visit. All services are provided free of charge, and a Language Assistance Program is offered at each of the main hospital campuses.

At Mount Sinai Queens, teams are delivering care that is not only clinically excellent but culturally and linguistically informed.

The hospital’s care teams include multilingual providers and support staff across departments. Professional medical interpreters are available around the clock, both in person and virtually, to help patients navigate their care with confidence and clarity. Additionally, providers use culturally sensitive care approaches that acknowledge and respect patients’ diverse backgrounds, customs, and health beliefs. Health education materials are also available in multiple languages to ensure accessibility and understanding.

For patients, this level of communication support makes it easier to ask questions, understand treatment options, and participate more actively in their care.

“Language is an essential part of health equity,” said Dr. Nikoloudakis. “When patients feel understood, they’re more likely to follow through on care plans, attend follow-up visits, and engage in preventive care. That’s what makes a long-term difference.”

Why Eye Exams Are an Important Part of Care Offered at the Corinne Goldsmith Dickinson Center for Multiple Sclerosis

Eye examinations reveal a lot about a person’s general health. With multiple sclerosis, what is found deep inside an eye may yield an initial diagnosis of the chronic disease, and yearly checkups can help to measure disease progression.

With the acquisition of an Optical Coherence Tomography (OCT) machine, vital for neuro-ophthalmologists, the Corinne Goldsmith Dickinson Center for Multiple Sclerosis has expanded its capacity to provide comprehensive care. A generous gift from the Muzio Family Foundation enabled the Center to purchase the OCT machine.

Sylvia Klineova, MD, MS

In this Q&A, Sylvia Klineova, MD, MS, who specializes in multiple sclerosis (MS) eye health, explains why routine exams are essential for MS patients, how an OCT works, and the benefits of offering it at the Center. She is also an Associate Professor of Neurology at the Icahn School of Medicine at Mount Sinai.

“OCT tests are a new part of how we’re assessing our patients and should be incorporated in MS comprehensive care,” she says.

Why are regular eye exams important for multiple sclerosis care?

You can think of eyes as sort of a surrogate for changes in the brain of someone with multiple sclerosis. The “retinal nerve fiber layer” (RNFL) are the nerves in the back of the eye that are the beginning of the pathway for vision into the brain. Loss of thickness in the RNFL has been correlated to the degree of brain atrophy in MS patients, particularly in those with prior optic neuritis, a condition in which the optic nerve, which connects the eye to the brain, becomes swollen or inflamed. An MRI, however, cannot precisely measure the thickness of retinal nerve fiber layer, or accurately determine the effects of lesions in optic nerves. Optic neuritis is one of the most common initial attacks of MS, so a precise diagnosis is important. Even in patients without optic neuritis, we can see the impact of MS on retinal nerve fiber layer thickness.

Why do multiple sclerosis neurologists use an OCT?

The OCT, first introduced in 1991, was predominantly used by ophthalmologists for care in glaucoma, a very common reason for people developing optic neuropathy, or damage to optic nerves. Since the optic nerves are often affected in people who have MS, researchers who focused on eyes concluded that an OCT is more sensitive than an MRI in uncovering optic nerve lesions. The technology can help attain an earlier diagnosis of MS or confirm diagnoses in patients where the use of MRI doesn’t reveal an optic nerve lesion.

An OCT also is used to help to distinguish optic neuritis in MS versus other demyelinating diseases like neuromyelitis optica (NMO). After an MS optic neuritis attack, doctors use OCT to monitor how much optic nerves are damaged. Looking at changes in thickness of the neural layer can help to predict the degree of vision recovery in six months or a year after the attack. In imaging of a patient’s eyes over time, doctors look for any sign of changes of a neural layer in optic nerves and macula, the area with the highest number of cells that form optic nerves.

How does OCT work?

An OCT machine looks a little bit like a big computer. You put your chin on a chin rest and look straight ahead without shifting your eyes. A scanning light, moving across your line of vision, reaches deep inside tissues of the retina, and comes back with pictures of different cell layers. The test lasts about 15 minutes, is painless and non-invasive, and the results are quickly available to the physician.

The OCT will be part of the newest multiple sclerosis diagnostic criteria (the McDonald Criteria), which have been widely discussed at international conferences and will be published in 2025. The older criteria did not specifically single out optic nerves as one of the locations where doctors would look for lesions.

Why did Mount Sinai’s Center get an OCT?

The OCT program began in December 2023 when the Center added an OCT to its onsite equipment. Our Center staff take the images. The only thing needed from a patient is to sit and not move their eyes. With the OCT installed at the Center, patients do not need to go to another facility for a test that is recommended as a part of their comprehensive care. The exams usually are scheduled by providers as part of patients’ regular clinical visits.

Are OCT tests necessary?

Annual OCT exams are recommended for many MS patients. How the nerve layer around the optic nerve and retina looks can tell neurologists something about how MS is affecting the whole nervous system.

OCTs are particularly useful for tracking progression in patients who had optic neuritis. Whether and how much these patients lose vision depends on the extent of damage to the optic nerve as well as the macula, the place of sharpest vision. Evaluating the loss of thickness in optic nerves and macula can help to predict the degree of vision recovery.

For patients without prior optic neuritis, doctors can see how MS affects thickness of the neural layer. They are looking for stability of the thickness over time. And since neuroprotective or remyelinating drugs have not yet been developed, if a significant drop in retinal thickness occurs, then advancing to a more effective MS therapy can be discussed.

By Kenneth Bandler, a multiple sclerosis patient, advocate, and member of The Corinne Goldsmith Dickinson Center for Multiple Sclerosis Advisory Board

Congratulations to the 2025 Mount Sinai Emergency Medicine Admin Professional Awardees

The Mount Sinai Department of Emergency Medicine recently hosted the inaugural Emergency Admin Professionals Award Ceremony, celebrating 39 team members across five categories.

In the Emergency Departments, administrative teams include a diverse array of roles and positions, from admitting representatives, business associates, emergency care associates, registrars, supply and equipment handlers, operations managers, unit secretaries, clerks, and service line team members including medical school professional staff.

Awardees were nominated by their peers, building community. These formal awards, which align with Mount Sinai’s commitment to employee engagement, are a recognition of the value of teamwork and excellence in the Emergency Departments.

New Team Member of the Year Award

An individual who has been with the Emergency Department for 24 months or less, and who consistently displays confidence and initiative in patient experience and teamwork. From left are awardees: Rupinder Panaser, Wilbert Pacheco, Javann Malik Garnes, Betzalel Bree, Muskaan Jaisingh, and presenter Susanne Stefko. Not pictured are awardees: Pearl Akakpo and Silvana Ramos Campell.

Outstanding Contributor

An individual who serves as a role model for team members and new hires by sharing knowledge and skills and exemplifying best practices. This individual looks out for other people on team, going beyond the badge to take care others on the team. From left, awardees: Alyjah Luna, Trina Summers, Dawn Kimmins, Rosemary Colon, Dexa Rivas, Nicole Joseph, Wilhem Elome, Lexus Lipford, and presenter Josef Lehmkuhler

Administrative Innovation Award

An individual or group of Admin Professionals, who have led and advocated for innovative initiatives in the Emergency Department leveraging process improvement, new solutions and ideas, to promote patient experience, administrative efficiency, technology usage. From left are awardees: Stephanie Torres, Monica Dent, Diana Garcia, Daniel Espitia, Monica Keith, Ellen Dupont, Nicole Cruz, and presenter Jamie Forbes. Not pictured are awardees: Lawrence King Suyat and Dafny Tennet.

Admin Leader of the Year

Demonstrates excellent leadership skills by serving as a resource through effective communication, and also works to inspire passion and promotes professional development. From left are awardees: Christine Perez, Stephanie Martinez, Tanjina Ahmed, Josef Lehmkuhler, Joan Cardell, Susanne Stefko, Alexandria Montalvo, and presenter Monica Dent. Not pictured is awardee: Donna Smith-Jordon.

Top Copay Collector Award

This individual is the top copay collector for 2024 for their site, a critical focus across all Mount Sinai Emergency Departments. Their dedication to copay collections directly contributes to the financial health and operational efficiency of the Mount Sinai Health System. From left are awardees: Maxine Brown, Cheryl Joe, Eulie George, Kerene Palmer, Tania Ramirez, Prudencia Glasgow, and presenter Tanjina Ahmed. Not pictured is awardee: Marcia Johnson.

Annual Symposium of the Biomedical Engineering and Imaging Institute Emphasizes Bold Discussions and Innovation in Health Care

The 13th annual symposium of the Biomedical Engineering and Imaging Institute (BMEII) at the Icahn School of Medicine at Mount Sinai emphasized bold discussions and innovation in health care.

The event featured distinguished worldwide academic and industry leaders who participated in informal conversations and panel discussions about innovation and transformation in health care. The theme, “beBOLD,” captured the spirit of pioneering advancements in health care technology and “the human drive to explore, innovate, and unite in the pursuit of greater knowledge and understanding,” said BMEII Director Zahi Fayad, PhD.

“Health care is a constantly evolving field that demands adaptive scientists, clinicians, and engineers to build the infrastructure to support this evolution,” he added. “This symposium addressed the innovation reshaping the landscape and bringing ideas closer to real-world patient impact.”

More than 370 people attended the symposium, including researchers, physicians, medical students and trainees, and industry leaders inside and outside of health care. The event was held at the New York Academy of Medicine on Wednesday and Thursday, March 19-20.

Brendan Carr, MD, MA, MS, Chief Executive Officer and Professor and Kenneth L. Davis, MD, Distinguished Chair, Mount Sinai Health System, kicked off the symposium with welcome remarks. Dr. Carr explained the importance of the symposium’s theme and how it encompasses Mount Sinai’s vision and ethos. He highlighted BMEII’s multidisciplinary nature and drive to solve problems, leading to new models for delivering care. His remarks set the tone for the event, aligning the audience’s expectations and generating excitement for what lay ahead.

The symposium hosted two one-on-one discussions, with a standout moment the “Bold Discussion” between Arianna Huffington and David Rubenstein, Co-Founder and Co-Chairman of The Carlyle Group. Interviewed by Mr. Rubenstein, Ms. Huffington shared her inspiration behind creating Thrive Global, a behavior change technology focused on improving well-being and productivity. She emphasized the five scientifically-backed keys to a healthier life—sleep, food, exercise, stress management, and connection—and the power of incremental, consistent habit changes to achieve this well-roundedness.

The second discussion, titled “Bold Healthcare,” featured a conversation between Scott Gottlieb, MD, a former Commissioner of the U.S. Food and Drug Administration who is a partner at the venture capital firm New Enterprise Associates, and Whitney Casey, Partner and Co-Founder of Tally Health. It addressed the future of health care startups, their transformative potential, and the regulatory landscape shaping these emerging ventures. The perspectives of Mr. Gottlieb, a health care investor, and Ms. Casey, a long-time wellness investor, underscored the importance of investing in novel, disruptive ideas and building them into commercial products.

Both one-on-one discussions addressed the symposium’s forward-thinking theme by discussing innovative health care technologies focusing on both prevention and treatment of well-known conditions for better health outcomes.

A highlight of the four panel discussions was the panel titled “Bold Execution in AI Radiology.” This included five industry and academic leaders and addressed how AI is steering transformation and setting new standards in health care. The panelists also discussed the challenges and concerns faced by physicians when implementing AI into their workflow.

“The digitization of health care, which has been powerful for many reasons, has caused much more burden to be put on the radiologist now,” said John Paulett, BSE, an engineer at HOPPR, a firm building an AI model for medical imaging and an advisor at Rad AI. “I think what we often get is ‘how can we take some of that burden off the radiologist to let them practice what they are good at?’ It’s not the clerical work that they’re good at [or] the administrative work that they’re good at. So, we’ve approached this less from a diagnostic perspective and more from a workflow and an avenue of how we can make the radiologists focus on the interpretation of images—what they’re trained to do well.”

He and his team have revolutionized radiology reporting practices and combined technological expertise with strategic vision to build innovative natural language processing and machine learning solutions in health care.

Timothy W. Deyer, MD, MSE, Chief Medical Information Officer of East River Medical Imaging, the only practicing radiologist on the panel, echoed his concerns about AI.

“The current environment is very fragmented. We have a lot of very small solutions that do very specific things, and I can tell you it’s an absolute pain in the neck to implement sometimes. Having a more cohesive product that more seamlessly integrates into the workflow is incredibly important,” said Dr. Deyer.

Outside of the rigorous panel discussions, the symposium also included sessions geared towards building young scientists’ knowledge and networks.

The Early Career Session guided students and postdoctoral fellows through obtaining their first grant. The poster and innovation station sessions allowed attendees to hear about current research in the field of medical imaging by BMEII members and scientists from other institutes.

How a Lifelong Passion for Addressing Acute Care and Trauma Led This New Yorker to an MD and MHA Degree

“I hope to integrate these skills with my clinical and surgical training to identify gaps in violence prevention, particularly in areas touching New York—such as subway surfing, gun violence, and motorbike injuries—and improve outreach to the most affected populations.” – Ashley Brown, MHA and MD student

Ashley Brown is a second-year student in the Master of Health Administration program at the Icahn School of Medicine at Mount Sinai, where she is also completing requirements toward her medical degree.

She received a Bachelor of Arts from Emory University in 2018, where she majored in Women’s Gender and Sexuality Studies focusing on reproductive justice in communities of color. She also completed a pre-medicine post-baccalaureate program at Fordham University in 2020, and then had a wide choice of medical schools. Two years after beginning her MD degree, she joined the MHA program in September 2024. She expects to complete the MHA program in June and complete the MD program in May 2026. Then she hopes to embark on a career in surgery and help others in need in her hometown of New York City.

Her interest in trauma medicine and public health began when she was a teenager, including a memorable introduction working with the local ambulance squad as a volunteer. In this Q&A, she explains how her quest led to Mount Sinai.

Why did you choose the Doctor of Medicine (MD) program at the Icahn School of Medicine?

At fourteen, I stood in the back of an ambulance for the first time, sweating as a paramedic swapped me out for the next round of compressions. I had joined my local ambulance center as a junior volunteer, eager to learn how hands could save lives—unaware it would spark a lifelong passion for acute care and trauma.

At Emory, I majored in gender studies to better understand health disparities and to develop the language needed to communicate those disparities.

With my interest in urgent care and addressing social determinants of health, I was drawn to the Icahn School of Medicine for its commitment to training future leaders. Working alongside pioneers in the field taught me the weight of that mission. Exposure to cutting-edge research and practice has deepened my drive to uncover and address the root causes of care disparities, preparing me for the next stage of training.

Driven by a passion for urgent care and health equity, I was drawn to the Icahn School of Medicine not only for its leadership in research and clinical innovation but also for its commitment to equity, right in the heart of my home—New York City. It was here that I first donned a white coat, surrounded by pioneers in various fields dedicated to advancing health care while committing to health equity. Consistent exposure—and collaboration—with providers and researchers at the forefront of both medicine and advocacy has deepened my understanding of health care disparities and prepared me to address them in the next stage of my training.

How do you think an MHA will enhance your career in medicine?

The MHA program has been one of the most formative experiences of my graduate education. It helped me define my leadership style, learn from health care administrators, and strengthen my quality improvement skills through a capstone project exploring how language preference affects follow-up rates. Courses in health care promotion, policy, and health IT, along with strong mentorship, have taught me how to better communicate with the public using tools like apps, AI, and strategic messaging. In the next chapter, I hope to integrate these skills with my clinical and surgical training to identify gaps in violence prevention, particularly in areas touching New York—such as subway surfing, gun violence, and motorbike injuries—and improve outreach to the most affected populations. As my career progresses, I aim to step into leadership roles where I can leverage my expertise in quality improvement, stakeholder engagement, and policy to drive meaningful, large-scale change in communities disproportionately affected by violence.

What are some of your achievements in the MHA program so far?

One of my most meaningful achievements of the MHA so far has been leading my capstone project that examines how language preference influences follow-up rates at Mount Sinai Morningside. This is the first time I have led a research team as a principal investigator. This project has allowed me to directly apply what I have learned in the project management course and tie in quality improvement methodologies covered in various class to address real-world disparities in care. The MHA helped me identify my leadership style and strengthen my ability to collaborate across interdisciplinary teams through effective communication. My capstone project has helped me apply these leadership skills in a group context.

What activities outside the classroom have contributed to your success in these programs?

The successful completion of this MHA program would not have been possible without Dean Charney’s support of the Leadership in Healthcare Equity and Administration Scholar Program, which enabled Dr. Yvette Calderon and Dr. Brian Nickerson to oversee and guide this initiative. The mentorship and guidance of Dr. Calderon, Dr. Nickerson, and Herb Lopez, a program manager, were instrumental, as they supported me through every step of this journey. I am also deeply grateful to the medical school and this program for providing the funding and resources that made it possible for me to benefit from such a transformative experience.

In a similar way, activities outside this program that I feel have contributed largely to my success include collaborations with my classmates. These collaborations have not only broadened my perspectives but also strengthened my ability to connect clinical care with administrative strategies. Engaging with classmates in discussions around health equity and actively contributing to projects and conversations centered on marginalized communities has been especially important. Through these experiences, I feel that I am walking away with a much more developed understanding of the health care system as a whole and a clearer sense of the different roles that individuals occupy within it.

What advice would you give to prospective students considering the MD or MHA programs?

Advice that I would give to prospective students considering the MD or MHA program is to:

  • Find your learning style and understand that, unlike undergraduate education, what you put into graduate school will ultimately determine how much you get out of it at the end of the day.
  • Value every moment and prioritize the people around you. Engage your professors and mentors early, because they will help guide you to opportunities that you didn’t even know existed.
  • Continue to expand your network, since your classmates today may be your colleagues, consultants, and even administrators in the future; get to know them on a deeper level by going out to lunch or starting a GroupMe that helps to develop camaraderie. When times get tough, you realize that it is the community around you that will lift you up and motivate you when times get tough.

What are your plans upon completing your MD and MHA programs?

Upon completing both my MHA and MD programs, I hope to move on to the next phase of my training by entering a general surgery residency program. During residency, I aspire to continue developing my leadership skills by taking on roles that involve educating and mentoring medical students, with the goal of eventually serving as a chief resident in my final year. Throughout these next few years, I plan to continue integrating my expanding knowledge of surgical management with my commitment to understanding and addressing the challenges faced by patients who often fall through the cracks of violence prevention efforts. Following residency, I hope to further this trajectory by pursuing a trauma surgery fellowship, which will best position me to continue addressing social determinants of health on a broader scale. My ultimate goal is to lead departments that not only provide excellent clinical care but also play an active role in shaping policies and engaging stakeholders to create a safer and more just world, particularly for those living at the margins of society.

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