From mentorship to innovation, celebrating the impact of women in medicine.
IMPOSTER SYNDROME AND WOMEN IN LEADERSHIP
FEMALE ONCOLOGISTS’ PERCEPTIONS ON FAMILY AND CAREER INCLUDES
SEPTEMBER
Jon R. Roth, MS,
EDITORIAL
EDITOR,
Lauren S. Williams
DESIGNED BY
Morganne Stewart
Michelle Caraballo, MD, Chair
Ravindra Mohan Bharadwaj, MD
Jawahar Jagarapu, MD
Ravina R. Linenfelser, DO
Sina Najafi, DO
Celine Nguyen, Student
Shyam Ramachandran, Student
Erin Roe, MD, MBA
BOARD OF DIRECTORS
Shaina Drummond, MD, President Gates Colbert, MD, President-elect
Vijay Giridhar, MD, Secretary/Treasurer
Deborah Fuller, MD, Immediate Past President
Emma Dishner, MD, Board of Censors Chair
Neerja Bhardwaj, MD
Justin Bishop, MD
Sheila Chhutani, MD
Philip Huang, MD, MPH
Nazish Islahi, MD
Allison Liddell, MD
Riva Rahl, MD
Anil Tibrewal, MD
11 days after appendectomy, tests for acute abdominal pain revealed a
retained object
left inside the patient.
Surgical miscounts are considered never events because they are usually preventable by following established procedures.
ProAssurance offers risk assessments designed to help practices minimize errors by establishing and evaluating safety procedures and communication protocols.
With reliable procedures in place, our insureds are more likely to reduce errors in their medical practice, avoid claims, and make claims more defensible if they do occur.
Women in Medicine: Honoring the Past and Looking Toward the Future
Shaina Drummond, MD
IN THE WORDS OF ELIZABETH BLACKWELL,
the first woman to receive a medical degree in the United States, “It is not easy to be a pioneer — but oh, it is fascinating! I would not trade one moment, even the worst moment, for all the riches in the world.” More than 170 years after she broke barriers in medicine, her words still ring true. The journey for women in medicine remains one of perseverance, courage, and unwavering commitment, not only to our patients, but to the path we forge for those who follow.
September is Women in Medicine Month, a time dedicated to recognizing and celebrating the numerous ways women have shaped our profession. It is a moment to reflect on the trailblazers who endured isolation and opposition to claim their place in the medical field, as well as the women who continue to advance care, research, education, and advocacy today.
This year, Women in Medicine Month holds a special signifi-
cance for me personally. For the first time in our 142-year history, the Dallas County Medical Society has been led by three consecutive women presidents, and I am honored to serve as the third in this historic succession. This milestone is more than symbolic; it represents the steady progress toward a profession where leadership is defined by skill and vision, not limited by gender.
I also know that no one reaches such a moment alone. I stand on the shoulders of exceptional women leaders who have guided this organization with strength, wisdom, and grace. I would like to recognize Dr. Deborah Fuller, Dr. Donna Casey, Dr. Elizabeth Kassanoff-Piper, and Dr. Lee Ann Pearse—women whose service and example have strengthened our Dallas medical community and inspired others to follow in their footsteps. Their collective impact extends far beyond the offices they have held; it lives in the mentorship
TRAILBLAZERS IN MEDICINE
Pioneers who redefined care and broke barriers across centuries.
ELIZABETH BLACKWELL (1821–1910)
First woman in the United States to earn a medical degree, paving the way for women in medicine.
REBECCA LEE CRUMPLER (1831–1895)
First African American woman to receive a medical degree in the U.S., serving freed slaves and underserved communities after the Civil War.
MARY EDWARDS WALKER (1832–1919)
Civil War surgeon, women’s rights advocate, and the only woman awarded the Medal of Honor.
HELEN BROOKE TAUSSIG (1898–1986)
Founder of pediatric cardiology, co-developer of the “blue baby” heart surgery.
VIRGINIA APGAR (1909–1974)
Anesthesiologist who created the Apgar Score, a lifesaving newborn assessment tool.
GERTY CORI (1896–1957)
First woman to win the Nobel Prize in Physiology or Medicine for work on carbohydrate metabolism.
FE DEL MUNDO (1911–2011)
First woman admitted to Harvard Medical School and founder of the first pediatric hospital in the Philippines.
ANTONIA NOVELLO (b. 1944)
First woman and first Hispanic U.S. Surgeon General, championing public health for underserved populations.
PATRICIA BATH (1942–2019)
Ophthalmologist and inventor of the Laserphaco Probe, revolutionizing cataract surgery.
MAE JEMISON (b. 1956)
Physician, engineer, and astronaut; first African American woman in space.
MONICA BERTAGNOLLI (b. 1959)
First woman to serve as permanent director of the U.S. National Institutes of Health.
and sponsorship they have provided, the barriers they have helped dismantle, and the courage they have shown in speaking for physicians and patients alike.
As we celebrate this month, let us not only honor the history of women in medicine but also recommit ourselves to supporting one another, mentoring future leaders, and ensuring that opportunity and representation continue to expand. The story of women in medicine is still being written, and every one of us has a role in shaping its next chapter.
This progress is also reflected in the changing face of medicine itself. Today, women comprise more than half of the incoming medical students in the United States, a trend that has remained steady for several years. This shift marks a dramatic change from just a few decades ago, when women were a small minority in medical school classrooms. As more women enter the profession, we have an unprecedented opportunity to ensure that their pathways to leadership are supported, their contributions are valued, and their voices help shape the future of healthcare.
However, progress in representation does not always translate into equity in experience. Research consistently shows that female physicians face significantly higher rates of burnout and depression than their male counterparts. National surveys indicate that nearly 48 to 55 percent of women physicians report symptoms of burnout, compared to about 38 to 42 percent of men. These disparities are not simply the result of long hours; they stem from a combination of persistent workplace stress, gender bias, and the demands of balancing clinical responsibilities with family life.
For many, these pressures are compounded during childrearing years, when women physicians are more likely than men to reduce their hours or step away from the workforce entirely to care for their children. In mid-career, these same physicians often find themselves in the “sandwich generation,” simultaneously caring for growing children and aging parents. The dual caregiving role adds another layer of emotional, logistical, and financial strain that can affect career advancement, leadership opportunities, and longterm well-being.
The mental health impact is equally concerning. Studies reveal that female physicians have a 24 percent higher risk of suicide than women in the general population, and rates of depression can reach 66 percent among practicing physicians and even higher among residents. These challenges not only affect individual well-being but also the stability and capacity of the healthcare workforce. Addressing them requires cultural change, targeted institutional support, and a commitment to ensuring that the next generation of women physicians can thrive at every stage of their careers.
While the challenges facing women in medicine are significant, they can be addressed. On a national level, through the American Medical Women’s Association (AMWA), within the Texas Medical Association, and in the Dallas County Medical Society, proven strategies exist to help women physicians succeed at every stage of their careers. Mentorship
is one of the most effective tools for fostering professional growth. Experienced physicians who guide early- and midcareer colleagues help them navigate the complexities of practice and open doors to leadership roles that might otherwise remain out of reach. Equally important is sponsorship, which goes a step further. Sponsorship involves actively using one’s influence to advocate for another physician’s advancement, recommending them for high-profile projects, leadership positions, or opportunities that can accelerate their career. While mentorship provides guidance and advice, sponsorship ensures that a physician’s name is included in the conversations where decisions are made. Both mentorship and sponsorship are essential to cultivating the next generation of leaders in medicine.
Workplace flexibility is equally important. Policies that support parental leave, offer flexible scheduling, and allow remote or hybrid work when possible can be the difference between a physician remaining in the workforce or stepping away during critical years. Providing access to reliable childcare, including on-site or subsidized options, and offering backup care for emergencies can significantly reduce stress and improve retention. Employers who recognize that parttime work can be a valuable way to retain talented physicians are more likely to keep skilled women in clinical medicine and on the path to leadership. Equally important, opportunities for advancement and leadership should not disappear simply because a physician chooses a part-time schedule during certain seasons of life. By embracing flexibility, the medical community can ensure that women remain active contributors to patient care, education, and organizational growth throughout their careers.
Leadership development programs designed for women physicians can further accelerate progress by building skills in advocacy, negotiation, and organizational leadership, while expanding professional networks. When combined with a culture that values equity, supports well-being, and compensates fairly, these initiatives create an environment where women can lead, innovate, and deliver excellent care without sacrificing their own health or career aspirations.
By investing in these solutions, we can create a healthcare environment where women physicians are supported to lead, innovate, and care for their patients without sacrificing their own well-being. The progress we have made is meaningful, but the work ahead is essential to ensure that the next generation inherits a profession shaped by equity, opportunity, and shared leadership.
As we reflect on the progress achieved and the work that still lies ahead, Women in Medicine Month serves as both a celebration and a call to action. This year’s milestone of three consecutive women presidents at DCMS is a reminder that meaningful change happens when we champion one another and remain committed to equity in leadership.
Our commitment to supporting women physicians continues well beyond September. The Dallas County Medical Society’s Women in Medicine section provides a space for men-
torship, networking, and collaboration among physicians at every stage of their careers. We welcome new members and fresh ideas to strengthen our community and create meaningful opportunities for growth and development. By sharing experiences, developing innovative programs, and offering encouragement, we can build a stronger and more connected medical community.
The advancement of women in medicine is not solely the responsibility of women. Male colleagues have an essential role as allies, advocates, and champions. When all physicians work together to remove barriers and create pathways to leadership, the entire profession becomes stronger. The Dallas County Medical Society is here to be a resource, a network, and an advocate for women physicians at every stage of their careers. Together, we can ensure that the next chapter in the story of women in medicine is defined by opportunity, resilience, and shared leadership. DMJ
Key Strategies to Support and Retain Women Physicians
CREATE FLEXIBLE WORK OPTIONS
Offer adjustable work hours, part-time opportunities, job-sharing, and compressed workweeks to accommodate different stages of life and career demands. Allow for remote or hybrid work when feasible (i.e., administrative, telehealth, or academic roles).
SUPPORT FAMILY AND CAREGIVING NEEDS
Provide paid parental leave, on-site or subsidized childcare, and emergency backup care programs to assist physicians with children or dependent relatives.
BUILD A CULTURE OF EQUITY AND INCLUSION
Address gender pay gaps through transparent salary structures and ensure fair promotion and leadership opportunities for all physicians, including those working part-time.
EXPAND MENTORSHIP AND SPONSORSHIP
Pair women physicians with mentors for guidance and create sponsorship opportunities where leaders actively advocate for colleagues’ advancement.
INVEST IN LEADERSHIP DEVELOPMENT
Offer training programs in advocacy, negotiation, and organizational leadership, tailored to help women physicians prepare for and succeed in leadership roles.
ADDRESS BURNOUT AND WELL-BEING
Support mental health through confidential counseling services, reduce administrative burdens, and promote team-based care models that allow for work-life balance.
RECOGNIZE AND CELEBRATE CONTRIBUTIONS
Highlight the contributions of women physicians through awards, publications, and speaking opportunities to ensure their achievements are seen and valued.
Celebrating Women in Medicine: Honoring Our Distinguished Colleagues
Jon R. Roth, MS, CAE
AS SEPTEMBER UNFOLDS AND WE OBSERVE
Women in Medicine month, I find myself reflecting on the extraordinary contributions of women physicians who have shaped not only our profession but our Dallas medical community. The Dallas County Medical Society (DCMS) has long been strengthened by the dedication, innovation, and compassion of our women physician members, and this month provides us with an important opportunity to celebrate their achievements while acknowledging the continued journey toward equity in medicine.
The landscape of medicine in Dallas bears the indelible mark of pioneering women physicians who refused to accept limitations placed upon them by society. From the early trailblazers who broke through barriers in medical education to today’s leaders advancing cutting-edge research and patient care, women physicians have consistently elevated the standard of medical practice in our city. Their stories are not merely historical footnotes but living testaments to the power of perseverance and excellence.
When I consider the current state of our medical community, I am struck by the remarkable diversity of specialties where women physicians excel. In our Dallas hospitals and clinics, women lead departments of cardiology, neurosurgery, oncology, pediatrics, and emergency medicine. They serve as department chairs, research directors, and chief medical officers. The DCMS membership reflects this rich tapestry of
expertise, with women physicians contributing to every facet of medical practice and healthcare leadership.
Consider the groundbreaking work of DCMS member Dr. Catherine Spong, who is a professor and the Paul C. MacDonald Distinguished Chair in Obstetrics and Gynecology at UT Southwestern Medical Center. After serving more than two decades at the National Institutes of Health, Dr. Spong brought her expertise in maternal-fetal medicine to Dallas. Her research in prematurity, fetal complications, and neuroprotective agents has resulted in multiple patents and has directly improved outcomes for mothers and babies. In 2023, Dr. Spong was elected to the National Academy of Medicine, recognizing her transformative contributions to women’s health research and her dedication to advancing healthcare for mothers and babies.
Similarly, DCMS member Dr. Helen Hobbs, an investigator at the Howard Hughes Medical Institute and a Professor of Internal Medicine and Molecular Genetics at UT Southwestern, exemplifies the groundbreaking research being conducted by women physicians in Dallas. Dr. Hobbs’s work on genetic profiles and their connection to PCSK9 has revolutionized our understanding of heart disease, leading to the development of new cholesterol-lowering medications now used worldwide. Her receipt of the 2016 Breakthrough Prize in Life Sciences placed Dallas squarely on the map as a center for transformative genetic research, demonstrating how women physicians in our
city are driving medical breakthroughs with global impact. The transformation of medical education has also been particularly profound. Today, women comprise just over half of all medical students nationally, and this trend is reflected in our local medical schools. Similarly, medical schools have experienced remarkable growth in the number of women in faculty and leadership positions. Women physicians are mentoring the next generation, ensuring that young women entering medicine see role models who look like them in positions of authority and influence.
Research and innovation represent another arena where women physicians in Dallas have made exceptional contributions. From groundbreaking work in maternal-fetal medicine to pioneering research in precision oncology and genetic medicine, our women colleagues are advancing medical knowledge and improving patient outcomes. Their research publications, grant acquisitions, and clinical trials position Dallas as a leader in medical innovation. The DCMS takes pride in supporting these research endeavors through our continuing medical education programs and professional development initiatives.
However, our celebration must be tempered with honest acknowledgment of persistent challenges. Despite significant progress, women physicians continue to face obstacles to advancing their careers. The gender pay gap remains a reality across specialties. Women physicians often struggle to achieve work-life balance, as family responsibilities still fall disproportionately on women. This imbalance affects their career advancement and leadership opportunities.
The COVID-19 pandemic brought both challenges and opportunities for women physicians. While many faced increased domestic responsibilities during lockdowns, others seized leadership roles in pandemic response, vaccine distribution, and public health communication. Women physicians in Dallas, like DCMS Past President Dr. Beth Kassanoff-Piper, emerged as trusted voices in the community, providing clear, science-based guidance during uncertain times. Their leadership during this crisis demonstrated the essential role women play in healthcare decision-making and crisis management.
Mentorship remains crucial for the continued advancement of women in the medical field. The DCMS has witnessed the power of physician-to-physician mentoring relationships, particularly when experienced women physicians guide younger colleagues through career decisions and professional challenges. These relationships create networks of support that extend beyond individual careers, strengthening our entire medical community. We must continue to foster these connections and establish formal mentorship programs that ensure no woman physician navigates her career journey alone.
The business of medicine presents both opportunities and obstacles for women physicians. While more women are choosing entre-
preneurial paths, founding practices, and leading healthcare organizations, access to capital and business networks can still prove challenging. The DCMS recognizes the importance of supporting women physician entrepreneurs and practice owners through education, networking opportunities, and advocacy for equitable business practices.
The influence of women physicians extends far beyond hospital walls and clinic rooms. They serve on hospital boards, lead medical societies, and advocate for health policy at local, state, and national levels. Their voices are essential in discussions about healthcare access, quality improvement, and medical ethics. The DCMS benefits tremendously from the policy expertise and advocacy skills of our women physician members.
The DCMS commits to being part of the solution where gender equity is not an aspiration but a reality. This future requires continued commitment from all physicians, regardless of gender, to create inclusive environments where talent is recognized and rewarded equitably. We will continue advocating for policies that support pathways for leadership development. Our organization recognizes that a diverse physician workforce better serves our diverse patient population and strengthens the medical profession as a whole.
As we celebrate Women in Medicine month, I ask all DCMS members to recognize and support the women physicians in their practices, hospitals, and professional networks. Mentorship opportunities, leadership development, and advocacy for equity are responsibilities we all share. The success of women physicians is not merely a women’s issue but a professional imperative that benefits all of us.
The women physicians of Dallas have made significant contributions to patient care, medical education, research, and healthcare leadership, which has elevated our city’s medical reputation both nationally and internationally. This September, we celebrate not only their past achievements but also their ongoing commitment to advancing medicine and serving our community.
Our profession is stronger, our patients are better served, and our future is brighter because of the dedication and excellence of women physicians. The Dallas County Medical Society stands proud to count these remarkable colleagues among our membership and looks forward to supporting their continued success in the years ahead. DMJ
Jon R. Roth, MS, CAE DCMS EVP/CEO
BUILDING BRIDGES: THE POWER OF MENTORSHIP FOR WOMEN PHYSICIANS IN DALLAS
How Strategic Mentorship and Sponsorship are Transforming Careers and Healthcare in the DFW Medical Community
by Lauren Williams, Assistant Vice President of Publications & Digital Communications, Dallas County Medical Society
In the competitive landscape of Dallas medicine, where world-class institutions and cutting-edge research converge, the path to professional success for women physicians extends far beyond clinical excellence. It requires strategic relationships, intentional guidance, and most importantly, a community of advocates who understand the unique challenges women face in healthcare leadership.
Dr. Anupama Wadhwa, MBBS, MSc, FASA, Professor of Anesthesiology at UT Southwestern and Director of Faculty Mentoring, embodies the transformative power of mentorship in the DFW medical community. Her journey from Louisville and San Diego to becoming a nationally recognized leader in Dallas illustrates how strategic mentorship and sponsorship can accelerate careers while creating lasting impact on healthcare institutions.
MENTORSHIP MEETS OPPORTUNITY
"Dallas is a competitive, fast-paced medical environment, and without sponsors advocating for me, I would not have been able to step into leadership roles or establish new initiatives," Dr. Wadhwa reflects. Her experience highlights a crucial distinction often overlooked in discussions about career development: the difference between mentorship and sponsorship.
While mentors provide guidance and wisdom, sponsors actively advocate for your advancement, ensuring your contributions are recognized in boardrooms and leadership discussions where career-defining decisions are made. For women physicians in Dallas, this dual approach has proven essential for breaking through traditional barriers and accessing leadership opportunities.
The city's robust medical infrastructure, anchored by institutions such as UT Southwestern, Baylor Scott & White, and Texas Health Resources, creates an environment where strategic partnerships can flourish. However, navigating this landscape requires intentional effort and proper guidance.
Career transitions often present the most significant challenges— and opportunities—for professional growth. Dr. Wadhwa's decision to move to Dallas exemplifies how mentorship can illuminate paths that might otherwise remain hidden. Faced with a choice between security and opportunity, she found clarity through a mentor's simple yet profound question: "Where will your voice matter most, and where can you have the greatest impact?"
That guidance led her to Dallas, where she has since developed mentorship and coaching programs with national and international reach. "Without that guidance, I might have chosen the safer path, but instead I chose the one that has been most fulfilling," she notes.
This experience highlights a crucial aspect of effective mentorship: the best advisors don't simply provide answers—they help mentees ask better questions that align career decisions with their personal values and long-term impact.
REFRAMING NEGOTIATION: FROM REQUEST TO ALIGNMENT
One of the most persistent challenges for women in medicine is selfadvocacy, particularly in salary negotiations and discussions about career advancement. Dr. Wadhwa's mentors helped her transform this challenge through a fundamental shift in perspective.
"One of my mentors taught me to stop framing negotiation as asking for a 'favor' and instead present it as aligning my contributions with the institution's goals," she explains. This reframing—from supplicant to strategic partner—changed everything.
The approach involves thorough preparation with concrete data: clinical metrics, academic productivity, leadership impact, and institutional contributions. More importantly, it positions the conversation as a professional responsibility rather than a personal risk. This mindset shift has enabled Dr. Wadhwa to secure resources, protected time, and leadership opportunities while coaching other women to adopt similar approaches.
BUILDING COMMUNITY: THE DALLAS NETWORK EFFECT
Beyond individual relationships, Dallas offers something particularly valuable for women physicians: a strong, interconnected community willing to share both strategies and support. Through formal mentoring programs and informal gatherings, women physicians in the city have established networks that address practical challenges, ranging from efficient time management to boundary setting.
"In a city like Dallas, it is possible to get all sorts of help and services a woman physician needs to offload work that can be done by someone else, so we can focus on self-care when we are not working," Dr. Wadhwa observes. This ecosystem approach recognizes that work-life integration requires both professional strategies and practical resources.
The community aspect proves especially crucial during challenging seasons. Having colleagues who understand the unique pressures of medical practice—and who are willing to share honest insights about managing those pressures—creates resilience that individual mentorship alone cannot provide.
ELEVATING HEALTHCARE THROUGH INCLUSIVE LEADERSHIP
The benefits of strong mentorship networks extend far beyond indi-
vidual careers. In a diverse city like Dallas, these programs ensure that healthcare leadership accurately reflects the communities it serves. When women physicians are supported through strategic mentorship and sponsorship, research shows they are more likely to publish, lead initiatives, and drive innovation—outcomes that directly benefit patient care.
"Strong networks elevate not just individuals but entire institutions," Dr. Wadhwa emphasizes. "They create pipelines of talent that strengthen academic medicine and clinical care while modeling inclusivity for trainees, which shapes the culture of medicine for future generations."
This institutional perspective highlights why progressive medical organizations in Dallas have invested in formal mentorship programs. The return on investment manifests in improved recruitment, retention, and leadership development across all levels.
For aspiring and early-career women physicians in Dallas, Dr. Wadhwa recommends a diversified approach to mentorship. Rather than seeking a single, all-purpose advisor, she suggests cultivating relationships with multiple mentors who can address different aspects of professional development, including career strategy, research guidance, and work-life integration.
"The best mentors are those who listen deeply and invest in your growth, not just those who look impressive on paper," she advises. "A good sponsor is someone with influence who is willing to use it on your behalf."
Local resources for building these relationships include:
• Dallas County Medical Society networks
• Specialty-specific professional societies
• Institutional women's physician groups
• UT Southwestern's structured mentorship and coaching programs
• Cross-institutional collaboratives and research groups
The key lies in approaching these opportunities with clear goals and a genuine commitment to the relationship-building process.
THE RIPPLE EFFECT: PAYING IT FORWARD
As Dr. Wadhwa has advanced in her career, she has embraced mentorship as both "a responsibility and a joy." Her approach emphasizes the critical difference between mentorship and sponsorship in practice. While she provides guidance tailored to individual goals, she also actively advocates for women colleagues, ensuring they are nominated for panels, committees, and leadership roles.
"What I find most rewarding is seeing someone I've mentored step into her own leadership role, knowing I played even a small part in her journey," she reflects. "It's a ripple effect—you lift one woman up, and she lifts others."
This multiplication effect represents the true power of strategic mentorship programs. Each successful relationship creates an exponential impact as mentees become mentors, expanding the network and strengthening the community.
LOOKING FORWARD: THE EVOLUTION OF MEDICAL MENTORSHIP
The mentorship landscape for women physicians in Dallas has evolved significantly over the past decade. What was once informal and sometimes incidental has become structured, intentional, and institutionally valued. Organizations now recognize formal mentorship programs as
essential infrastructure for talent development and retention.
Dr. Wadhwa envisions continued evolution toward more intersectional and inclusive approaches that support women across specialties, backgrounds, and career stages. "My hope is that we continue to normalize mentorship and sponsorship as central to professional life, not optional extras," she says.
This vision aligns with broader trends in healthcare leadership development, where organizations recognize that diverse perspectives and inclusive leadership directly correlate with improved patient outcomes and institutional performance.
For women physicians considering their career paths, Dallas offers a unique combination of world-class medical institutions, diverse patient populations, and an increasingly sophisticated mentorship infrastructure. The city's medical community has demonstrated a commitment to supporting women's advancement through both formal programs and informal networks.
The opportunity extends beyond individual benefit. As Dr. Wadhwa's experience demonstrates, the physicians who thrive in Dallas often become leaders who shape the future of healthcare—locally, nationally, and internationally. Their success creates pathways for the next generation while advancing medical knowledge and patient care.
The message is clear: in Dallas medicine, mentorship isn't just about individual advancement—it's about building a healthcare system that reflects our community's diversity and serves all patients with excellence. For women physicians ready to engage with this vision, the opportunities for both receiving and providing transformational mentorship have never been greater.
CONCLUSION
The power of mentorship and sponsorship in the Dallas medical community extends far beyond career advancement. It represents a strategic approach to building inclusive leadership, advancing medical knowledge, and improving patient care. As Dr. Wadhwa's journey illustrates, the physicians who embrace these relationships—as both mentees and mentors—often find themselves at the forefront of healthcare innovation and institutional change.
For women physicians in Dallas, the question isn't whether to seek mentorship, but how to build the strategic relationships that will amplify their impact and accelerate their contribution to medicine. In a city where excellence is the standard, mentorship provides the bridge between potential and achievement, between individual success and systemic transformation.
The future of Dallas medicine depends on these connections, these conversations, and these commitments to lifting one another toward shared excellence. The infrastructure exists; the opportunity awaits; the community stands ready to support the next generation of women leaders in healthcare. DMJ
CAMPAIGN FOR THE FUTURE
Breaking the Barrier: Imposter Syndrome and Women in Leadership
by Joy Lo Chen, MD, FASA, FCCM Critical Care Anesthesiologist, UT Southwestern Medical Center Chair, Women in Medicine Committee, Dallas County Medical Society
IMPOSTER SYNDROME (IS) HAS BECOME A WELLrecognized phenomenon in high-achieving professions, particularly within medicine, where the stakes are high and the pressure is ever-present. Defined by feelings of self-doubt and a persistent belief that one is not qualified, despite evidence of success, IS is especially prevalent among women in medicine. However, research has shown that it can affect anyone—regardless of gender, race, career stage, or professional background. In leadership, women may experience this psychological phenomenon more acutely, which can limit their ability to advance and thrive in roles of authority. Addressing IS is critical in dismantling the barriers to leadership that many female physicians face in Dallas and beyond.
Defining Imposter Syndrome
Imposter Syndrome, first coined by psychologists Pauline Clance and Suzanne Imes in the late 1970s, refers to the internal experience of feeling like a fraud despite clear achievements. This feeling is often accompanied by fear of being “found out” and a sense of inadequacy in one’s abilities or qualifications. IS can affect healthcare professionals at all career stages, including medical students, residents, and practicing physicians. Women physicians, individuals with low self-esteem, and those working in environments with adverse institutional cultures are more likely
to experience imposter feelings.
For female physicians, imposter syndrome can manifest as a fear of inadequacy in clinical abilities, a lack of confidence in decisionmaking, and an avoidance of leadership opportunities. While these experiences may seem abstract, they can have significant real-world consequences, particularly when it comes to pursuing leadership roles. Women who experience IS may hesitate to apply for department chair positions or other leadership roles, feeling that they are unworthy or unqualified despite possessing the necessary skills and experience.
Imposter Syndrome’s Role in Leadership Barriers
In medicine, women remain underrepresented in leadership roles, despite comprising a significant portion of the workforce. According to the American Medical Association, women now comprise nearly half of all medical students, yet they hold only 18% of department chair positions. One of the primary barriers to leadership for women is the pervasive impact of imposter syndrome, which affects their willingness to step forward and take on leadership roles.
Imposter syndrome manifests in several ways that directly impact career advancement. For example, women with IS may:
• Underestimate their leadership abilities: Despite being wellqualified, the fear of inadequacy can lead to hesitation when it
comes to leading teams or making crucial decisions.
• Shy away from visibility: Women often shy away from public speaking opportunities or high-profile projects, which are crucial for recognition in leadership circles. This lack of visibility can lead to missed opportunities for career advancement.
• Internalize gendered expectations: In addition to the personal effects of IS, women in medicine are frequently battling societal and institutional biases that label them as less competent or less committed to their work compared to their male counterparts. These biases compound the feelings of being an “imposter.”
Imposter Syndrome’s Impact on Mental Health and Career Longevity
Imposter syndrome not only affects one’s professional life; it can also take a significant toll on mental health. The constant fear of being exposed as a fraud, despite clear evidence of success, can lead to chronic anxiety, depression, and even a lack of self-compassion. For many women in medicine, these feelings of inadequacy are exacerbated by the pressure to meet societal expectations of perfection in both their professional and personal lives. This internal struggle between their achievements and their selfperception can create a disconnect that erodes their well-being over time.
Research has shown that imposter syndrome is strongly linked to burnout, a growing concern in the healthcare profession. The emotional toll of feeling unworthy or underprepared, even when performing at a high level, can contribute to exhaustion, depersonalization, and a diminished sense
of accomplishment. Female physicians, in particular, are more vulnerable to these effects. Studies have found that the combination of imposter syndrome and burnout increases the risk of emotional exhaustion and depersonalization, both of which contribute to career dissatisfaction and a desire to leave the profession.
For female physicians, the mental burden of imposter syndrome can also lead to attrition, as many may leave positions or even the field altogether. This is especially concerning in a time when the healthcare workforce is already facing significant shortages. The lack of support and recognition for women experiencing these psychological challenges may contribute to a vicious cycle of underrepresentation in leadership roles, perpetuating the very barriers that women struggle to overcome.
Addressing imposter syndrome proactively can help mitigate these mental health challenges and prevent burnout. Providing mental health resources, promoting work-life balance, and fostering a culture of transparency and support are essential for breaking the cycle. Creating safe spaces for women to discuss their feelings of inadequacy and receive mentorship can help them build resilience and regain confidence. Furthermore, institutional changes that prioritize mental health and reduce the stigma surrounding these conversations will be crucial for both retaining women physicians and cultivating a thriving, diverse healthcare workforce.
Overcoming Imposter Syndrome: Solutions and Strategies
While imposter syndrome is pervasive, it is not insurmountable. Overcoming this barrier requires both individual strategies and institutional sup-
Physician Enrollment:
Clinical research physician position in Dallas
Set Your Own Schedule & Get Paid Up to $800 Per Exam!
Flexible, Part-Time Medical Opportunities Now Available
Genesis Medical Management Solutions is now offering part-time medical examination opportunities at over 25 fully equipped Texas locations — no administrative hassle, just meaningful work with outstanding support.
Work When, Where & How Often You Like Customizable Scheduling – Evenings & Saturdays Available State-of-the-Art Facilities, Fully Staffed Online Medical Record Access Excellent Reimbursement (up to $800 per exam) CME Reimbursement + Paid Travel
Full Administrative, Medical & Compliance Team Support
port. Here are some key strategies to help women in medicine combat imposter syndrome and pursue leadership roles with confidence:
• Mentorship and Sponsorship: Finding mentors who can guide, support, and advocate for women is one of the most effective ways to combat imposter syndrome. Sponsorship, where senior leaders actively advocate for women’s career advancement, is also critical. Women in leadership positions can provide the support and encouragement necessary to help aspiring female leaders overcome their self-doubt.
• Building Self-Awareness and Positive Self-Talk: One of the first steps in overcoming IS is recognizing when these feelings arise. Women must learn to acknowledge their accomplishments and reframe their self-perception. Practicing positive self-talk and reflecting on past successes can gradually reduce the negative impacts of imposter syndrome.
• Creating Supportive Environments: Institutions can play a pivotal role in supporting women in leadership. Creating spaces where women feel valued and encouraged to take risks, such as leadership training programs and networking opportunities, is crucial. In Dallas, the medical community is beginning to establish such initiatives, but further support is needed to ensure that women are empowered to lead.
For example, several organizations have started hosting women-specific leadership development programs and mentorship circles. These programs not only provide professional guidance but also create a community of women physicians who can share their experiences and challenges. This sense of solidarity can help women feel less isolated and more confident in their leadership journey.
Conclusion
The journey to leadership for women in medicine is often complicated by imposter syndrome, but it is far from impossible. By recognizing the impact of IS, developing strategies to overcome it, and creating supportive environments, women physicians can break through the barriers that limit their advancement. The medical community in Dallas has an opportunity to lead the way in fostering a culture that encourages women in medicine to pursue and succeed in leadership roles, benefiting both individual careers and the broader healthcare system. Addressing imposter syndrome is not just a personal battle for women—it’s a challenge that the entire medical community must work to overcome to ensure a more inclusive and diverse future for medicine. DMJ
REFERENCES
Clance, P. R., & Imes, S. A. (1978). The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, Research & Practice, 15(3), 241-247.
Stansbury, K. L., & Kerns, R. L. (2009). Imposter syndrome in academic medicine: The case for a mental health paradigm. Journal of the National Medical Association, 101(9), 863-869.
Vergauwe, J., Wille, B., Feys, M., & De Fruyt, F. (2015). The role of imposter syndrome in the prediction of burnout among high achievers. Personality and Individual Differences, 80, 110-116. https://doi.org/10.1016/j. paid.2015.02.018
American Medical Association. (2020). The state of women in medicine: A snapshot. Retrieved from https:// www.ama-assn.org
Shanafelt, T. D., & Gorringe, G. (2017). The impact of imposter syndrome on burnout and well-being in women physicians. Journal of the American Medical Association, 318(6), 572-578. https://doi.org/10.1001/ jama.2017.6201
Dyrbye, L. N., et al. (2020). Burnout and depression in women physicians: A review of the literature. Journal of Women’s Health, 29(9), 1177-1185.
Gottlieb, M., Chung, A., Battaglioli, N., Sebok-Syer, S. S., & Kalantari, A. (2020). Impostor syndrome among physicians and physicians in training: A scoping review. Medical Education, 54(2), 116-124. https://doi. org/10.1111/medu.13956
American Medical Association. (2022). Survey: 1 in 4 doctors struggles with ‘imposter phenomenon’. AMA. https://www.ama-assn.org/practice-management/physician-health/survey-1-4-doctors-strugglesimposter-phenomenon
Save theDate
SATURDAY, DECEMBER 13, 2025
GEORGE W. BUSH HALL OF STATE SMU CAMPUS
The Healing Power of Empathy: A Humanistic Approach to Medicine in Dallas
by Lauren Williams, Assistant Vice President of Publications & Digital Communications, Dallas County Medical Society
IN AN ERA WHERE MEDICAL TECHNOLOGY
ADVANC-
ES AT breakneck speed and healthcare systems face mounting pre sures, one Dallas-based physician reminds us that the most powerful tool in healing remains deeply human: empathy. Dr. Angela Moemeka, Chief Medical Officer for Government Programs, Medicaid, at Health Care Service Corporation (HCSC), brings over two decades of experience in pediatric medicine to her advocacy for a more humanistic approach to patient care.
Dr. Moemeka’s journey from the University of Connecticut School of Medicine to her current leadership role has been shaped by profound personal experiences that transformed not only her perspective as a physician but also her understanding of what it means to truly heal. Her story offers valuable insights for the Dallas medical community, particularly as our city’s diverse population demands culturally sensitive, empathetic care.
When the Doctor Becomes the Family Member
Two pivotal experiences fundamentally altered Dr. Moemeka’s approach to medicine: caring for her father through his battle with Parkinson’s disease and navigating her son’s survival of cardiac arrest. These experiences thrust her into the vulnerable position of being a caregiver within the healthcare system, revealing uncomfortable truths about disparities in care.
“There are three health care systems,” Dr. Moemeka observes, “one for physicians and nurses, one for the dominant culture, and one for everyone else.” This revelation came during countless visits accompanying her immigrant father to medical appointments, where she witnessed firsthand how his concerns were minimized and his perspective dismissed—until she identified herself as a physician.
“Once I identified myself as a physician, the tone of the visit or stay would immediately change,” she recalls. “Suddenly, his perspective was sought, the care team smiled more, and the physicians and nurses lingered longer to answer questions.”
This pattern repeated itself when her son required medical care following cardiac arrest. Initially, she chose to remain simply a moth-
er rather than identifying as a physician, and she encountered rushed responses and impersonal communication. The moment she revealed her medical credentials, the quality of interaction dramatically improved. These experiences reinforced what Dr. Moemeka calls her “passion for respectful care.” She emphasizes that “regardless of the person in front of me, my responsibility and imperative is to make that person feel seen, heard, and respected, and to support their health journey.”
Beyond the Physical: Embracing Whole-Person Care
Dr. Moemeka’s philosophy centers on a fundamental principle: “Healing occurs in the milieu of wellness. Wellness is a sense of completeness and wholeness.” This perspective challenges physicians to see beyond presenting symptoms and address patients as complete human beings.
In pediatric medicine, this approach becomes even more complex. “In pediatrics, the child is the patient and the parent/caregiver is the client,” she explains. When families face a child’s illness, even minor conditions disrupt their sense of normalcy. What a physician might interpret as a mild fever becomes, for parents, a potential serious complication.
Dr. Moemeka addresses this by positioning herself as a partner rather than an authority figure. “I’m the pediatric expert, but they are the experts on their child. Together we are a team focused on helping their child reach the optimal health outcome as defined jointly by the child, the family, and me.”
Reading Beyond Words: The Art of Non-Verbal Communication
Working with young patients who cannot articulate their feelings requires a heightened sense of empathy and observation. Dr. Moemeka defines empathy as “understanding someone’s experience even when I have not lived that experience. It’s compassion.”
Her approach involves taking cues from non-verbal communication of both patients and families, going deeper than the chief complaint to understand the social, cultural, emotional, financial, and environmental factors that brought them to the visit. This comprehensive assessment enables her to fully understand patient needs when they are unable to speak for themselves.
Challenging Traditional Medical Distance
The medical profession has long emphasized emotional distance as a protective mechanism, but Dr. Moemeka challenges this paradigm. “It is truly a misconception that a human being, by nature of their profession, can stop being a whole person. It is a road to burnout and depression.”
Instead, she advocates for embracing our humanity as physicians. “Our greatest asset in healing patients is our human nature. We can empathize, sympathize, commiserate, dialogue, engage, share, embrace, comfort, and through this we can heal.”
This humanistic approach has become her professional strength, drawing patients to her and creating fulfillment in her vocation. “Patients want to be seen, heard, and respected, and that is the focus of my interactions with patients and families.”
Culturally Responsive Care in Dallas
Dallas’s diverse population requires physicians who can adapt their approach to various cultural and social factors that influence health beliefs and decisions. Dr. Moemeka’s strategy involves “opening my mind to who is in front of me so I can see them as a whole person.”
Rather than delivering standardized medical lectures, she engages in dialogue driven by patient and family responses. This approach has taught her about practices ranging from tying red strings around wrists to ward off evil spirits to extended postpartum family support systems.
“It makes me a better doctor to understand who I’m serving, what they value, and how to marry this with medical practice,” she notes.
Advice for the Next Generation
For aspiring and early-career physicians, Dr. Moemeka advocates for “authentic living.” She encourages physicians to bring their whole selves into their work environments, allowing personal experiences to transform how they serve patients.
“We need to allow our lived experiences to be learning experi-
ences that transform how we serve,” she advises. This doesn’t mean oversharing or making interactions self-centered, but rather being intentional about understanding what influences patients’ perspectives and decision-making.
The Future of Humanistic Medicine
As artificial intelligence and advanced technologies reshape healthcare delivery, Dr. Moemeka emphasizes that technology should augment rather than replace human connection. “This should not be confused with the vulnerability, reasoning, and compassion that are required to be an effective healer.”
She calls for humanism to be recognized as a core competency in medical education, from pre-medical coursework through continuing education. “Humanism is a core competency for anyone whose role is to care for humans. It is a core competency for physicians.”
A Message for Dallas
Dr. Moemeka’s experiences and insights offer a powerful message for Dallas’s medical community: in our technologically advanced, fast-paced healthcare environment, the art of healing remains fundamentally human. As our city continues to grow and diversify, the need for empathetic, culturally responsive care becomes even more critical.
Her approach demonstrates that empathy and humanism are not soft skills or professional luxuries—they are essential tools for effective healing. In a healthcare landscape often focused on efficiency and outcomes, Dr. Moemeka reminds us that the most meaningful outcomes often emerge from the simple act of making patients feel seen, heard, and respected.
For the Dallas medical community, her message is clear: embrace your humanity, lean into empathy, and remember that healing extends far beyond the physical. In doing so, we not only better serve our diverse patient population but also find greater fulfillment in our calling as healers. DMJ
Female Oncologists’ Perceptions on Family and Career: Does It Have to Be a Choice?
by Mona Saleh, MD, and Stephanie V. Blank, MD
THIS STUDY BY LEE ET AL1 SURVEYS FEMALE
(assigned female at birth and those identifying as female) oncologists about the barriers they faced in pursuing their childbearing aspirations and most notably found that 1 in 3 of those surveyed experienced infertility, and 1 in 3 experienced discrimination during pregnancy and/or maternity leave. Lee et al1 recommend more education in, as well as access to, assisted reproductive technologies (ART) and paid pregnancy leave policies in medical school and residency. While both of these items would certainly be steps in the right direction, challenges to childbearing constitute a national problem that transcends women in medicine or any other profession. Large cultural changes, which physicians can and should lead, are necessary to offload the unreasonable burden placed on people who are attempting to conceive, are pregnant, and/or are raising children.
There have been multiple reports of gender-based inequity in medicine with a focus on childbearing. Often cited is a delay in childbearing associated with medical training that leaves female physicians “involuntarily childless.”2,3 A study by Stack et al4 reported on a survey of 804 female medical residents in the US and found that 61% of those who were married or partnered were delaying childbearing, with most of their reasons including a busy work schedule, desire not to extend residency training, and fear of
burdening their colleagues.4 Dishearteningly, only 38% of those delaying childbearing reported they were satisfied with that decision. A study by Rangel et al5 surveyed 850 surgeons and found that among 692 female surgeons, 42% had experienced a pregnancy loss, twice the rate of the general population. Furthermore, compared with male surgeons, female surgeons had fewer children, were more likely to delay having children due to training and were more likely to use ART.5 In a Society of Gynecologic Oncology (SGO) evidence- based review, Temkin et al6 report that parenting affects academic advancement opportunities more for women than it does for men and that perceived workplace pressures (such as those related to institutional productivity goals) as well as concern about retaliation lead to truncation of maternity leave. This segues into the study by Lee et al,1 in which one-third of survey respondents reported discrimination due to pregnancy or maternity leave.
Female physicians who want, will soon have, or do have children do not have it easy. Lee et al1 advocate for early education on ART risks, benefits, and success rates, but this is not getting at the underlying issue: pregnancy discrimination and unfair distribution of childbearing responsibilities are a reflection of a larger problematic culture rather than an issue specific to women in medicine. These cultural values are so deeply pervasive (one could also say invasive) that they affect even these most educated and wealthy professional women, such as those who participated in this survey. Increased access to ART only delays the lack of support
and discrimination women will face if and when they do ultimately bear children. Medical students are already taught that as women age, their fertility decreases. Encouraging formal and directed education regarding the infertility risks specifically toward female physicians (which Lee et al1 recommend) could be perceived as a blanket recommendation that it is best for women in medicine to delay childbearing and pursue ART. Medical schools and residency and fellowship training programs should instead focus their energy on creating a framework and culture that normalizes conception during these points in training while also subsidizing and supporting trainees and physicians who prefer to use ART and delay fertility until after training. Women medical students become women residents and fellows who become women attending physicians. Whether they are becoming pregnant at the beginning or end of this spectrum or not at all, there will be a workplace that must support them.
Physicians are respected members of society, and as such, their voices may enact grassroots changes in issues affecting childbearing. Many participants in this study were recruited from their respective professional organizations. Within the cited specialties, these organizations set standards for members of their specialties. It would be well within their members’ interests for these organizations to set standards for recommended maternal and paternal leave policies. as well as lobbying for more just leave policies on a national level. There are likely male partners in these specialties and across the nation who would like to be more supportive but who are also limited in the amount of leave they are afforded by their workplace—paternity leave is still a novel and emerging concept at this time. If there are policies put in place for better maternity as well as paternity leave, supportive partners may be better able to avail themselves
to participate more equally in at least early childbearing. Being a supportive professional organization includes these larger responsibilities as well as perceived smaller ones, such as prioritizing having dedicated lactation spaces at professional conferences, offering a virtual or more local option for credentialing examinations that require travel in case a participant is pregnant or recently postpartum, and facilitating formal parenthood mentorship pairings for newer and more seasoned parents. It is imperative that professional medical organizations prioritize gender equity within themselves and also lobby for these changes on a national level. DMJ
ARTICLE INFORMATION
Published: October 31, 2022. doi:10.1001/jamanetworkopen.2022.42367
Corresponding Author: Stephanie V. Blank, MD, Department of Obstetrics, Gynecology and Reproductive Science, Tisch Cancer Institute, Blavatnik Family Women’s Health Research Institute, Icahn School of Medicine at Mount Sinai, 1176 Fifth Ave, New York, NY 10029 (stephanie.blank@ mountsinai.org).
Author A liations: Department of Obstetrics, Gynecology and Reproductive Science, Tisch Cancer Institute, Blavatnik Family Women’s Health Research Institute, Icahn School of Medicine at Mount Sinai, New York, New York. Con ict of Interest Disclosures: Dr Blank reported receiving grants from AstraZeneca, Aravive, Akesobio, GlaxoSmithKline, Merck, and Seattle Genetics outside the submitted work. No other disclosures were reported.
REFERENCES
1. Lee A, Kuczmarska-Haas A, Dalwadi SM, et al. Family planning, fertility, and career decisions among female oncologists. JAMA Netw Open. 2022;5(10):e2237558. doi:10.1001/jamanetworkopen.2022.37558
2. Cusimano MC, Baxter NN, Sutradhar R, et al. Delay of pregnancy among physicians vs nonphysicians. JAMA Intern Med. 2021;181(7):905-912. doi:10.1001/jamainternmed.2021.1635
3. Kemkes-Grottenthaler A. Postponing or rejecting parenthood: results of a survey among female academic professionals. J Biosoc Sci. 2003;35(2):213-226. doi:10.1017/S002193200300213X
4. Stack SW, Jagsi R, Biermann JS, et al. Childbearing decisions in residency: a multicenter survey of female residents. Acad Med. 2020;95(10):1550-1557. doi:10.1097/ACM.0000000000003549
5. Rangel EL, Castillo-Angeles M, Easter SR, et al. Incidence of infertility and pregnancy complications in US female surgeons. JAMA Surg. 2021;156(10):905-915. doi:10.1001/jamasurg.2021.3301
6. Temkin SM, Chapman-Davis E, Nair N, et al. Creating work environments where people of all genders in gynecologic oncology can thrive: an SGO evidence-based review. Gynecol Oncol. 2022;164(3):473-480. doi:10. 1016/j.ygyno.2021.12.032
On behalf of the DCMS Foundation, we are deeply grateful for the incredible generosity of our donors. Your remarkable support fuels our mission and makes everything we do possible. Thank you for standing with us—your commitment truly makes a meaningful difference in the lives of many.
$100,000+
Donna L. Casey, MD; Lisa Casey, MD; Ms. Mary Casey & Ms. Cindy Brown
Samuel J. Chantilis, MD
Richard W. Snyder, MD & Shelley A. Hall, MD
$50,000-$99,999
Donna L. Casey, MD & Gary L. Weinstein, MD
DCMS Alliance Foundation 'Beyond Duty' Gala
The Steven R. Hays, MD and Suzanne I. Ahn, MD Legacy Gift
$15,000-$49,999
Dr. Jeffrey and Barbara Adelglass
Baylor Scott & White Health
Hoblitzelle Foundation
Methodist Health System
A. Joe Saad, MD and Rana D. Saad, PhD
Southwestern Medical Foundation
Roy & Christine Sturgis Charitable Trust, Bank of America, N.A., Trustee
Texas Health Resources Dallas
$10,100-$14,999
Mark Casanova, MD
(in honor of Dr. Robert Fine & DCMS Staff )
H. Gordon Green, MD
(in memory of Drs. James Black, James Homan, & AJ Gill)
Dr. Beth & Mr. Mick Kassanoff-Piper, MD
$5,100 - $10,000
Anesthesia Partners of Dallas, PLLC
Dr. Jack Bankhead
(In memory of Dr. AJ Gill)
Carolee D. Estelle, MD
Robert L. Fine, MD, FACP, FAAHPM
Dr. Raymond L. Fowler
Dr. & Mrs. Robert Haley
Laboratory Physicians Association
Warren Lichliter, MD
Lee Ann Pearse, MD
Mr. Jon and Ms. Liz Roth
Cynthia Sherry, MD and Dean Sherry, PhD
Lisa Swanson, MD
Ruben Velez, MD
$5,000
Justin M. Bishop, MD
John Carlo, MD
Dr. Alex and Jeanie Chuang
Drs. Wendy M. and Andrew Chung
Dr. Maynard and Rosemarie Ewton
Deborah Fuller, MD
Todd Moen, MD
Wendy Parnell, MD
Karl Rathjen, MD
TMA Insurance Trust
$1,100-$4,999
Robert K. Bass, MD
Sue Bornstein, MD
(in honor of Richard W. Snyder, II, MD)
James G. Brooks, Jr., MD
William Bruck, MD
Evangeline Cayton, MD
Drs. Tuoc Dao & Calvin Chan
Dr. & Mrs. Fred Ciarochi
BM Cohen Mb, Ch, B, MD
Gates Colbert, MD
Kenneth H. Cooper, MD
Cindy Lou Corpier, MD
Randall Wayne Crim, MD
Rebecca Euwer, MD
Dr. Stanley Feld
Sharon Gregorcyk, MD
Philip Huang, MD
Philip Huber, MD
County Judge Clay Lewis Jenkins
Drs. Rainer & Anita Khetan
Roger Khetan, MD
Benjamin C. Lee, MD & Jodi D. Jones, MD
William R. Lumry, MD
Dustin Manders, MD
Mary Moren-Favrat (in memory of Tony Favrat)
Dennis E. Newton, MD
Dr. Lee and Mrs. Angelique Reagor
Richard Sachson, MD
Dr. Thomas Schlieve
Anil Kumar Tibrewal, MD
Dr. Charles and Barbara Van Duyne
Dr. Robert & Jane Viere
Megan M. Wood, MD (in memory of Dr. Alison Laidley)
Dr. A. Worsham
$1,000
Cesar A. Albarracin, MD
American Muslim Women Physicians Association
Amy S. Anderson, MD & Paul A. Neubach, MD
Anonymous
Martin Russel Berk, MD
Sita M. Boppana, MD
Albert Broders, III, MD
Drs. John Gilmore & Linda Burk
Remigio Capati, MD
Drs. Ravi and Darshna Chandrasekhara
Kwok Wai Chiu, MD
Michael & Anne Darrouzet
Joy Lo Chen & Albert Lo Donation Fund
Dr. M. Brett Cooper & Mr. Matthew Mirizzi
Byron Cryer, MD
J. Michael Desaloms, MD
Shaina Drummond, MD
Dr. and Mrs. Robert Dyo
Dr. Paul & Macki Ellenbogen
Edwin Escobar-Vazquez, MD (in honor of DCMS Wellness Program)
Mark Fleschler, MD
Jeri Beth Foshee, MD
Danielle Ford, MD
Dr. & Mrs. John R. Foster
Murray Gordon, MD
Maureen Shevlin Guitterrez, MD
Amit Guttigoli, MD
Barbara Bacsik Haley, MD
Dr. J. Kent & Lynn Hamilton
Munir Hazbun, MD
H.A. Tillmann Hein, MD
Michelle M. Ho, MD
Dr. Joel and Wendy Holiner Family Philanthropic Fund of the Dallas Jewish Community Foundation
Rajeev Jain, MD
Rehana Kausar, MD
Ronald Kerr, MD
Haskell Kirkpatrick, MD
Cheryl Cox Kinney, MD (in honor of Samuel Chantilis, MD)
Kevin Klein, MD
Dr. & Mrs. Stephen Landers (in honor of Donna Casey, MD)
Ann Marilyn Leitch, MD
Alexandra Dresel Lovitt, MD
Kristi McIntyre, MD
Michael S. Milner, MD
Chander and Narinder Monga, MD
Thomas Neary
Dr. Mel Platt
Matthew Pompeo, MD
Dr. R. Lynn & Cynthia A. Rea
Kim Rice, MD
Marcial Andres Oquendo Rincon, MD
Dr. Randall and Barbara Rosenblatt
Karen Roush, MD
Dr. L. Keith and Lori K. Routh
Thomas K. Russell, MD
Ann Heard-Sakhaee and Khashayar Sakhaee, MD
Terilyn Scott-Winful, MD
Linda and Les Secrest, MD
William Shutze, MD
The Physicians of Health Central Women's Care
Albert Tesoriero, MD
Dr. George and Carolyn Toledo
Christopher Vesy, MD
Bruce Wall, MD
Drs. Brad & Rebecca Weprin
Claudia Werner, MD
Dr. Barry & Shana Wilcox Donor Advised Fund at Schwab Charitable
Elizabeth Wilder, MD
David Winter, MD
Timothy N. Zoys, MD
$500-$999
Anonymous
Katrina Bradford, MD
Sheila Chhutani, MD
Stephanie Elmore, MD
Dr. & Mrs. Alan Frankfurt
(in honor of Donna Casey, MD)
Grady G. Goodwin, MD
Kaela Jill Gordon, MD
Robert Gross, MD
Richard Joseph, MD
Charles Levin, MD
Aekta Malhotra, MD
Maranatha R. Mclean, MD
Mark Miller, MD
John D. Minna, MD
Bruce Phillips, MD
William Stevens, MD
Laurie Jayne Sutor, MD
Brent Walker, DO
Dr. & Mrs. Peter Walling
Dr. William R. & Katie Weaver Charitable Trust
$0-$499
Anna Acuna and Elevance Health
Anonymous
Bagyalakshmi Arumugham, MD
Jean McClintock Bratcher, MD
Paul and Jackie Campbell (in memory of Tony Favrat)
Allan Chernov, MD
Stephanie Copeland, MD
Jason Davis, MD
Emma Dishner, MD
Pat Fox Fulgham, MD - Foundation for Urology Research & Education
Easily understand your specific CME requirements and compliance status, find and take renewal-ready courses, and report your course completions directly to the Texas Medical Board for a hassle-free renewal.
Benefits:
Find, complete, and report approved CME; View your forever course history; Take CME on the go with the free mobile app; Access to 24/7 support and more!
Plano: 6300 W Parker Road, Ste. G26 www.cebroker.com
Dallas County Medical Society (DCMS) does not endorse or evaluate advertised products, services, or companies nor any of the claims made by advertisers. Claims made by any advertiser or by any company advertising in the Dallas Medical Journal do not constitute legal or other professional advice. You should consult your professional advisor.
TMLT - Inside front cover
ProAssurance – Page 2
Gensis – Page 14
Cara East, MD – Page 14
Southwest Diagnostic Center For Molecular Imaging – Page 15
TMA Insurance Trust - Inside back cover
SVMIC – Back cover
Leading provider of compliance-based medical waste solutions.
Still using cardboard boxes for your medical waste collection?
Let Biogenic Solutions upgrade your facility with our OSHAcompliant, mobile waste disposal containers & reusable Sharps program for DCMS members.
| 469-460-9660
Retina Institute of Texas, PA
Vitreous and Retina Diagnosis and Surgery www.retinainstitute.com
Maurice G. Syrquin, MD
Marcus L. Allen, MD
Gregory F. Kozielec, MD
S. Robert Witherspoon, MD
3414 Oak Grove Ave. Dallas, TX 75204 | (214) 521-1153
Baylor Health Center Plaza I 400 W. Interstate 635, Ste. 320 Irving, TX 75063 | (972) 869-1242
3331 Unicorn Lake Blvd. Denton, TX 76210 | (940) 381-9100
1010 E. Interstate 20 Arlington, TX 76018 | (817) 417-7769
Robert E. Torti, MD
Santosh C. Patel, MD
Henry Choi, MD
Steven M. Reinecke, MD
Philip Lieu, MD, FASRS
1706 Preston Park Blvd., Plano, TX 75093 | (972) 599-9098
EISNERAMPER, one of the premier accounting firms in the U.S. with over 4,000 employees and 400 partners, provides audit, tax, advisory, and outsourcing services across industries such as healthcare, financial services, real estate, technology, and more. With over three decades of experience in healthcare, our professionals—ranging from administrative and clinical leaders to financial experts and digital health specialists—support hospitals, practices, and entrepreneurs in navigating challenges like emerging technologies, pricing pressures, and growing patient demand. Our Healthcare Services Group delivers tailored strategies in operations, transactions, and technology, helping clients with mergers and acquisitions, collaboration models, balance sheet restructuring, and long-term growth planning.
For more insights, visit www.eisneramper.com/industries/healthcare/
FOR MORE THAN 40 YEARS, TMLT has set the standard for malpractice coverage and service that is unmatched in the industry. Texas Medical Association members created TMLT to establish a source of affordable and stable malpractice insurance in Texas. Today, TMLT has more than 20,000 policyholders and covers more physicians in Texas than the next five largest competitors combined. TMLT provides the best protection and benefits to DCMS policyholders, including a strong claim defense, customized risk management, and enhanced policy features. TMLT is rated A (Excellent) by A.M. Best Company and is exclusively endorsed by the Texas Medical Association. TMLT has been endorsed by the DCMS since 1994.
Insurance For Good
Insurance For Good
Insurance For Good
Your premium doesn’t just pay for coverage—it pays it forward.
Insurance is designed to cover a claim. But what if it could do more? What if it already was and you just didn’t know it?
Insurance is designed to cover a claim. But what if it could do more? What if it already was and you just didn’t know it?
Insurance is designed to cover a claim. But what if it could do more? What if it already was and you just didn’t know it?
At TMA Insurance Trust, we manage coverage and handle claims like any insurer. But what happens beyond that is what sets us apart. When there's a surplus, the funds don't go to shareholders—because we don’t have any. Instead, that profit stays in the Texas medical community, paying it forward by funding resources physicians actually use.
At TMA Insurance Trust, we manage coverage and handle claims like any insurer. But what happens beyond that is what sets us apart. When there's a surplus, the funds don't go to shareholders—because we don’t have any. Instead, that profit stays in the Texas medical community, paying it forward by funding resources physicians actually use.
At TMA Insurance Trust, we manage coverage and handle claims like any insurer. But what happens beyond that is what sets us apart. When there's a surplus, the funds don't go to shareholders—because we don’t have any. Instead, that profit stays in the Texas medical community, paying it forward by funding resources physicians actually use.
We call it Insurance For Good because that’s exactly what it delivers:
We call it
Insurance For Good because that’s exactly what it delivers:
We call it Insurance For Good because that’s exactly what it delivers:
•Free CME courses that can save you hundreds each year
•Free CME courses that can save you hundreds each year
•Free CME courses that can save you hundreds each year
•Confidential, free mental health counseling through Anticipate Joy
•Confidential, free mental health counseling through Anticipate Joy
•Confidential, free mental health counseling through Anticipate Joy
•Sponsorships that keep County Medical Societies and physician networks strong
•Sponsorships that keep County Medical Societies and physician networks strong
•Sponsorships that keep County Medical Societies and physician networks strong
•Dedicated funding for Member Sections to stay active and connected
•Dedicated funding for Member Sections to stay active and connected
•Dedicated funding for Member Sections to stay active and connected
•Emergency relief funds through the TMA Foundation when physicians face a crisis
•Emergency relief funds through the TMA Foundation when physicians face a crisis
•Emergency relief funds through the TMA Foundation when physicians face a crisis
These practical, ongoing benefits are available to you, with no hidden costs or inflated premiums. Your TMA membership also includes exclusive insurance savings you won’t find anywhere else.
These practical, ongoing benefits are available to you, with no hidden costs or inflated premiums. Your TMA membership also includes exclusive insurance savings you won’t find anywhere else.
These practical, ongoing benefits are available to you, with no hidden costs or inflated premiums. Your TMA membership also includes exclusive insurance savings you won’t find anywhere else.
Since 1955, our focus has stayed the same: supporting Texas physicians. Through purposeful reinvestment, your insurance brings value full circle—back to you and the physician community it was created for.
Since 1955, our focus has stayed the same: supporting Texas physicians. Through purposeful reinvestment, your insurance brings value full circle—back to you and the physician community it was created for.
Since 1955, our focus has stayed the same: supporting Texas physicians. Through purposeful reinvestment, your insurance brings value full circle—back to you and the physician community it was created for. Get to know your insurance options, member savings, and the programs included with your TMA membership. Visit tmait.org or call 800-880-8181, Monday–Friday, 8:00 AM–5:00 PM
Get to know your insurance options, member savings, and the programs included with your TMA membership. Visit tmait.org or call 800-880-8181, Monday–Friday, 8:00 AM–5:00 PM CST. SCAN
Get to know your insurance options, member savings, and the programs included with your TMA membership. Visit tmait.org or call 800-880-8181, Monday–Friday, 8:00 AM–5:00 PM CST.
CALL You're a TMA Member You picked us for your coverage
CALL You're a TMA Member You picked us for your coverage Premiums Collected We
