Thirty years at the intersection of oncology and business reality

I spent three decades practicing radiation oncology at the highest technical level — proton therapy, SBRT, IMRT — while simultaneously operating in the financial and operational dimensions most physicians never touch. That combination is quite rare, and it's the foundation of what I do now.

My career includes serving as the first physician recruited to acquire the Oklahoma Proton Center out of Chapter 11 bankruptcy, leading its operational rebuild, and helping execute a $62M sale — a turnaround achieved in under three years. I served on the board of CARTI, a $550M cancer organization, through a $90M facility construction financed by publicly traded bonds. I restructured a multi-physician group's billing model that added $3M annually to practice revenue.

I understand what drives margin in a radiation practice, where technology investment creates value versus absorbs it, and why so many oncology ventures that look compelling on paper fail the clinical reality test.

Advisory at the intersection of oncology, AI, and capital

Healthcare investors and founders building in oncology — particularly AI-enabled clinical tools and radiation therapy infrastructure — face a persistent problem: the clinical complexity is opaque to the people writing the checks, and the capital dynamics are opaque to the clinicians building the products.

I sit at that intersection by design. My current advisory work focuses on clinical due diligence, reimbursement landscape analysis, and operational feasibility for ventures where getting those things wrong is expensive. I also assist radiation oncologists on employment contract structures — a space where most physicians are significantly underserved.

I write publicly about these dynamics at Protons101, a Substack publication read by clinicians and industry professionals across 44 states and 51 countries.