Kristy Weber, M.D., Chief of Orthopedic Oncology in the Department of Orthopaedic Surgery at the Perelman School of Medicine at the University of Pennsylvania, and director of the Sarcoma Program in Penn’s Abramson Cancer Center, is the new president of the American Academy of Orthopaedic Surgeons (AAOS).
In her new role, she will lead the world’s largest medical association of musculoskeletal specialists with approximately 39,000 members, 18,000 fellows, the largest orthopedic registry by annual procedures (1.4 million), 225 employees and the leading orthopaedic political action committee with $4 million in contributions in the last two-year cycle.
But, more importantly, as the President of AAOS, she sits at the pinnacle of the largest medical practice specialty in the world. The practice and business of treating musculoskeletal disease engages more physicians, clinics, hospitals, equipment suppliers to treat more patients than literally any other medical specialty.
Kristy Weber, M.D.
Dr. Weber’s daily practice is diagnosing and treating adults, adolescents and children with bone and soft tissue tumors, and she focuses on complex limb salvage techniques around the hip, knee, shoulder and pelvis.
Originally from St. Louis, Missouri, she earned a Bachelor of Science degree in Animal Science (Pre-Vet) and graduated Summa Cum Laude from the University of Missouri-Columbia. She earned her medical degree from the Johns Hopkins School of Medicine in Baltimore, Maryland, and then completed her orthopedic residency training at the University of Iowa in Iowa City and a two-year research/clinical fellowship in orthopedic oncology at the Mayo Clinic in Rochester, Minnesota.
She told attendees at the annual meeting that: “I was told that women couldn’t get into orthopedics when considering several different subspecialties in medical school during the late ’80s. You can bet that’s all I needed to hear to solidify my choice, and I am proud to be a woman in a profession that is currently 94% male. While my gender does not define me, I know that reducing barriers and embracing gender, ethnic and racial diversity in our field only stands to better our culture and better serve patients.”
Managing Change in Orthopedics
The list of change agents in orthopedics is extensive—robotics, treatment algorithms, shifting regulatory and reimbursement policies, pain management issues (read opioids) and innovations and the rise of more powerful biologic treatment modalities.
In her inaugural speech as President, Weber made it clear that she is on a mission to lead orthopedics into a future where relevance will be defined in new ways.
She told us that she wants to help her fellow orthopedic surgeons and all musculoskeletal professionals thrive in the technology age and work to keep her Academy relevant to future surgeons and patients by having the profession better reflect society.
Specifically, she said, “We’re changing the culture of the organization. We also took the last two years with outside consultants to overhaul our strategic plan. We weren’t just rearranging the deck chairs.”
Weber said the Academy identified three goals and every action will be tracked towards the plan. “This marks a change from where we’ve been before.”
“First, we will deliver a personalized and seamless member experience. We’ve fallen way behind from a digital standpoint. Our members want the Google experience.”
“I don’t want 10-20 academy emails per week about general products and offerings. I’m an orthopedic oncology surgeon and want to see something that’s going to help my practice. I don’t need information on techniques or products irrelevant to my particular work or interests.”
She said the Academy doesn’t know its members well enough to know what they want. Once the data acquisition is finished, then communications can start becoming personalized to each member.
“Secondly, equipping members to thrive in value-based environments is something that would not have been a goal ten years ago. People would have shied away from some of the things we’re going to have to measure.”
“We will really have to educate members on what we’re doing and get their buy in and feedback.”
“It’s also going to require collaboration with payers instead of calling them names. That’s a major shift and industry will have a role. We’re going to want to partner more.”
