After Mark Roh, MD, read “Intern” by Dr. X at the impressionable age of 14, he knew he wanted to be a surgeon. A liver transplant mentor influenced his decision to specialize in liver oncology, for which he is now world-renowned. In 2012, he will take the reins as president of MD Anderson Cancer Center Orlando from Dr. Clarence “Buck” Brown III, who will be retiring from the post after 36 years with Orlando Health.

“As a teenager, I recognized that surgery was magical,” said Roh. “In medical school, the unique problems that can develop in the liver fascinated me. Back in the 1980s, liver cancer was a death sentence. I recognized it was a challenging specialty with the opportunity to make a difference. I’m grateful I started my career when the field was beginning to advance.”

Orlando Health CEO Sherrie Sitarik was thrilled with Roh’s decision to accept the post.

“Dr. Roh is a tremendous asset to the entire Orlando Health organization and we’re delighted that he’ll be stepping into this very important role for MD Anderson-Orlando,” she said. “Dr. Roh is a talented liver surgeon who is committed to continuing to grow MD Anderson–Orlando as the premier cancer treatment facility in the state of Florida and provide exceptional cancer care right here in Central Florida.” 

Orlando Medical News spoke with Roh about the upcoming leadership transition, his long-term vision for the cancer center, healthcare industry challenges in light of reform mandates coming into play, deepening relationships with The University of Texas MD Anderson Cancer Center in Houston, and how he plans to juggle his medical practice with administrative duties.

You’ve been all over the United States—California, Texas, Ohio and Pennsylvania. What brought you to Florida and Orlando Health?

I wanted to get back into the MD Anderson family without living in the same house, so to speak. It’s a big organization in Houston, and I have a great deal of respect and admiration for it.  I wanted to be part of the family again but also I wanted to have the opportunity to make an impact. MD Anderson-Orlando is a smaller, more nimble organization. It reminds me of how MD Anderson-Houston was back in 1987. My first job was there, and we had a smaller cadre of physicians, all rowing in the same direction. It’s grown into an incredible program. MD Anderson-Orlando is poised for explosive growth in the next level. It’s an excellent cancer treatment facility that’s rapidly growing in its clinical practice and is rich in research projects. 

Instead of reducing your practice as many physicians do when appointed to administrative posts, you plan to continue patient care. What strategy do you have in mind for maintaining balance?

My strategy is to gradually reduce my clinical and surgical practice yet remain active in it. My perspective has always been that physician leaders still need to see patients. It lends credibility, for one thing. For another, I’m not ready to give it up yet. Having done this now for 25 years, I appreciate the experience gained by bringing in younger surgeons that represent the next generation of liver surgeons. We’ll be recruiting for those positions.

Will you set aside parts of every weekday, or particular days of the week to devote to your clinical practice and surgery and administrative work?

Yes, days of the week. I’ll set aside a day to see patients and a day to perform surgery. My team knows that on the days I’m in surgery, don’t schedule meetings because when you get into a surgery with a cancer patient, there are often surprises and you have to take that into account, so the prediction of how long it will take changes. Liver surgery in particular tends to be lengthy.

Dr. Brown mentioned the need in 2012 to deepen the relationship between MD Anderson-Orlando and MD Anderson in Houston, especially since the organization recently underwent a leadership change in September 2011, with a new CEO who isn’t as familiar with the Orlando operation.  What’s your game plan?

I have several strategies. Having worked at Houston for 10 years, many colleagues of mine are still there, so those relationships are key in getting to the new leadership audience. That includes access to Ron DePinho, the new president. Long term, we’ll be looking at what’s sustainable and enduring long after I’m gone. It really boils down to doctors taking care of patients in Houston and Orlando.  Those are the relationships that we will continue to strengthen.

What are other “must do” items on your transition list for 2012?  

Dr. Brown has created a terrific foundation. One of my goals is to take it to the next level … to widen the reputation in the state of Florida, and ideally for the southeastern United States. Another goal is to create programs that put us on the map repeatedly. By that, I mean having a significant presence in publications and presentations covering various aspects of cancer care so that medical providers say, ‘Oh, that’s MD Anderson-Orlando again!’

Even locally here, we have to differentiate ourselves. And that differentiation comes obviously from outcomes, and also the whole patient experience, beginning with how patients are greeted on the first day to the level of support we provide after their cancer is gone. Telling a patient he has a diagnosis of cancer has obvious implications, and we’re here to provide emotional support along with superior care. We know these patients have a lot of things on their minds, such as their children, finances, and jobs. We want to offer innovative treatments that aren’t available elsewhere. That involves clinical research and being open to new drugs from pharmaceutical companies, new devices and new procedures. We need to be adaptable to help these individuals get through a very stressful time.

We’ll increase clinical trials in a deliberate fashion. In 2011, nearly 500 patients were in clinical trials, an increase of roughly 10 percent over the year before. Unfortunately, the federal government’s level of support for clinical trials continues to decline. Meanwhile, our expenses for them continue to rise. However, it’s a little different with pharmaceutical companies, yet even that money for clinical trials isn’t as plentiful. Therefore, we have to be deliberate. And we will be.

Also, with healthcare reform, many changes are coming that we’re beginning to understand, so dealing with those changes will take some time.

When you’re not at work, how do you unwind?

I enjoy paddle-boarding. Our three young children keep us busy. Twins Ellie and Maddie are 7; Annabelle is 9. I have three children from my first marriage—a 30-year-old daughter, Erin, who’s getting married in 2012. My son, Matthew, 27, is a physician in training in Houston, specializing in physical medicine and rehabilitation. My younger son, James, 23, is a photojournalist working in Utah. He’s a snowboarder, a kind of free spirit. It suits him there.

No grandchildren yet.

Closing thoughts?

I’m very excited about this opportunity. I came here not thinking about a job like this; it wasn’t even on my radar. I was just coming here to build a Department of Surgery and we’ve done that. All of this has happened very quickly, but I’m very happy.

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