Chapters Transcript Video What NCI designation means for cancer care in Orange County So we differ from uh community cancer centers in a couple of important ways. Number one, we have. For each of the different types of cancer, and cancer is not, as you're aware, there's not one diagnosis, it's depending on how you parse it, it's probably about 150 different cancers. Here at NCI cancer centers like ours, we have nationally known experts in all the different types of cancer. Hi, I'm Lindsay Carrillo, director of business development at UCI Health. Hi, I'm Doctor Sunil Verma, Associate Chief Medical Officer for ambulatory at UCI Health, and a laryngologist here. Welcome to Physician Huddle by UCI Health. Today we're joined by Doctor Richard Van Etten, director, Chow Family Comprehensive Cancer Center, and the Chow Family Endowed Director's Chair in Cancer Research and Treatment. Welcome, Doctor Van Etten. Thank you for having me. So you joined us here at UCI Health 12 years ago. Tell us about your career pathway and how it led to your current world here. Well, I am a physician scientist. I got MD and PhD degrees at Stanford and then did, um, postgraduate medical training in the Harvard system. I was, uh, a resident fellow at, um, Brigham Women's Hospital in Boston and then later joined the faculty in the department of genetics at Harvard Medical School. I was there probably a total of about 20 years and, uh, was an assistant and an associate professor of genetics. There at Harvard, and I maintained a clinical practice at Dana-Farber Cancer Institute where I specialize basically in the treatment of leukemia patients. In 2003, I moved across town to Tufts University School of Medicine and Tufts Medical Center, and I held a variety of positions there, including um in their cancer center, the Tufts Cancer Center. I was first the director of the hematologic malignancies program. I became chief of the division of hematology oncology, uh, which I ran for about seven years. And then I became deputy director and ultimately director of the Tufts Cancer Center, and I held that position up until I left Tufts in 2013. Then in 2013, I was recruited here to UCI um to become the director of, you know, the National Cancer Institute designated comprehensive Cancer Center here at UCI, um, which is, as you mentioned, the Chow Family Comprehensive Cancer Center, and I am today, you know, professor of medicine and biological chemistry, and as you've mentioned, I hold the Chow Family Endowed Director's chair in Cancer Research and treatment. Yeah, how did we get you here? What drew you here? I wanted to run an NCI cancer center, and at the time there were for comprehensive cancer centers at the time, I think there were only 50 in, in the country. There's now more like, I think 57 or so. And the director's positions don't turn over that often. And so when I, um, the, the event that allowed me to sort of leave Boston was my son actually graduating from high school and going to college. And that freed me up and I applied to a couple of different uh cancer centers, um, University of Virginia. Wake Forest Baptist Cancer Center in North Carolina and here, and I had offers from all of them and I chose to come to UCI. So why are there so few? Well, to become a National Cancer Institute designated cancer center, it's a very rigorous process. You have to meet a bunch of different criteria, including you must have, as an institution, you must have a cadre of cancer researchers that are already extramuralally funded. And to become a clinical cancer center, you need a cancer clinical care and research program which includes clinical trials, and then to become a comprehensive cancer center, which UCI already was when I came here, you need to go above and beyond that and show that you have research programs in place to address the cancer health disparities of your community, your catchment area, and for us, our catchment area is in fact Orange County itself. So, UCI, um, based on the strength of the previous director, that was, uh, Doctor Frank Meskins, had already achieved all those things. And, you know, when I came here, my job was to basically continue to build on that record of success. What does that mean for a patient who seeks care here or for a physician who's referring a patient here? What does that designation mean to them? Um, and how does it, how does it differ from other places? So we differ from uh community cancer centers in a couple of important ways. Number one, we have. For each of the different types of cancer, and cancer is not, as you're aware, there's not one diagnosis, it's depending on how you parse it. It's probably about 150 different cancers. Um, in the community, you will see a practitioner, many of whom we've trained, because we have an active training program. Um, who is in general practice in oncology and perhaps hematology, and they care for a lot of different types of patients. They may treat breast cancer patients, lung cancer patients. My own specialty is blood cancer. But, you know, in those practices, take my specialty, leukemia, they may have only seen one or two leukemia patients in their entire career. Here at NCI cancer centers like ours, we have nationally known experts in all the different types of cancer. So again, let's drill down on blood cancer, you know, there's 3 major types. There's leukemia, there's lymphoma, and there's myeloma. I'm only a leukemia specialist. We have other specialists here that treat the lymphoma and treat the myeloma. So, I'm basically a leukemia specialist and a bone marrow transplanter. Even within leukemia, there's acute leukemia and chronic leukemia, and then there's myeloid and lymphoids. So I'm a specialist in chronic myeloid neoplasms. That's my sweet spot. So we're very, very specialized. Um, that allows us to, um, have a couple of characteristics. Number one, we're very much up to date on the very latest advances in our field, particularly the clinical research and clinical trials, which are an important part of what we do. Um, and we're very, again, up to date on the, on the nuances of the treatment of those particular diseases and the optimal way to treat them. So I think that's one thing that we, we have, that we do differently from community centers. The second one is that we provide true multidisciplinary care for those cancers where it's relevant, and I think the classic example would be breast cancer. So in breast cancer, you know, you need, um, in a woman, although men can also get breast cancer, you need a whole series of specialists to develop a comprehensive care plan for a woman. You need surgical oncologists who will do the initial biopsy. You need pathologists who will interpret that biopsy. Um, you'll need, again, the surgical oncologist, if there's an excision of a breast cancer, it needs to be done. You'll need radiation therapists to deliver the radiation therapy, either localized or intraoperative. And then lastly, you need medical oncologists to, um, for those women that need adjuvant, um, neoadjuvant or adjuvant treatment, or if they have advanced disease uh for um metastatic or advanced breast cancer. You also need along the way, you may need a plastic or reconstructive surgeon to help do breast reconstruction, a lymphatic specialist to help manage after surgery, and it goes to nutrition, physicians, nutrition and rehabilitation specialists, etc. And then the last thing is that we give cancer treatments according to guidelines. Like community specialists do, but the guidelines run out very quickly, and for that you need access to clinical trials and clinical research. And that's the third thing I think that we do that's different than a lot of community practices. That was a long winded answer, you know, it's, it's, it's funny when you talk about how narrow your practice is because when I picked laryngology, my parents, my dad's a physician, he's, he's like, What do you mean you're only gonna treat the larynx? It's like, what is this like one inch you're gonna treat? And even within our field, like I started out doing early glottic cancer and advanced glottic cancer, so I was doing laryngectomies and early glottic cancer. Well, my career. Specialized into only early glottic cancer and pre-cancer of the vocal folds. And then when it comes to a laryngectomy, I have partners now that I don't have to do it all. So my partners do that. So it's even similar, I think, even in the surgical fields to get that sub-specialized, although when you talk to a layperson or family, they still just, at least mine still don't get it, but I'm doing OK. I actually I'm a podcaster now, so yeah. Congrats on your promotion. Thank you. Um, you, you've mentioned taking care of patients in our catchment area, underserved patients, and we talk about that in the same breath as also having like the most cutting edge clinical trials. How do we balance that mission? You said it's super important when it comes to getting our NCI comprehensive cancer designation. How do you approach that? So, our catchment area is Orange County. Uh, you're familiar with it, no doubt. It's a relatively geographically small county wedged between LA and San Diego Counties, which are enormous. But there's a lot of people here, um, probably in excess of 3.2, 3.3 million people. It's one of the wealthiest counties in the United States, but almost a third of the residents are on Cal Optima, which is the state medical product. And that tells you that there's a lot of uninsured and underinsured people here. And that's one of our major missions is to care for those people, cause there's no county hospital in Orange County anymore. We took it over back in the 70s, it's now Douglas Hospital. And uh we care for the, the plurality, if not the majority of these folks. That's true inside of, in cancer, that's true outside of cancer. That's, that's one of our, our big missions. So In order to do that effectively, we need to make sure that our care is efficient. So for instance, in the outpatient setting, we want to pay particular attention to those patients, make sure that we are cognizant of the treatment that they have, and utilize multiple mechanisms to keep them out of the hospital. So we have urgent care and 23 hour stay facilities to help us do that. When they're hospitalized, we want to be able to get them back out of the hospital in a timely fashion. We do, we do that through very efficient delivery of care on the inpatient setting, and we want to coordinate that with our outpatient care. One of the things that I think is going to help us is that for patients who are not ready to go home, we have a challenge sometimes in identifying rehabilitation. Settings for them. We have an acute rehabilitation center here in Orange at the, at the UCI Medical Center, but we're also excited about the new um UCI Health Kindred rehabilitation Hospital that's under construction now in Irvine. That will be a big help to us in being able to get patients out of the hospital who are not right, are not just ready to transition back to home care. No, I wasn't aware. I, I, it didn't even occur to me that that was gonna be a patient population that would benefit from. The new, the new rehab hospital, um, so that'll be, that'll be absolutely great for the patients and speaking of Irvine, the cancer operations started there with the development of the ambulatory of the Chow Cancer Center in Irvine and how is that now that the hospital is open, how has that gone across the parking lot or gone across the quad, if you will, to inpatient care? What, how are you differentiating care in Irvine versus Orange or are we just now duplicating because we have so many more beds? So we, we now have, as you mentioned, the two, major outpatient and inpatient care centers for the cancer center, and we're kind of multiplexing on the types of care that we provide at the different locations. The cancer, um, the Child Family Comprehensive Cancer Center and ambulatory care building in Irvine has been open now for a year and a half years, over a year and a half years, and we've seen probably, I think, 20, 22,000 outpatient visits there. We have um most of the cancer specialties seeing patients there. We have um clinical trials open at that site, not all of them, um, but the ones that are pertinent to the patient population that we see there. And when the hospital opened last month, um, the one service that uh immediately relocated there was our hematopoietic stem cell transplant and cell therapy program. All those inpatients are now present there. I think the current census is probably 10 or 12 patients. They've already done a couple of transplants in that setting, and we've done several cell therapy infusions at that setting, so it's just taken off very quickly, um, but we're continuing to see blood cancer patients at both locations. So, um, that's required us to increase our staffing. And we've done that dramatically over the past 2 years. We've recruited probably 35 or 40 new cancer physicians, not just in medical oncology, but also in surgical oncology, in your specialty in head and neck, um, in gynecologic oncology, etc. That's, that's allowed us to very rapidly, you know, open up all those services at these, at both places. Can we talk a little bit more about the stem cell transplant? That was one of the programs that you have launched since you came here. And for those who may not know, why was that such a big deal to Orange County? So before we launched our program in May of 2020, Right in the middle of COVID, by the way, I was doing math in my head, um, we had sent probably 90 to 100 patients to Los Angeles transplant centers for, uh, hematopoietic stem cell transplant, which is primarily for patients with blood cancer, leukemia, lymphoma, myeloma, but now we're doing procedures for patients that have other conditions, non-cancerous conditions, including. Neurological conditions like myasthenia gravis or uh atrophic myelo um lateral sclerosis, ALS, Lou Gehrig's disease, and others. So, um, that was the reason for doing it. Um, it is perhaps not so much a, a big deal to go to LA centers to get your transplant. You're in the hospital for a month, but in the post-transplant care. It makes a big difference because you're still sick and you still need to be seen by that center, sometimes 3 times a week, and commuting to LA to do that was a real problem. Furthermore, there would be patients that had had their transplant, who then suddenly got sick here in Orange County, and, you know, we faced a situation where we would want to care for them here, and we did, or medevac them up to LA, which wasn't the best option. So having our program in place, which is the only adult program in Orange County, allows us to keep that care close to home, and that's a central thing that we want to try to do, you know, at our cancer center. So we're very proud of the growth of the program. It was accredited by FACC, that's the foundation for accreditation of cellular therapy for both transplant and cell therapy. That happened right away, um, I think in 2021 or 2022, that was actually just renewed by FACT. Um, and the program has grown, uh, tremendously. I think we're approaching a total of 400 procedures done. We're doing an average of about 12 month rolling average. We're doing about 110 procedures a year. Those are about half autologous, where you get your own bone marrow, and they're about half allogeneic where you get somebody else's bone marrow. Um, and it's also been a big platform for clinical research, and in particular, we have a very innovative trial called ADAPT. Where we're using risk adapted conditioning regimens for patients for patients getting allogenic transplant, that's been very successful, has already accrued, I think, 30 or 40 patients in the last two years. Amazing. I'm gonna throw some stats at you. You tell me if I get them wrong. Since you've been here, you've joined us, you've expanded faculty fivefold. Research funding by 150%, philanthropic support more than 10x, I believe. So tell us first of all, how did you do all that, and then, you know, what are some of the leadership strategies that you have employed to really accelerate that growth. So, um, some of that growth, not all of it, has been in my own. Department and division, which is the division of hematology oncology, and I knew when I came here I'd have a, have to have a very close working relationship with the division chief. And when I came, that division chief was Ed Nelson. Um, since last July, um, Miguel Villalona was the new division chief, and that's been a great partnership. A lot of the recruitments that we've done have, of clinicians and clinical investigators have been in those divisions and departments. Outside of that, we've had close relationships with the other divisions, um, and departments that touch cancer patients that include surgery, you know, ENT, urology, dermatology, GYN, um, and we've partnered with all of those to recruit the specialists in those areas. Um, we've been assisted by great support from the clinical enterprise, that's both UCI Health and the School of Medicine. Where all our practitioners practice, so some of the mechanisms that we have, we have a funds flow mechanism to support clinical investigator time and effort. Right now that's largely um. Uh, based in the division of hematology, oncology, and also neuro-oncology, but we're in the process together with my physician in chief, Amato Cuza. We're in the process of expanding that to other specialties where we have the need. Um, we also have, um, great support for clinical trials and clinical research. All the clinical trials in cancer are centered in the Stern Center for Cancer Clinical Trials and Research, that's wholly owned and operated by the Cancer Center, which is important because we can actually control all the parameters. So that enterprise has grown from a relatively small. Organization when I came to a very large organization. Now there's over 165 FTEs in that center. Um, we have a budget of about 18 to $19 million in terms of the clinical trials budget for that. Um, we're number one in the University of California system for time to activation of a trial. It's hovering around 71 days now. Um, and I'm really proud of the Stern Center. It's not like we don't have more work to do that we can improve its efficiencies, but the Stern Center now has over 500 trials open to accrual. Um, many of those are early phase clinical trials, phase 1, 1B, early phase 2. many of those are actually institutional trials, which is the way that we advance the science and the discoveries of our cancer scientists through the pipeline into the clinic where they can be tested in humans for the very first time. So we have many examples of that. That we're really proud of. I can go into some details if you'd like. How much time you got? You're not a very busy person. It's OK. No, it's OK. How do you, how do you keep all the physicians and all the team members motivated? I mean, at some point, I mean, as the time goes on, goes and grows, so many physicians, so many disparate thoughts at times, um, is there one phenotype that you look for when you're growing your faculty, or at this point, uh, are there different types of folks because your diversity of thought helps out, or is it a little bit of both? So the cancer center is not an academic unit, it's a matrix cancer center. So every recruitment that I do is a cancer center director has to be by definition partnered with another school, department or division. So that's the central process that we go through. We recruit a whole different uh spectrum of cancer investigators. Um, a big part of that is basic or translational cancer scientists. Most of those recruitments are done with, um, the campus in the School of Medicine, the different basic science departments, School of Biological, uh, the Department of Biological Chemistry, Department of Bophysics and Physiology, um, the Department of Molecular. Um, molecular genetics and microbiology, and then in the school of Biological Sciences, there's the department of, uh, molecular biology and biochemistry and Developmental cell biology, and then we have people that we recruit in biomedical engineering, so we do all the things and we we partner with them. So the way I do that as counsel and director, I can bring, um, wet laboratory space that I control, um, which has been granted to me. By the institution And uh I can bring the so-called FTEs, these are state funded salary lines which are very precious, and I use those to partner. And then I've been granted a large amount of discretionary funding that I have that I can use to help fund what are called startup packages. These are the initial funds that we use to give to these investigators to help get their program started. So that's how we do it sort of on the basic translational side. On the clinical side, it's again partnering in areas of need that are targeted. Um, we identify those priority areas through a committee that's called the Cancer Clinical Operations Committee that's chaired by Doctor Alcuza, um, and then we identify the priorities that we want to do for our recruitment, and then we go after those people, we develop a recruitment plan. Um, and we've done that, you know, very successfully, for example, to staff up the number of investigators that we need to staff, you know, the new cancer facility down in Irvine and also the outpatient facilities that we now have in Yorba Linda, in Costa Mesa, in Laguna Hills, uh, all those places. Yeah, that growth doesn't happen by accident, clearly, and, and you have to have the skills of working with multiple stakeholders and different partners because, um, it's not one type of person. I mean, it, it seems like you just have to be able to navigate this complex system of university, but you must enjoy it. I mean, your life has been in universities and, and, uh, that complex leadership for me as you wipe your brow. Sorry, I'm, uh, sweating here a little bit under the, under the klieg lights, but yeah. Um, yeah, so it's, it's, it's been very rewarding. To see it, that's the reason that we've been able to grow our cancer funding base and our clinical trials portfolio is through the efforts of the people that we've been able to recruit. So, you know, one of the things I'm proudest of is that we've really increased our extramural funding base, the peer reviewed extramural funding base, um, from 5 years ago to now, we've increased it by over 50%. And there's only two ways to do that. You can recruit investigators that have grants, and we've done that, and then you can help your existing investigators get nude grants, and we've done, we've invested very heavily in that. One of the ways that we've done that is through pilot projects, um, which are small grants that we give to our cancer scientists, um. Both basic translational and clinical cancer scientists to help them develop the critical preliminary data that they need to apply successfully for intramural grants. And we've done that through the anti-cancer Challenge, which is a fundraiser that I launched. Uh, now, uh, we're in our 10th year, entering our 10th year. That's basically what's called peer to peer fundraising, which was new at UCI. It's where people sign up and they raise money from their friends, their family, and their social media. And it's based around an athletic challenge, which is a, a, a 5K run, walk, and also cycling, both road biking and now mountain biking. And, um, the last event that we had, which was in October last year in 2025. We had over 4500 participants and we raised a total of over $1.6 million from the participants, and every dollar of that goes back to support cancer research at UCI and also our pediatric cancer partner which is now Brady Children's Hospital of Orange County, RCHOC. And um the return on investment for the money that we've raised has been phenomenal. It's about between 15 to 18 to 1%. So collectively we've gotten over $80 million of extramural grants in through the research that we supported through that mechanism. We've also supported a new, a great number of early phase clinical trials, investigator initiated trials that have led to national trials, um, the, the. An example that I would bring would be Stopgap, which is a trial that is the brain child of one of our GI medical oncologists, that's um Farsia Dayani, and one of our surgical oncologists, that's Maggie Centel, and it's really a very innovative combination of surgical intervention and heated intraperitoneal chemotherapy together with targeted therapy for gastroesophageal cancer that's advanced. And we have an epidemic of that here in Orange County, particularly in our Asian and Hispanic populations, and this has been very successful. It's so successful that other UC campuses, including UC San Diego and UC Davis, opened this trial, and we're really proud that it's now been moved to the national stage to the ECOG Akron Cooperative Cancer Group, and Doctor Centel is gonna be the national PI on that trial. It's just about to open nationwide, including at Stanford. Sloan Kettering, MD Anderson, these are the places that are going to be opening our trial. It's incredible. So Big part of the national reputation and your ability to recruit high-level people is the NCIA Comprehensive Cancer designation. So for the uninitiated, tell us what that entails, and I mean, I'm sure it could take you 5 years to describe it. But tell us a little bit about that and why is that so important and how big of a role do you personally play in that. So I already talked about, you know, sort of what the criteria are for NCI designated comprehensive cancer centers. Um, it's very prestigious. There's now 57 or 58 of these nationwide. Um, we're the only one that's based here in Orange County. California has 7 or 8 of these, you know, in the UC system, all the top 5 UC. Um, campuses, um, have medical schools and have NCI designated comprehensive cancer centers. So besides us it's San Diego, UCLA, UC Davis, in Sacramento, and UCSF. And together we work as a consortium. We have a UC cancer consortium where we basically open up joint trials to help better accrue to our institutional trials, particularly when the, um, they're targeting rare. Um, genetically defined cancers allows us to accrue to them better. So there's power in numbers then essentially by being part of the University of California, you don't have to work, although you maintain the certification and all the accomplishments you mentioned are local. You can also scale that, especially for rare disease amongst the University of California. So I mean, it goes without saying then it helps the patients in Orange County that are that 1 in 100,000 or 1 in a million. That they're not treated alone, that they're, that you can use that intelligence across the system to manage those rare patients. Yeah, indeed, so, you know, the UC Cancer Consortium, we see about 30,000 new cancer patients a year, and that makes us one of the largest nationwide consortiums around. And we do have multiple uh clinical trials open across the consortium in blood cancer, pancreatic cancer, lung cancer, melanoma. So that's a really good part of what we do. The actual NCI designation is not given to us in perpetuity. We actually have to renew it competitively, roughly every 5 years. We do that through preparing what's called the Cancer Center support grant, which is in the NCI vernacular. It's a P30 mechanism. And um we just actually submitted that on January 26th, um, our competing renewal application. It was an enormous grant. It was over almost 1700 pages and it has 32 different elements that are scored and very complicated, um, and my administrative team did an amazing job of putting that together. I touched almost every page of that, um, in terms of the science and um. We have submitted it. It will now be peer reviewed along with several other cancer center grants. That probably won't happen until sometime in July, June or July, and then we'll be waiting for a funding decision. Um, I'm highly confident that, you know, we're going to be renewed, um, but you never know. Um, it is parenthetically dependent upon the NIH budget, which is something that we've been watching very carefully. And we're very gratified that perhaps due in part to the lobbying efforts that we've done, we all went to Washington for Hill Day last May. But there's been very strong bipartisan support on both sides of the aisle for NIH funding and NCI funding in particular, so we're gratified that the new NIH budget looks like it's going to receive small increases for the NIH and the NCI, and that's going to be very important to help ensure both that the grants that we're dependent on, you know, continue to be funded and renewed at the same rate, and also that the cancer centers are going to. Be able to expect the kind of stability of funding that we've always enjoyed. So we're really happy about that, assuming it all goes through. So you mentioned that it's not like you get a break for 5 years. Is this almost like an ongoing effort to just continue to work on this application and continue to feed into the data? Well, we, we want to continue to improve. So, you know, we've made great, great strides, you know, um, in terms of the patients, the clinical trials that we offer. The research that we do, um, we talk about the three P's. What we want to try to do as an NCI Center is we want to change policy, health policy. We want to shift the paradigms, the scientific paradigms, and we want to change clinical practice, those three things. And we're doing all of those. We have a new strategic plan that we just put together for this new funding period, and it is basically to try to move the ball forward in all those different areas. Some of the areas that I see um that are really important, um, are, um, we have basically 4 themes that we've identified that we really want to identify. Um, one is precision cancer medicine. Broadly defined, that's treating. Each patient and their cancer based upon their individual characteristics rather than treating everybody the same. A large part of that is around what we call omics, genomics, proteomics, epigenomics, spatial omics, social determinants of health, all these things brought together, and we have a huge effort in this, and increasingly we're going to see artificial intelligence brought to bear on this, and we're already doing that. So that's one area that I think's really important. A second area is what I call the physical oncology sciences. We are really strong in that at UCI. This is things like imaging. Um, light photonic imaging, X-ray imaging, magnetic resonance imaging, ultrasound, we're really strong in those. We're strong in chemical and structural biology, nanomedicine, nanotechnology, biomedical engineering. These are all areas that we have UC wide strength in. So that's a big part of our program, and we have a research program which is called Biotechnology Imaging and Drug Development that basically where most of that stuff is parked. Um, the third area is what I would call whole person cancer care or integrative oncology. We're fortunate to have the Susan Samuelli Integrative Health Institute at UCI, and we're very closely partnered with them. We just recruited a nationally known leader in this area, Gary Dang, who came to us from Memorial Sloan Kettering, and Gary just got here in July and he's already hit the ground running. He's a really uh an amazing guy, and we're gonna be using him to try to move this whole field forward. There's many, um, complementary and alternative medicine applications that are known. Um, there's acupuncture, um, mindfulness, nutrition. Supplements, all these things, but we don't know the right way to use them in cancer. And one of the things we want to do is to develop evidence-based approaches toward applying these technologies, really to bring what I would call Eastern and Western medicine together in that way. And then the last one is really training and education. We have a huge mission to train the next generation of cancer providers and healthcare professionals, not just physicians, but nurses, advanced practitioners, graduate students. Um, medical students, fellows, all that, and we have a whole component of our cancer center which is dedicated to doing that. So those four areas are what we want to do. Great. Well, I've definitely learned a lot. I mean, I had no idea what was going on behind the doors of the, of, of our institutions and to realize how complex it was. So we really appreciate you coming on today, Doctor Van Anden. I thank you very much for inviting me. This has been great. Um, hope I didn't talk too much, but, um, yeah, I look forward to, uh, the future and, you know, working together. Absolutely. This has been Physician Huddle by UCI Health. Thank you for joining us. This was an episode of the Physician Huddle podcast by UCI Health, produced by Brett Shaheehan, Angelica Yugubi, and Victor Ting. For more episodes, information on clinical trials at UCI Health, or to refer a patient, view the show notes or visit clinical connection. UCIhealth.org. Created by
