Endocrine Tumor Program Brings Unparalleled Clinical and Research Expertise Under One Roof

Justin P. Annes, MD, PhD, specializes in rare neuroendocrine tumors called pheo paras.

Endocrine Tumor Program Brings Unparalleled Clinical and Research Expertise Under One Roof

Oh, that’s a very rare disease! sounds like good news, until you’re diagnosed with one. Getting expert care for a rare condition can be difficult indeed. To help ease that burden, Stanford’s Endocrine Tumor program offers one-of-a-kind multidisciplinary care for adults and children with pheochromocytomas and paragangliomas (pheo paras), rare tumors affecting the adrenal glands and surrounding areas that may or may not be cancerous but either way can cause life-altering symptoms. This care comprises diagnosis, treatment, and monitoring of both patients and their families.

The pheo-para program is a standout example of what can be accomplished when highly skilled and knowledgeable people who are deeply dedicated to an oft-overlooked problem come together with a mission. Co-directed by Justin P. Annes, MD, PhD, associate professor of endocrinology at Stanford, and surgeon Electron Kebebew, MD, the program was recently designated a Pheo Para Research & Clinical Center of Excellence by the Pheo Para Alliance (PPA).

A Lonely and Isolating Diagnosis

“When you’re diagnosed with a rare condition, there’s not only an overwhelming sense of I don’t know what to do but also My physicians don’t know what this is, and they don’t know how to treat it,” says Annes. “It’s really isolating for patients to receive a rare diagnosis, and that’s assuming that the diagnosis can even be made, because oftentimes, particularly for pheo paras, the delay in diagnosis is estimated to be around five years.” This delay is due to the rarity of the condition, a lack of knowledge among nonspecialists, and the fact that symptoms mimic much more common diseases, such as hypertension or anxiety. Such delays mean patients go years without appropriate treatment while the tumors grow, some of which are cancerous.

“The most important thing is to have a center of expertise, where patients have a home where they feel that someone understands their disease, can provide information about their diagnosis, and give them that comfort,” says Annes. “Having leadership in surgery and in medicine also empowers the center, because you have multidepartmental collaboration, which extends to pediatrics as well.”

Putting the Pieces Together with Multidisciplinary Expertise

Pheo paras are complex to treat as well as diagnose. Symptoms and management are highly individualized, depending on where the tumor is located. 

“It really requires a collaborative, interdisciplinary team. You need experts across the board, not only in medicine, genetics, and endocrinology, but also in surgery and radiation oncology,” explains Annes. “There are multiple modalities for treatment, like targeted radiopharmaceutical therapy and robot-assisted surgery. It’s really critical that all of these pieces fit together and that your center has all the expertise to really provide patients with the level of knowledge and care that each individual demands. We’ve put that together here.”

Importantly, 35% to 40% of pheo para cases are familial, so truly comprehensive treatment requires the capacity to do genetic testing. The scope of the genetic link has been fully understood for only about a decade, so there is a need to test patients who were diagnosed years ago, along with their families. 

“We really want to provide a home, not only for individuals, but for whole families,” says Annes. “An important effort of our center is to not only look forward, but to make sure all of our patients who are cared for at Stanford receive the highest level of care.”

“The most important thing is to have a center of expertise, where patients have a home where they feel that someone understands their disease, can provide information about their diagnosis, and give them that comfort.” – Justin P. Annes, MD, PhD

Nose-to-Tail Approach

But that’s not all. The Endocrine Tumor program boasts a cutting-edge research team, offering patients access to experimental treatments through clinical trials. They also conduct in vitro and animal research that drives fundamental discoveries into the molecular underpinnings of these tumors, an area of research that typically bears fruit not just for pheo paras but also for other, more common tumors that have similar genetic and molecular drivers. This kind of nose-to-tail expertise, from basic research to experimental therapeutics, with routine clinical care in between, is rarely seen under one roof for any disease.

“We’re providing state-of-the-art care at the highest level, but we also want to be the ones to make the breakthroughs to provide the next standard of care,” says Annes. “That’s where I’m hoping we can attract more interest, people who are committed to seeing Stanford maintain its level of excellence across not only common disease, but rare diseases as well.”

An example is a recently published research paper by Annes and his team on a study of a newly developed gene panel that will help determine whether specific gene variants influence the risk of developing pheo paras. As of now, many genes associated with the disease remain “of unknown significance.”

Increased Visibility Means More Patients, More Collaboration, New Hope

The Center of Excellence designation from the PPA has increased the visibility of the program among pharmaceutical companies interested in developing novel therapeutics. It has also boosted referrals from both patients and physicians, hopefully increasing the proportion of people with pheo paras who receive a timely diagnosis and appropriate treatment.

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Supporting Patients Throughout Their Healthcare Journey

An important goal for Annes and his team is to ensure that patients receive the support they need throughout their healthcare journey. “People undervalue the logistics that patients face when they have a complicated condition like this,” he says. “We have a nurse navigator, who guides patients through the process of their new diagnosis and a very complicated medical system.”

Jill Shugart, 64, of Winters, California, came under the care of Annes after genetic testing revealed that she was at elevated risk for hereditary pheo paras. He identified a growth on her adrenal gland that testing suggested was noncancerous. After several years of monitoring, she elected to have it surgically removed in an abundance of caution, at the recommendation of Annes and Kebebew. Sure enough, it was indeed cancerous, but the surgery appears to have been curative, and she continues to undergo monitoring.

Despite the rarity of her condition, Shugart had to fight with her insurance company and primary care provider through patient advocacy to access the specialized care only available at Stanford. “I am so grateful I was hooked up with Dr. Annes and Dr. Kebebew,” she says. “I felt like I was really being catered to.” After surgery, she asked Annes, “Are we done? Can you keep seeing me?” He said, “Oh, we’re friends for life now.”

“Anywhere in the world I could be, this is where I would want to be – at Stanford,” says Shugart. Had she not been referred to Annes, she speculates, “I wouldn’t have known what I was missing out on. [My previous doctors] may have never caught it. They told me the surgery I had was a very high-risk surgery. I would not have been comfortable doing that at [a nonspecialized center]. When I went into my surgery, I was shocked by how many people were in there. I think I had 27 people on my team.”

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Hoops of Henle

Hoops of Henle

Where Medicine Meets on the Court for Health and Teamwork

At Stanford, the pursuit of health and wellness extends beyond the hospital walls and into the basketball court. Meet the Hoops of Henle, an intramural basketball team formed by faculty and trainees in the Division of Nephrology within the Department of Medicine, where camaraderie, exercise, and a little friendly competition foster a vibrant community.

Founded in the winter of 2008 by several now-longstanding faculty members, including Vivek Bhalla, MD, Glenn Chertow, MD, Richard Lafayette, MD, and Alan Pao, MD, the Hoops of Henle emerged as a creative outlet for a small group of faculty and trainees looking to connect outside the hospital setting. The team’s playful name is a nod to the loop of Henle in the nephron of the kidney, a clever inside joke that reflects the team’s roots in nephrology. “No one else understood, but we laughed at it ourselves because it really was a recreational league,” Chertow adds.

“After every basketball game, I always felt really good — like I had the energy to do more stuff,” shares the former coach, Assistant Professor Tammy Sirich, MD. This sentiment echoes the experiences of other team members who have found that engaging in sports not only boosts physical fitness but also enhances productivity and morale in their demanding medical careers.

“Most importantly, it’s a reminder that all the attendings that you think are so esteemed in their careers are people and humans too,” – Maya Ramachandran, MD

The Hoops of Henle has been a source of stress relief and connection for its members since its inception. The current coach, Clinical Assistant Professor Seolhyun Lee, MD, remarks, “Sometimes you need to really vent the energy or stress that you have to go through every day in the hospital and connect with colleagues outside of work: You know, just talk with our movement, bodies, passing, and shooting.”

As the team continues to grow, it serves as a reminder that the world of medicine is not just about rigorous training, clinical care, teaching, and research; it’s also about teamwork, resilience, and the joy of playing together. “Most importantly, it’s a reminder that all the attendings that you think are so esteemed in their careers are people and humans too,” emphasizes Clinical Assistant Professor Maya Ramachandran, MD, Hoops of Henle team member and a former member of the MIT women’s basketball team, a former resident in internal medicine, and currently a faculty member in Hospital Medicine. 

Since expanding beyond the Division of Nephrology, the Hoops have proved even more successful, securing their first intramural playoff spot last year under Coach Lee’s leadership.

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Stanford Cancer Care, Now in Emeryville

Stanford Cancer Care, Now in Emeryville

Access to less toxic chemotherapy for women with triple negative breast cancer. Psychosocial counseling and cardiac care for men with prostate cancer. An exercise regimen for cancer patients. A multidisciplinary breast cancer clinic. Improved access to high-quality cancer care. 

These offerings, combined with subspecialized care and onsite clinical trials, have become available to a growing number of patients in counties east of the San Francisco Bay in recent years. The services coincide with an increased presence of Department of Medicine faculty at the Stanford Medicine Cancer Center in Emeryville. The academic emphasis was designed to benefit the center’s East Bay patients, and it’s clearly paying off.

One example is patients’ proximity to the many benefits of clinical trials. Previously, patients at Stanford’s multispecialty Emeryville location could participate in clinical trials, but it meant traveling to Palo Alto – a commitment of up to two and a half hours each way with multiple transfers on public transit.

Anjali Sibley, MD, is the director of the Stanford Medicine Cancer Center in Emeryville.

“Good medicine involves providing standard-of-care treatments, but also elevating to include extra things that research and academic institutions can provide,” says Anjali Sibley, MD, clinical associate professor of oncology and director of the Stanford Medicine Cancer Center in Emeryville.

Since opening in September 2020, the cancer center has been a boon to the local community. What began with two oncologists grew to today’s 12 highly specialized providers who treat cancers such as those in the bladder, breast, lung, pancreas, skin, endocrine system, kidneys, and reproductive system. Demand for services has grown steadily – from 544 patients in 2021 to 3,446 patients in 2024. As of July 2025, patients had local access to four clinical trials.

“The complex care we give to cancer patients is hard to do, and we really need to be subspecialists to some extent to be able to deliver that level of care,” says Milana Dolezal, MD, clinical associate professor of oncology and a faculty provider at the center.

Dolezal subspecializes in breast oncology, and Sibley in thoracic oncology. A third faculty provider, Neha Patel, MD, is a clinical assistant professor of oncology with a focus on genitourinary cancers.  

“The complex care we give to cancer patients is hard to do, and we really need to be subspecialists to some extent to be able to deliver that level of care.” – Milana Dolezal, MD (pictured on left)

Transforming from a general cancer center to one delivering specialized and subspecialized quality care was one of Sibley’s goals, and it aligned with the mission of the Division of Oncology.

“That’s why clinical trials and other research activities are so important,” says Sibley. “We are also expanding supportive care management programs for patients, including our exercise oncology pilot study and programming in cancer and menopause.” 

One of the investigations currently available to Emeryville breast cancer center patients is the SCARLET trial. It’s looking at a shorter chemo-immunotherapy regimen without toxic anthracyclines for early-stage triple-negative breast cancer. 

“We are entering an era of ‘de-escalation’ of therapy where we hope to use cancer therapies that are absolutely needed and with less toxicity. We’re seeing if we can omit anthracyclines in the triple-negative space,” Dolezal points out.

“Having these large Phase III cooperative group trials available in Emeryville is so great for the East Bay breast cancer community,” she says.

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Redefining Performance

Redefining Performance

The Power of Empathy in Sports Equity

In the world of sports, traditional performance metrics often emphasize tangible achievements such as speed, strength, and endurance. However, a new approach is emerging that shifts the focus to the intangible aspects of athletic success — namely access, connection, and well-being. At the forefront of this movement is the Sports Equity Lab at Stanford, led by sports and exercise medicine clinician and accomplished athlete Yetsa A. Tuakli-Wosornu, MD, MPH. Her work explores how these humanistic elements can transform the landscape of sports, making it more inclusive, enjoyable, and successful in the long run.

“Sports equity is a new approach to performance that centers empathy,” says Tuakli-Wosornu, who is also an associate professor in the Stanford Prevention Research Center (SPRC) and the lab’s founding director. 

These “invisible metrics” — qualities like trust, inclusion, and mutual respect — are not simply nice to have. Tuakli-Wosornu positions them as core drivers of excellence, influencing how teams function, how individuals thrive under pressure, and how communities experience sports as a whole.

She also emphasizes the unique opportunity that sports provides to shape and guide entire generations. To illustrate, she points to the way children mimic what they see athletes do on the court. “If kids can imitate the half-court jumper [in basketball], why can’t they imitate empathy? Can they imitate team chemistry? Can they imitate an effort to create connections that are real, authentic, purpose-driven, and mission-driven?”

“The feeling that you belong, are in sync with your teammates, or that your coach values you as a human being, not just a human body, can shape experiences and performances.” – Yetsa A. Tuakli-Wosornu, MD, MPH

Tuakli-Wosornu’s research highlights that the socioemotional experiences we encounter in sports — the unifying effect of a team chant or the pride of seeing loved ones in the stands — are just as crucial to performance as traditional metrics. “At the elite level, it’s often the things we feel but can’t see that differentiate outcomes,” she explains. “The feeling that you belong, are in sync with your teammates, or that your coach values you as a human being, not just a human body, can shape experiences and performances.”

Prioritizing the invisible metrics of performance could lead to a more inclusive and effective athletic culture. Reflecting on her own journey, graduate student athlete and Sports Equity Lab member Andrea Kitahata shares, “Sports has given me so much in life. The friendships, the ability to persevere through challenges, the ability to work with other people. And these are all life skills that shouldn’t be denied to people based on socioeconomic status, race, gender, or sexual orientation. It should be something that is accessible to everyone.” 

As the lab develops a strategy to scale, Tuakli-Wosornu believes Stanford, a long-established center of sports leadership and technology innovation, is “the perfect place to develop the tools and technologies to engineer, measure, and then scale something as complex and as human as empathy.” Moreover, she emphasizes that now is the ideal time to explore a new approach to performance grounded in care. “This generation is totally dialed into the essentiality of connection and chemistry. They understand the importance and performance advantage of well-being and belonging as a performance advantage, and that’s the essence of sports equity.”

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Resilience and Resourcefulness

Resilience and Resourcefulness

Lessons From Stanford African Scholars in Global Health

The Stanford African Scholars in Global Health (SASH) program provides valuable insights into navigating recent declines in federal support for global health initiatives. SASH Scholars – drawing from their own experiences as clinicians, researchers, and educators at medical universities in low- and middle- income African countries – emphasize the power of partnership and knowledge exchange to sustain global health programming during times of crisis and uncertainty.

“SASH provides a timely help and opportunity for something very big,” says SASH Scholar Ombeva Malande, MD, of Moi Teaching and Referral Hospital in Kenya, who is using his SASH training and funding to address the growing threat of antimicrobial resistance in Kenya and neighboring countries. His unique and sustainable approach of incorporating an infectious disease fellowship training program alongside a new infection control program will ensure a new workforce of infectious disease doctors who can run the program for years to come, benefiting countries around East Africa. “We will be offering an opportunity to close to half a billion people to have specialists trained to deal with one of the biggest problems we face in health care,” he said.

Rishi Mediratta, MD, and Alemayehu Toni, MD, discuss their partnership to improve childhood vaccine uptake in Ethiopia through the Stanford African Scholars in Global Health (SASH) Program.

Malande is just one of 24 SASH scholars whom Stanford hosted in 2025. The midcareer physician educators and leaders from nine African countries were selected from a highly competitive pool of nearly 450 applicants. SASH scholars, paired with Stanford faculty mentors, engaged in six-week immersive experiences, where they gained new skills and shared their expertise with the Stanford community. Bidirectional learning forms the core of SASH’s unique approach, allowing Stanford mentors and trainees to gain fresh perspectives from SASH scholars while the scholars acquire new skills at Stanford.

Maha Mohamed, MD, a clinical associate professor of medicine–nephrology at Stanford and a mentor in the SASH program, emphasizes the mutually beneficial learning that occurred during her collaboration with SASH Scholar Mary Kubo, MBChB, MMed, a nephrologist from Kenya. As Kubo sought to gain new skills and insights about increasing vaccination uptake to prevent bacterial infections among patients with chronic kidney disease in Kenya, Mohamed was interested in exploring cost-effective approaches for developing a new kidney transplant program in Zambia. Their collaboration through the SASH program fostered a mutual exchange of ideas and best practices, enabling them to learn from each other’s experiences and ultimately strengthen their programs.

“SASH is not just about teaching; it’s about creating a network of collaboration where we can share ideas and strategies that benefit both high-income and low-resource settings,” Mohamed says.

“Our African scholars have greatly enriched the Stanford medical and educational communities this year. In times of scarcity, the lessons we learn from our scholars about resilience and creativity in global health are more important than ever.” – Michele Barry, MD

Mohamed recounts being inspired by Kubo’s lessons about overcoming funding restrictions in Kenya, including negotiating for cost-sharing with the local government and finding a new way to prevent tuberculosis in transplant patients that avoided the costly step of TB testing. “SASH scholars have many important insights to share with Stanford practitioners about creative and cost-effective approaches at a time of reduced federal funding for health care and medical research,” Mohamed says.

Program founder Michele Barry, MD, director of the Stanford Center for Innovation in Global Health, agrees: “Our African scholars have greatly enriched the Stanford medical and educational communities this year. In times of scarcity, the lessons we learn from our scholars about resilience and creativity in global health are more important than ever.”

Throughout their six weeks at Stanford, scholars participated in clinical training, academic exchange, and mentorship, shadowing clinicians and experts at Stanford hospitals, clinics, and labs. They also presented their areas of expertise during a range of events, including Africa Table lectures co-hosted with the Stanford Center for African Studies, along with networking events with groups like the Stanford Graduate Global Health Network for Stanford postdocs conducting global health research and graduate students studying or interested in global health.

Esohe Ogboghodo, MBBS, for example, participated in a Stanford panel on measles outbreaks, sharing Nigeria’s national response and key strategies that the U.S. can adopt to address misinformation and vaccine hesitancy. At Africa Table lectures, Temesgen Abicho, MD, and Alemayehu Teklu Toni, MD, shared lessons learned while maintaining international collaboration during the COVID-19 pandemic – critical partnership lessons that serve us particularly well now at Stanford as the university works to find resourceful ways to accomplish more with less.

Scholar-mentor pairs like Ombeva Malande, MD, and Cybele Renault, MD, meanwhile, exemplify the fact that the most sustainable programs are developed in partnership. Renault’s preexisting working relationship with Malande’s teaching hospital facilitated trust and connections that have enabled the collaboration to flourish.

After their time at Stanford, scholars returned to their academic institutions with additional funding from Pfizer and ongoing virtual Stanford faculty mentorship to conduct yearlong quality improvement projects, ensuring that the spirit of collaboration and learning, along with the impact on patient health in Africa, endures long after their visit.

For instance, Nahom Teshager, MD, associate professor of pediatrics at the University of Gondar in Ethiopia, is applying his SASH experience to address a pressing challenge: reducing neonatal hospital-acquired infection and sepsis-related mortality in Northwest Ethiopia. With a targeted goal of reducing neonatal hospital-acquired infection by 30% in 12 months, his work is already contributing to systems-level change.

For Malande, SASH’s emphasis on true partnership and collaboration between countries in the Global South and North has restored a sense of hope in the world, despite the current climate of global uncertainty and insecurity.

“Stanford is providing that star that we can use if and when we think the light at the end of the tunnel has been shut off,” he said.

SASH scholar-mentor pairs like Ombeva Malande, MD, and Cybele Renault, MD, (left to right), exemplify the fact that the most sustainable programs are developed in partnership.

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