With another Vascular Annual Meeting (VAM) in the books, that means the flag unfurls on a new presidential year. And that means Philadelphia-based vascular surgeon Keith Calligaro, MD, now leads the Society for Vascular Surgery (SVS) as president. And Calligaro, who brings decades of experience to the role, has outlined a clear vision for his year at the helm, and he has his sights fixed on helping address some of the key areas of priority for vascular surgery and the SVS.
“At the end of the year, I want our members to reflect on the projects we have completed or at least made significant progress on. To me, this will be the measure of our success in achieving our priorities,” he tells Vascular Specialist after the conclusion of VAM 2025 in New Orleans (June 4–7).
Calligaro’s presidency comes at a pivotal time for the SVS, as the organization continues to evolve in response to changes in healthcare delivery, technology and growing membership. He says three key initiatives will define his term: a resolution on the current deliberations regarding the optimal model for the Vascular Surgery Board (VSB), promoting the uptake of the Vascular Verification Program (VVP), and engaging in strategic realignment and rebalancing of the SVS’ primary efforts.
“One of the biggest lessons I’ve learned is the value of getting input from others,” he explains. “I always like to hear different perspectives, especially on controversial issues. It helps shape my thinking.”
He highlights the importance of having a clear structure and a sense of accountability in leadership roles. His approach to leadership and oversight emphasizes discipline and the establishment of deadlines—without these elements, tasks often remain unfinished, he says. Transparency and accountability are principles he consistently aims to instill in the teams with which he collaborates, and this will continue in the SVS.
The SVS has recently completed an assessment of the pros and cons of supporting the current VSB within the American Board of Surgery (ABS) or moving toward the establishment of a free-standing—or independent—board for vascular surgery. After a year of deliberation, the task force presented survey results at VAM 2025, indicating a near-even split among members’ opinions. Calligaro aims to provide further clarity on this issue, recognizing the members’ desire for a resolution on what the SVS Executive Board (EB) recommendation will be. He plans to finalize a governance decision during the EB retreat at the end of July. The EB will communicate the decision to members shortly thereafter. Calligaro emphasizes that the rapidly evolving healthcare environment requires flexibility and adaptability. Therefore, any decisions made at this moment will likely require ongoing monitoring, he says.
The VVP, developed in collaboration with the American College of Surgeons (ACS), aims to recognize hospitals and outpatient centers as vascular centers of excellence. Calligaro notes that participation has lagged since the program’s establishment.
To address this issue, Calligaro plans to schedule meetings and set deadlines with the Strategic Board of Directors (SBOD), comprising approximately 30 members, as well as with centers that have a high volume of participation in the Vascular Quality Initiative (VQI) registry. These discussions will focus on providing strategies for applying for the program.
With the SVS’ rapid growth over the past decade and projections to reach close to 8,000 members by 2030, Calligaro believes the time is ripe to reassess the organization’s top-most priorities, as well as its volunteer and staff support structure. “We’ve expanded significantly, but our members have likely hit their limit regarding increases to dues going forward, and we can’t expect ever-increasing support from the same group of loyal sponsors,” he says. “We need to prioritize and streamline our efforts to ensure sustainability while we also explore expanding the pool of potential sponsors and seek new sources of revenue.”
Calligaro plans to address the growing demand for vascular surgeons, particularly in underserved areas. He points to the SVS Foundation’s Vascular Care for the Underserved (VC4U) program, which supports research and workforce development in less populated regions. “About 50% of trainees stay where they train, so we need to be strategic,” he explains. “We’re also exploring telemedicine as a way to extend care and expertise to remote areas.”
As vascular surgery continues to evolve, Calligaro underscores the need to support mid-career surgeons. “We must be open-minded and adaptable,” he says. “Through the Clinical Practice Council and simulation-based learning, the SVS is working to optimize education and help surgeons stay current.”
So, what is his vision for his presidency? “Transparency,” he responds. “I want members to know what we’re doing and why. Even if there’s disagreement, we must speak with one voice and always act in the best interest of the Society,” he adds. “I hope people will say that I—and the Executive Board—did our best to serve the vascular community with honesty, openness and a commitment to excellence.”
