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Ridwan Shabsigh, Weill Cornell Medical School
Chairman, Department of Surgery, St. Barnabas Hospital (SBH Health System); and professor of clinical urology, Weill-Cornell School of Medicine of Cornell University. Dr. Shabsigh received his medical degree from Damascus University Medical School and did his urology residency training in Germany and the USA. He completed a residency in urology and a fellowship in sexual medicine, urinary incontinence, and urologic prostheses at Baylor College of Medicine in Houston. Dr. Shabsigh is a Fellow of the American College of Surgeons, a Diplomate of the American Board of Urology, and an active member of several professional societies. He is also the president of the International Society of Men’s Health, the president of the Foundation for Men’s Health, and the editor-in-chief of the Journal of Men’s Health.
Prior to joining St. Barnabas Hospital, he worked for 16 years as a urologist and faculty member at the department of urology of Columbia University and 6 years as director of urology at Maimonides Medical Center in Brooklyn, where he grew and more than doubled the urology business at Maimonides Medical Center.
He took on his most recent position as the chairman of the Department of Surgery at the SBH Health System in the Bronx, with the goals of growth and improvement. Over the past 3 years, he led the development of the department toward these goals, with 15 surgical specialties, 2 residency programs and 2 fellowship programs. Under his leadership, the various surgical divisions were restructured, teams were organized, and many new surgeons were hired and on-boarded. A new surgical critical care service was created with a new surgical intensive care unit and a surgical intermediate care unit, staffed by a fellowship-trained surgical critical care team. Dr. Shabsigh led the preparation of the hospital for reaccreditation as a regional trauma center. Subsequently, reaccreditation was successfully granted by the American College of Surgeons and New York State Department of Health. A new vascular lab was opened. A spine center was launched with a multidisciplinary spine care team. Processes and systems were put in place for surgical quality assurance, performance improvement, patient safety and surgical outcomes. Several hospital acquired infections (HAI’s) decreased significantly including surgical site infections (SSI’s). Participation in system-wide population health management was conducted. These accomplishments and others were achieved in close collaboration with other departments and systems. Furthermore, growth and improvement were achieved in an efficient and fiscally-responsible fashion in an environment with tight budgets. Surgical business development was pursued productively, internally and externally.