On January 31, 2026, at the Stand Up To Cancer Innovation Summit, I presented three recommendations intended not as incremental adjustments, but as structural corrections to a system that has tolerated delay for far too long  .

Individually, each recommendation addresses a material weakness in the pediatric brain tumor ecosystem. Together, they form an integrated operating framework—aligning biology, data, and capital around accountability, speed, and measurable patient impact.

This is not a call for refinement. It is a call for reset.

1. Replace Escalating Cytotoxicity with Tumor Behavior Modulation

Glioblastoma is not a simple malignancy. It is defined by molecular heterogeneity, intratumoral plasticity, adaptive resistance, immune evasion, and rapid recurrence.

Conventional approaches—dependent on blood–brain barrier–penetrant alkylating agents—deliver modest tumor exposure while imposing profound systemic and neurocognitive toxicity. After four decades of limited durability, continued reliance on highly toxic, low-yield regimens is biologically mismatched to the disease and increasingly difficult to defend.

A more rational strategy is to modulate tumor behavior rather than escalate cytotoxicity.

That includes:

• Immune-based strategies that overcome GBM’s immunosuppressive microenvironment
• Pathway-specific induction of apoptosis targeting dysregulated survival signaling
• Anti-angiogenic approaches disrupting aberrant vascular networks that enable proliferation and invasion

These strategies prioritize specificity, durability, and reduced collateral damage.

Accordingly, Summit RFAs and associated funding eligibility should explicitly require prioritization of nontoxic, behavior-modulating strategies, replacing continued investment in highly toxic legacy regimens.

Scientific rigor demands it. Ethical responsibility requires it.

2. Elevate Research Data to Financial-Grade Standards

Breakthrough discovery is increasingly dependent on high-quality, interoperable, and governed data. Yet cancer research data remains fragmented, inconsistently structured, and insufficiently governed.

In financial markets, decisions involving billions of dollars rely on standardized, auditable, board-level-governed data. Cancer research—where the stakes are measured in children’s lives—demands no less.

Research data should meet financial-grade standards across four dimensions:

Completeness & Standardization

Clinical, molecular, imaging, outcome, and longitudinal data must be comprehensive, harmonized, and structured for cross-institutional analysis.

Accuracy & Auditability

Clear provenance, version control, and validation processes must allow independent verification, mirroring financial audit requirements.

Governance & Accountability

Data stewardship must be elevated to board-level oversight with named executive accountability and enforceable controls.

Transparency & Timely Disclosure

Data should be shared responsibly and promptly; delayed or incomplete disclosure distorts decision-making and slows discovery.

Until research data is treated with the same seriousness as financial reporting, the ecosystem will continue to tolerate fragmentation, bias, and preventable delay.

Lives depend on data quality. Governance must reflect that reality.

3. Establish Community-Wide Governance of Fundraising and Reserves

Rare diseases operate under constraints of time, patient population, and data scarcity. In that environment, capital efficiency becomes a determinant of survival.

Uncoordinated fundraising and excessive reserve accumulation represent systemic friction—slowing discovery, fragmenting effort, and diluting impact.

To accelerate progress, the pediatric research community should adopt formal governance standards for fundraising and reserve practices, including:

• Transparent fundraising principles aligned with near-term, mission-critical research objectives
• Reasonable, disclosed limits on reserve accumulation
• Regular public reporting on reserves, fundraising efficiency, and deployment toward measurable patient impact
• Incentives that reward rapid and responsible conversion of philanthropic dollars into shared data and therapeutic advancement

Strong governance of fundraising is not restriction—it is discipline. It ensures that every dollar raised moves toward cure, not institutional comfort.

In a field where patients cannot wait and no single institution has sufficient scale to succeed alone; capital must move with urgency.

An Integrated Framework for Cure

Individually, these recommendations address science, data, and capital.

Collectively, they align the system.

• Biology drives therapeutic strategy.
• Data fuels discovery and AI-enabled insight.
• Capital accelerates execution and collaboration.

When one pillar is weak, progress stalls. When all three are governed with rigor and aligned around outcomes, acceleration becomes possible.

Following the Summit, SU2C will issue an RFA and assemble a dedicated Dream Team with the potential to cure malignant gliomas. That effort must be anchored not only in exceptional scientists, but in exceptional standards.

The pediatric brain tumor community does not lack intelligence.

It does not lack commitment.

It does not lack funding.

What it has lacked is structural alignment.

That alignment is achievable.

And now, it is non-negotiable.

IT’S CHILDHOOD CANCER AWARENESS MONTH

HERE’S WHAT MATTERS MOST!

Pediatric glioblastoma is among the most lethal and devastating childhood cancers. My family has lived this journey Documentary Film.mov – Google Drive

The truth is stark: progress has been painfully slow—not for lack of brilliant scientists or promising technologies, but because too many institutions choose competition over collaboration.

Prestigious centers are hoarding patient data, research findings, and funding. Some are even diverting scarce dollars away from hospitals that urgently need support, while building financial reserves far beyond what is required.

The result? Duplication of effort. Fragmented silos. Wasted time. Vast regions of the country without adequate resources. And while institutions protect their turf, children continue to die from a disease that has seen little meaningful progress in decades.

Over the past 50 years, billions of dollars and countless hours have been invested. Yet the return on that investment has been negligible. The culprit is clear: a siloed culture that donors have—often unknowingly—funded. We all know what must change.

If a cure is to be found, collaboration and transparency must replace competition and concealment. Institutions must explicitly commit to collaboration in their mission statements. This demands a culture shift—and donors have the leverage to make it happen.

What You Can Demand as a Donor:

• Open Data Sharing – Require institutions to share patient and research data without delay or restriction.
• Collaborative Trials – Expand access for families by insisting on multi-institutional clinical trials.
• Collective Investment – Direct funding toward shared infrastructure—biobanks, genomic commons, AI platforms—where every dollar multiplies impact.
• Accountability – Ensure donor intent is honored; funds must advance cures, not inflate reserves.

Every child lost is a reminder that fractured efforts cost lives. A cure will not emerge from one laboratory or one hospital; it will come only from a unified front.

Your investment is precious. Make it count—insist that it fuels collaboration, transparency, and urgency. Together, we can demand results. Make your pledge below.

Click to sign the Donor Pledge for Collaboration in Pediatric Brain Cancer Research

CHILDHOOD CANCER AWARENESS MONTH DONORS

IT’S CHILDHOOD CANCER AWARENESS MONTH

RESEARCH INSTITUTIONS ARE THE BARRIER!

NOT THE RESEARCHERS

Pediatric glioblastoma remains one of the most devastating childhood cancers. My family has lived this journey Documentary Film.mov – Google Drive

The greatest obstacle to progress is not science or technology—it is culture. Too many prestigious institutions hoard data, guard funding, and even divert resources from hospitals that struggle to meet the needs of their patients. The result: duplication, silos, wasted resources, and entire regions left without adequate care. While institutions protect their turf, children are dying from a disease that has seen little meaningful progress in decades.

Why Change Is Non-Negotiable

• Rarity demands scale. No single center sees enough cases or holds enough data to solve this disease. Only pooled knowledge and shared resources can yield statistically valid insights.
• Collaboration accelerates progress. Unified trials and infrastructure reduce duplication, broaden patient access, and generate results in years—not decades.
• Resources are scarce. Every dollar consumed by competition or redundant effort is a dollar not spent advancing cures. Shared platforms ensure maximum impact.
• Mission must outweigh prestige. Institutional rivalries cannot be allowed to determine life-or-death outcomes for children.

For fifty years, billions of dollars and countless hours have been invested with negligible return. Progress has been stalled not by lack of ability, but by a siloed, protective culture. We know what must be done:

• Open, unrestricted data sharing across all centers.
• Shared infrastructure for biobanks, genomic data, and AI platforms.
• Joint clinical trials that expand access and accelerate results.
• Transparent research sharing to prevent duplication and expand the data pool.
• Equitable funding distribution that strengthens resource-limited hospitals.

If a cure is to be found, collaboration and transparency must replace competition and concealment. Every institution should embed transparency and collaboration in its mission.

The Path Forward

Change will not occur by good intentions alone. Institutions are unlikely to move independently. What is required is a pediatric glioblastoma summit—a forum where leaders agree on principles, establish timetables, and commit to implementation.

Childhood Cancer Awareness month is the time for each institution to pledge their support for such a summit; a summit that will knock down barriers, one that will advance collaboration, transparency, and urgency. Make your pledge below.

Click to sign the Institution Pledge to Drive Collaboration and Transparency

CHILDHOOD CANCER AWARENESS MONTH RESEARCHERS

Bridge To A Cure’s reimagined approach to childhood brain tumor cancer was presented to the National Cancer Institute on October 5, 2017. The core imperatives driving the approach are:

• Data: Fuel a robust, multiomic brain tumor data ecosystem shared freely among all researchers globally.
• AI: Employ generative AI (artificial intelligence) throughout the research process.
• Nontoxic Treatments: Develop nontoxic treatments that target pediatric brain tumor cancer cells via the immune system, angiogenesis or apoptosis.

Thanks to NCI’S support and advocacy, this approach has been enthusiastically embraced by the broader pediatric cancer community, with our partners at the Children’s Brain Tumor Network (CBTN) leading the pack.

The team at CBTN, led by Dr. Naqvi, leveraging data and AI has successfully found a solution to targeting tumor cells without harming normal brain cells. This was just published by the Cell Report, a prestigious research journal that publishes meaningful breakthroughs that the entire research community has open access to.

Scientists studying aggressive childhood brain tumors (pediatric high-grade gliomas, or pHGGs) face a problem: there aren’t many unique “flags” on the tumor cell surface that can be targeted by treatments without harming normal brain cells.

To find new treatment targets, researchers looked at the differences in how cancer cells and healthy brain cells read and edit genetic instructions. They noticed that in tumor cells, some tiny bits of genetic code—called microexons—were missing from certain outer-layer proteins. Many of these proteins help nerve cells connect and talk to each other, including one called NRCAM.

NRCAM is a protein that sits on the surface of nerve cells and acts like Velcro, helping them stick to and communicate with each other so the brain’s wiring works properly.

In nearly every tumor sample tested, two specific microexons (numbers 5 and 19) were missing from NRCAM. This altered version of NRCAM wasn’t just different—it was critical for the tumor’s ability to spread and grow. When researchers made an antibody that specifically recognized this altered NRCAM, they could “mark” the tumor cells. Then, specially engineered immune cells were able to find and destroy them.

This discovery suggests that the altered form of NRCAM—and possibly other similar proteins—could be highly precise targets for new cancer treatments that train the immune system to attack only the tumor cells.

Leadership Position to save the lives of children remains open.

Childhood brain cancer is not just the leading cause of cancer-related death in children—it is a catastrophic disease that leaves few survivors, and those who do survive often carry lifelong physical and cognitive burdens. With only 5% surviving long-term, it is clear the system is failing our children. It’s time for a radical shift in how we approach research. And that shift must be led by an organization deeply imbedded within the pediatric brain tumor cancer community. the Children’s Oncology Group (COG), with strategic support from the Children’s Brain Tumor Network (CBTN), Pediatric Brain Tumor Consortium (PBTC), and Pediatric Neuro-oncology Consortium (PNOC).

The Urgency: One Disease, One Mission

Bridge To A Cure Foundation’s mission is clear: reduce childhood cancer deaths by 50% by 2030. To do that, we are focusing on childhood brain tumors—the deadliest form of childhood cancer. If we solve this, we will not only save lives but also unlock new frameworks and treatments applicable to other childhood cancers.

But success depends on transforming the research model.

For eight years we have been the proponent of a collaborative, data-driven initiative that brings together the best scientific minds and most advanced technologies—particularly artificial intelligence and multi-omic data sharing—to develop nontoxic, immune-based treatments that target pediatric brain tumors through apoptosis (programmed cell death), angiogenesis (disruption of blood supply), and immunotherapy.

Community wide leadership urgently needed.

In our April Blog, we proposed NCI to assume that leadership. We hope that they are in the process of assessing this possibility given the uncertainty facing the future of organizations and departments within the National Institute of Health.

The good news is that that childhood brain tumor community is rich in talent. Below are five other organizations that individually or collaboratively could lead this initiative.

Stand Up 2 Cancer Foundation

1. Track Record of Accelerating Breakthroughs

SU2C has redefined how cancer research is funded and organized—by breaking down barriers, promoting team science, and demanding accountability. Their “Dream Team” model has revolutionized adult cancer research and could be game-changing if coupled with Bridge to a Cure’s pediatric brain tumor approach.

2. Unmatched Fundraising Power

SU2C has raised hundreds of millions of dollars and garnered support from media giants, major donors, and the public. Pediatric brain cancer research has historically lacked adequate visibility and funding. SU2C can change that overnight.

3. National Platform and Cultural Reach

SU2C’s media partnerships and televised fundraising campaigns have made cancer a national conversation. By elevating pediatric brain cancer to a priority, SU2C can spark a groundswell of support and resources that smaller nonprofits cannot generate alone.

4. Neutral Convener of Stakeholders

SU2C has the credibility and reach to bring together the National Cancer Institute, pharmaceutical companies, major hospital systems, and top researchers. They can help align interests and focus efforts around a single, high-impact goal: curing childhood brain cancer with nontoxic treatments.

The Children’s Oncology Group?

COG is uniquely positioned to lead this initiative for several reasons:

1. Unparalleled Reach: COG is the world’s largest organization devoted exclusively to childhood and adolescent cancer research, with over 200 member institutions. It provides access to thousands of patients and a nationwide infrastructure capable of rapidly piloting and scaling promising discoveries.

2. Clinical Trial Authority: COG conducts the majority of clinical trials for pediatric cancer in North America. Its experience in designing, managing, and analyzing clinical trials ensures scientific rigor and regulatory compliance—essential for any nontoxic, immune-based therapy to reach patients quickly and safely.

3. Centralized Coordination: A mission of this scale cannot afford fragmentation. COG has the credibility and organizational capacity to unify

stakeholders and eliminate duplication of effort, ensuring that data, talent, and funding are used efficiently.

Either of the Three Childhood Brain Tumor Networks/Consortiums

· Children’s Brain Tumor Network (CBTN)

A global leader in pediatric brain tumor biospecimen and data collection, CBTN has built one of the largest open-access data platforms for childhood brain cancer. Their data-sharing ethos and advanced infrastructure make them the ideal engine for fueling the AI and multi-omic components of this initiative.

· Pediatric Brain Tumor Consortium (PBTC)

PBTC brings decades of expertise in early-phase clinical trials for pediatric brain tumors, especially in testing novel therapeutics. Their strength lies in translating lab discoveries into clinical applications quickly and safely.

· Pediatric Neuro-oncology Consortium (PNOC)

PNOC excels in precision medicine and individualized treatment protocols, often incorporating patient and parent input. Their experience with decentralized trials and personalized approaches will ensure that therapies are adaptable, humane, and impactful.

The Vision: From Silos to Synergy

Each of these groups is doing important work. But we are at an inflection point. A fragmented landscape will not save lives at scale. We need synergy, not silos. Any one of the above candidates could serve as the conductor of this symphony of science—coordinating data, trials, resources, and talent to achieve what none of these organizations can do alone: cure pediatric brain cancer with nontoxic therapies by 2030.

This isn’t just a hope. It’s a plan. And with the leadership from within the childhood brain tumor community, it’s a future we can build—together.

Bridge To A Cure Foundation: Mission-Driven. Data-Powered. Child-Focused.

Pediatric brain tumors are the leading cause of cancer-related death in children, yet the fight against them remains disjointed, underfunded, and often siloed.

Despite decades of dedicated work by researchers, nonprofits, and institutions, meaningful progress remains painfully slow. The field is fractured—research institutions compete for limited grants, nonprofit organizations pursue parallel but uncoordinated initiatives, pharmaceutical companies struggle to justify investment in small patient populations, and the National Cancer Institute (NCI) is constrained by both bureaucracy and budget cuts. The time has come to confront a simple truth: no single stakeholder can solve this crisis alone. Only through robust collaboration and transparent resource sharing can we deliver real breakthroughs for the children and families who need them most.

Our March blog proposed a course of action to address the issues and secure the opportunities now facing the community. What’s needed now is leadership.

The biology of pediatric brain tumors is staggeringly complex.

With over 120 distinct types, these tumors demand a research approach that is not only comprehensive but also deeply integrated across disciplines and sectors. Yet too often, valuable data—genomic profiles, imaging libraries, treatment response patterns—are locked within institutional firewalls or scattered across disconnected databases. This fragmentation slows discovery, stifles innovation, and leads to duplicated efforts that waste precious time and funding.

Nonprofit organizations, often born from grief and driven by passion, have been instrumental in raising awareness and funding research. However, their impact is limited when they work in isolation or without clear alignment with the most promising scientific pathways. The same is true for academic institutions pursuing individual breakthroughs without benefiting from shared preclinical models, data ecosystems, or patient registries.

Meanwhile, pharmaceutical companies face immense economic and regulatory challenges in pediatric oncology, where patient numbers are small and trials are difficult to design. Yet their expertise in drug development and capacity for large-scale manufacturing remain vital to the pipeline of new treatments. Unlocking this potential requires trusted, strategic partnerships that de-risk participation and emphasize shared value rather than market size.

At the center of it all, the NCI has both the mandate and the opportunity to act as a unifying force. Through targeted funding mechanisms, policy leadership, and support for open science platforms, the NCI can foster the kind of infrastructure that connects these silos—bringing researchers, funders, and industry together under a common purpose.

Collaboration is not a feel-good ideal. It is a strategic imperative.

Imagine a world in which clinical trial designs are harmonized, where AI analyzes unified multi-omic datasets to find patterns invisible to the human eye, where redundant projects are merged to scale promising discoveries faster. Imagine a single, global pediatric brain tumor data common, accessible to every scientist committed to a cure. This is not science fiction. It is entirely within reach—if we choose to work together.

The urgency could not be greater.

Every day, families hear the words “inoperable,” “incurable,” or “no further options.” These children deserve more than incremental progress. They deserve a bold, coordinated strategy that maximizes every dollar, every dataset, and every ounce of knowledge we possess. To honor them, we must put aside institutional pride, dismantle silos, and build a true alliance—one defined not by competition, but by collaboration in service of a cure.

But what if NCI is not up for the challenge, or denied the opportunity by the White House? The May blog will offer another option.

The childhood cancer landscape is changing and changing fast. The National Institute of Health (NIH), a lifeline for the childhood cancer community has depended upon since 1930, is facing serious cutbacks.

The NIH 2025 budget is $54 billion and employs over 50,000. There are 21 health related institutions within the NIH of which the National Cancer Institute (NCI) is one. The NCI 2025 budget is $7.2 billion and employs 3,500. At risk are the following:

· Research Grants………..$3.2 billion

· Other Grants…………….. . 6 billion

· Research Centers………. . 6 billion

· R&D Contracts………….. . 9 billion

· Intramural Research….. 1.3 billion

· Management/Other….. .6 billion

Total………………..$7.2 billion

Where and to what extents there will be cuts is uncertain.

Understandably the community is upset, confused, disappointed and angered. While efforts to save NIH are underway, they are unlikely to be successful.

The potential magnitude of this loss is enormous, all the more reason that the community must plan now for the worst-case scenario. It needs to do what best-in-class industries and organizations do when their business is at risk – reengineer. The good news is that the pediatric brain tumor cancer research community has already started.

Research Approach Reengineered

What was accomplished in a short period of time was encouraging; the optimism for saving lives elevated to the highest level ever.

· They began by identifying the issues that were barriers to discovery.

· Next, they pinpointed the root causes of these barriers.

· From these learnings a plan was developed and implemented that transformed the pediatric brain tumor research community’s approach to research from siloed to collaborative, from data starved to data driven, from limited analytics to powerful algorithms, from a reliance on highly toxic treatments to an accelerating flow of innovative nontoxic treatments.

We now need a community-wide effort.

Pediatric Cancer Brain tumor Community Reengineered

The truth is that the pediatric brain tumor community has needed reengineering for decades. While resistant to change for years, it can no longer afford to be. We must remember that it is the lives of children we are fighting to save, not our own.

The community must now embrace change and engage in a community-wide reengineering initiative. One that will leverage the community’s collective resources and eliminate inefficient and ineffective practices; one centered around a culture of collaboration and focus.

Below is a process to do just that; one that will require representation from each sector of the pediatric brain tumor community.

Step 1: Issues identified 4/1/25

• Current:
  • Within each sector
  • Across sectors
• Resources eliminated from NIH/NCI

Step 2: Reengineering principles agreed

• Establish a community-wide mission; one that is audacious and measurable: To cut the childhood brain cancer death rate 50% by 2030.
• Embrace a set of research imperatives
  • Invest/contribute to a Comprehensive Brain Tumor Database: Expand and leverage an open-access database for global researchers to accelerate discovery.
  • Leverage Generative AI: Integrate artificial intelligence across the research process to enhance speed, accuracy, and innovation.
  • Develop Nontoxic Treatments: Focus on therapies that utilize the body’s immune system, angiogenesis, and/or apoptosis to target cancer cells.
• Commit to a set of unification imperatives:
  • Collaboration: Pooling resources, research, data, and funding to maximize impact.
  • Focus: Concentrating resources on fewer, high-impact initiatives to ensure greater progress.

Step 3: Plan Developed

• Multi sector leadership team formed.
  • Children’s Oncology Group
  • Research Institutions
  • Each of the three Pediatric Brain Tumor Networks/Consortiums
  • Large Nonprofits
  • Smaller Nonprofits
  • Pharmaceutical Companies
  • AI companies
  •  NCI/NIH
• Planning session
  • Leader from above group recruited
  • Consulting firm with extensive experience engaged
  • Executive planning team enlisted
  • Plans for multi sector leadership team completed.
  • Logistics finalized

A more detailed version of the above proposal has been submitted to a few select organizations that are well positioned to take a leadership role. I will report progress as it materializes.

Our January blog announced that the time had come for the pediatric childhood community to rally behind a common goal: to reduce childhood brain cancer deaths 50% by 2030. This requires the full engagement of the entire pediatric cancer community, with a collective commitment to three strategic imperatives:

· Create a Comprehensive Brain Tumor Database

· Leverage Generative AI

· Develop Nontoxic Treatments

Realizing these strategic imperatives will require a fundamental shift in the culture of the pediatric cancer community, centered around:

· Collaboration: pool /share research initiatives, resources, data and funding.

· Focus: harness more resources behind fewer initiatives.

An overview of the pediatric cancer brain tumor community follows:

· Research Sector: This includes all pediatric cancer research institutions that are not part of the private sector. From a planning perspective, it is important to note that five of the organizations account for most of the research while two hundred institutions belong to the Children’s Oncology Group.

· Nonprofits: It is estimated that 50% of pediatric cancer research funding comes from nonprofits. This sector can be divided into two categories:

•  The ten largest nonprofits that account for 80% of pediatric cancer research funding.
• Smaller nonprofits that are members of a pediatric brain tumor coalition or network.

· Public Sector: Principal participants are federal government entities, the National Cancer Instititute (NCI Funding/Policy and Cancer Research Centers), National Institutes of Health (NIH), Food & Drug Administration (FDA), and Legislators. While NCI manages the bulk of the load, each department is important.

· Private Sector: there are two primary segments, pharmaceuticals and technology (tech) companies.

• Pharmaceutical Companies: historically, this industry’s participation has been limited in the pediatric space. Recent legislation now requires a greater contribution and involvement by applying learnings from adult brain tumor research.
• Tech Companies: Companies involved with artificial intelligence (AI) can play a transformative role in accelerating the pace of pediatric brain tumor cancer discovery through data analysis, precision medicine, and more.

In the following blogs of this series, we will outline the expectations from each sector within the pediatric cancer brain tumor community.

Despite over 40 years of research and billions of dollars in investment, progress in pediatric cancer research has not met expectations. Continuing with past strategies will likely result in further disappointment.

A new, bold approach is required—one that unites the research, nonprofit, public, and private sectors around a shared mission: to reduce the childhood cancer death rate 50% by 2030 through a collaborative approach to cure pediatric brain tumor cancer.

We propose focusing on pediatric brain tumors as the initial target to pilot this new approach. This will serve as a model for tackling other pediatric cancers in the future. Achieving success will require full engagement from the entire pediatric cancer community, with a collective commitment to three strategic imperatives and a cultural shift in how we approach research.

Imperatives:

· Create a Comprehensive Brain Tumor Database: Develop an open-access database for global researchers to accelerate discovery.

· Leverage Generative AI: Integrate artificial intelligence across the research process to enhance speed, accuracy, and innovation.

· Develop Nontoxic Treatments: Focus on therapies that utilize the body’s immune system, angiogenesis, and/or apoptosis to target cancer cells.

Cultural Change:

Realizing these strategic imperatives will require a fundamental shift in the culture of the pediatric cancer community, centered around:

· Collaboration: Pooling resources, research, data, and funding to maximize impact.

· Focus: Concentrating resources on fewer, high-impact initiatives to ensure greater progress.

The pediatric cancer community has faced decades of stagnation—marked by disappointments and a lack of visionary leadership. But with this new approach, we have an opportunity to change the course of the future. This is the approach to Fulfilling the Promise made over 40 years ago.