As digital pathology continues to revolutionize diagnostic workflows and research, the Digital Pathology Association (DPA) plays a pivotal role in shaping this transformation. Here, we hear from leaders of the DPA about its collaborative work to shape the future of diagnostics and what the association means to them.
Scott M. Blakely, President at DPA and Business Development Manager, Whole Slide Imaging and Digital Pathology, Hamamatsu Corporation.
Matthew Hanna, President-Elect at DPA and Vice Chair of Pathology Informatics, UPMC.
Chhavi Chauhan, Treasurer at DPA and Executive Director, OPEN
Orly Ardon, Secretary at DPA and Director Digital Pathology Operations, Memorial Sloan Kettering Cancer Center.
Junya Fukuoka, Immediate Past President at DPA and Professor & Chair, Department of Pathology Informatics, Nagasaki L Chair, Department of Pathology, Kameda Medical Center.
Michael Rivers, DPA Foundation President and Vice President & General Manager, Mountain View, Roche Tissue Diagnostics.
For readers who may not be familiar, how would you describe the core mission of the DPA?
Scott M. Blakely: The DPA’s core mission is to advance the adoption of digital pathology as an integral component of digital health care. The DPA works to achieve this by bringing together stakeholders – including regulatory agencies, vendors, health care professionals, and patients – to help streamline regulatory pathways and support the development and refinement of standards.
The organization also promotes interoperability as a global priority, provides educational resources to support implementation, strengthens collaboration with allied societies, and highlights patient journeys to demonstrate the impact of digital pathology on clinical outcomes.
What drew you to become involved with the DPA, and what keeps you motivated?
Chhavi Chauhan: In 2019, I was introduced to digital and computational pathology for the first time. To better understand the field, I attended my first PathVisions, the DPA’s annual meeting, in Orlando. Over the course of those three days, it became clear that the DPA is a welcoming community of stakeholders and leaders committed to advancing digital pathology to improve patient care.
Following the meeting, I was motivated to become involved in this collaborative and forward-looking community. Over the years, I have participated in several DPA initiatives through the Education, Membership, Program, and Creative Content Committees, as well as the Regulatory & Standards Task Force. Contributing to these efforts has been both rewarding and professionally meaningful.
Working alongside global experts to support patient engagement and promote the adoption of digital pathology continues to be a strong source of motivation. The DPA remains a central organization in advancing digital pathology and advocating for its integration into modern patient care.
Is there a moment from your work with the DPA that made you feel especially proud or hopeful about the future of diagnostics?
CC: There have been many proud moments during my time with the DPA, but a few stand out. One was surpassing the milestone of 4,000 DPA members – a reflection of the growing momentum behind digital pathology. Another came just days ago, when I learned that a concept paper I led on “Standards in Digital Pathology,” developed through extensive collaboration with stakeholders across the field, was accepted for publication in the Journal of Pathology Informatics. Both moments highlight the progress and collective effort driving the discipline forward.
Orly Ardon: Global adoption of digital pathology has progressed cautiously, in part due to concerns about upfront infrastructure costs and uncertain financial returns. To address this, the DPA developed an online return-on-investment (ROI) calculator – the first commercial bias-free tool of its kind – to provide a customizable, evidence-based framework for assessing the financial and operational impact of digital pathology implementation.
The calculator is designed to move organizations beyond anecdotal benefits and toward data-driven investment decisions. It enables pathologists, laboratory leaders, executives, and finance teams to evaluate potential return on investment, align clinical transformation with business objectives, and build a structured, defensible business case for adoption.
The development of the tool was later detailed in a publication that also highlights the operational and strategic complexity involved in digital pathology transformation.
How does the DPA collaborate with regulatory bodies, healthcare institutions, or industry stakeholders to shape the future of diagnostics?
SB: Through its standing committees and Task Forces – including Education, Patient Engagement, Membership, Reimbursement, Program, Creative Content/Outreach, and the Regulatory and Standards Task Force – the DPA maintains ongoing dialogue with various agencies, institutions, leaders in healthcare and patients to ensure balanced committee representation, bringing together diverse perspectives from across the field. This collaborative approach supports the development of more unified, practical proposals aimed at advancing digital pathology and improving patient care.
Can you share an example of how DPA-led efforts have directly benefited patient outcomes or improved clinical workflows?
Michael Rivers: One of the DPA’s most significant achievements was convening a broad group of industry and professional stakeholders to help shape the regulatory framework for digital pathology in primary diagnosis in the United States, which is now part of standard practice. These efforts provided greater clarity for manufacturers and helped support the expansion of clinical adoption of digital pathology both in the US and internationally.
How does the DPA support the translation of emerging technologies into everyday clinical use?
MR: The DPA is uniquely structured to bring together industry innovators and pathology professionals in a collaborative environment. Developers of whole slide imaging, storage solutions, image management software, and AI-based image analysis tools, work alongside laboratory professionals, pathologists, and scientists to advance the adoption of digital pathology.
This collaboration positions the DPA as a leading resource for information on implementation, validation, and clinical integration. The organization provides educational content through webinars, white papers, blog posts, a podcast, and a range of online tools.
In addition, the annual Pathology Visions conference serves as a major global meeting focused on digital pathology. It features a broad range of vendors and offers educational programming that addresses both research developments and clinical applications.
How important is peer-to-peer education and knowledge within the digital pathology space, and how does the DPA foster that community?
SB: The DPA fosters a proactive, supportive environment in which members exchange insights and experiences, extending beyond the simple transfer of information.
This collaborative culture enriches membership by encouraging open dialogue and thoughtful debate, allowing diverse perspectives to inform the DPA’s central mission: advancing digital pathology as an integral part of the broader digital health ecosystem.
What kind of behind-the-scenes work does the DPA do that readers might not be aware of?
CC: The DPA plays an active role in advancing discussions related to digital pathology adoption, many of which become visible only after significant progress has been made. The Education Committee regularly identifies timely topics of interest to stakeholders, resulting in a steady stream of white papers and concept papers. I have had the opportunity to contribute to several of these initiatives, which have led to publications supporting cross-industry collaboration across the digital pathology value chain, including the recently published paper mentioned earlier.
Beyond publications, the DPA maintains ongoing dialogue with national and international digital pathology organizations, the College of American Pathologists, technology vendors, infrastructure providers, regulatory agencies such as the US Food and Drug Administration, and AI-focused initiatives. The organization is also engaged in discussions related to regulation and reimbursement. Much of this work occurs behind the scenes, reflecting the DPA’s continued involvement in multi-stakeholder efforts shaping the future of the field.
How does the DPA help bridge the gap between research and real-world clinical implementation?
OA: The DPA brings together members from diverse and complementary backgrounds who share a commitment to advancing digital pathology. Pathologists, researchers, and professionals from industry and academia collaborate to exchange ideas and develop practical solutions aimed at improving patient care.
Through in-person and virtual educational programs, standards development initiatives, collaborative projects, and evidence-based guidance, the DPA supports the translation of research advances into routine pathology practice. These efforts also address barriers to adoption, including implementation in resource-limited settings.
By fostering collaboration and providing structured educational resources, the DPA promotes responsible adoption of digital pathology, with the goal of improving diagnostic practice, operational efficiency, and patient outcomes.
What do you envision for the next five years in digital pathology? How will the role of the pathologist evolve?
Matthew Hanna: Over the next five years, digital pathology is expected to transition from early adoption to standard practice. Whole slide imaging will shift from demonstrating feasibility to delivering measurable value – supporting consultations, expanding access to subspecialty expertise, improving consistency, and increasing flexibility in how and where pathologists work.
AI is likely to follow a similar path. Its greatest impact may come from practical applications embedded in routine workflows, such as case triage, highlighting areas of concern, quantification support, quality control, and reducing interobserver variability. These tools may operate in the background but play an essential role in daily practice.
As digital transformation progresses, the role of the pathologist will continue to evolve. With greater access to multimodal clinical data, pathologists may spend less time navigating logistical barriers and more time integrating complex information and collaborating with clinical teams. Digital platforms are expected to make pathology more visible and more integrated into patient care.
Digital pathology is not positioned to replace pathologists but to extend their expertise, enhance efficiency, and support the specialty’s role in an increasingly data-driven health care system.
Jun Fukuoka: While technology adoption will continue, the next five years will likely be defined by education and leadership development. Digital pathology is not simply a new platform – it requires greater digital fluency among pathologists, including understanding data structures, AI validation, multimodal integration, and the ethical considerations of computational diagnostics.
Successful implementation also depends on developing digital transformation (DX) leaders within pathology departments. Installing whole slide imaging systems alone is not sufficient. DX leaders are needed to bridge clinical practice, IT infrastructure, regulatory requirements, and workflow redesign. This is especially important in small to mid-sized institutions, where formal digital strategies may be limited. Without coordinated leadership to oversee validation, training, and cultural change, adoption can stall.
Organizations such as the DPA support both education and leadership development through structured resources and programming. Ultimately, sustainable digital transformation will depend not only on technology, but on a well-trained and strategically guided workforce.
If you could send one message to every pathologist or lab leader still hesitant about digital adoption, what would it be?
MH: Digital pathology is not technology for its own sake – it is about future-proofing the practice of pathology. The greater risk today is not moving too quickly, but allowing decisions about workflows, standards, and tools to be made without meaningful pathology input. When pathologists lead digital adoption, diagnostic quality, workforce sustainability, and patient care are strengthened. When they do not, systems may be shaped in ways that do not reflect real-world practice.
Adoption does not need to be all or nothing. Many organizations take a phased approach – starting small, learning deliberately, and scaling thoughtfully. A clear strategy and committed leadership are often the most important first steps. While each institution will follow its own path, collaboration within the broader community can help support shared progress.
Digital pathology is no longer a question of if, but when – and who will lead the transition. Pathologists should remain central to this transformation.
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