PCPA Practice Handbook

What do I need to do once I obtain my Fellowship?

AHPRA

You need to inform AHPRA you have obtained your specialist qualification, and add ‘specialist registration’ to your AHPRA registration. You can do this via their online portal.

Log in to AHPRA and click ‘add specialist registration’. You will be prompted through a form and asked to make a payment. In October 2025 this was $521; current fees are available on the AHPRA website.

Indemnity

You must contact your medical indemnity insurance provider to update to specialist cover. This is also an AHPRA requirement, and they will prompt you to do this when you update your registration with them.

You should also consider whether you need public liability insurance, entity insurance (insurance for the service entity), workers compensation insurance (depending on your legal obligations to employees), and personal insurances such as income protection, total and permanent disability, etc. Consider speaking to an insurance broker.

Provider and prescriber numbers

You do not need to change your provider number for existing locations, but will need new ones for new locations. You do not need to change or update your prescriber numbers.

HPOS and PRODA

You will need a Health Professional Online Services (HPOS) and Provider Digital Access (PRODA) account to apply for PBS authority prescriptions and manage your provider numbers. These can be found at:

https://www.servicesaustralia.gov.au/manage-your-details-hpos

https://www.servicesaustralia.gov.au/provider-digital-access-proda

ABN

An Australian Business Number is required in order to carry on an enterprise in Australia, including medical work. You can apply for an ABN online via the Australian Business Register: https://www.abr.gov.au/business-super-funds-charities/applying-abn

Register for GST

You need to register for GST in a number of circumstances, including when you start a new business and expect your turnover to reach the GST threshold or more in the first year of operation. The threshold is $75,000 or more.

Applications for GST can be done online via the Online Services for Business portal on the Australian Tax Office website, by phone, or through a tax agent or BAS agent.

Registering for GST also allows you to claim back the 10% GST on all of your business expenses.

Link: https://www.ato.gov.au/online-services/businesses-and-organisations-online-services

Apply for accreditation at private hospital(s)

Each hospital you work in needs you to be accredited for that institution. This generally involves items such as identification, qualifications, police check, immunisations, etc. Contact each hospital for advice on how they conduct this process.

Find a good medical accountant and lawyer

As you will see as you read on, advice is essential to set up your practice.

A note to trainees: remember to apply for your fellowship early (October, or as soon as all your requirements are met), as the process can take 8-12 weeks.

Launching your Practice: The Business Side

What is your role?

When you join or launch a practice, there are a number of ways you can be engaged in the business.

Employee

There are a number of features to an employee arrangement, including:

• There is a notice requirement if leaving the role - typically 4 weeks
• Employees have additional protections enshrined by law, such as protection from unfair dismissal and discrimination. Employees also have rights and obligations, including minimum wages and conditions.
• Recent proposed changes to the Fair Work Act (yet to take effect at time of writing) provide a new statutory prohibition on restraint of practice clauses in employee contracts
• There is vicarious liability of the employer up to date of termination

Independent Contractor

An independent contractor arrangement has the following notable features:

• Notice requirement
• Both independence and exposure due to the private nature of the agreement
• Superannuation may be payable under the extended definition of employee
• You can be placed under a restraint of practice clause, but no further than is required to protect legitimate commercial interests of the business

Under a Service Agreement

Under a Service Agreement, a service entity provides the medical practitioner with all the administrative/back-office support to assist them in running their own independent medical practice. This is what is used when you set up as an independent medical practitioner (see below – business structures and primary agreements), whether on your own or in an arrangement with others.

The restraint in a service agreement is usually limited to setting up another Service Entity in competition. Under a Service Arrangement, you generally practice independently (often as a sole trader or through your own entity) and contract with a service entity for back office support.

Business Structures and Primary Agreements

There are many different ways to ‘structure’ a private practice, each with their pros and cons. Different structures require different ‘primary agreements’.

Primary agreements set out the relationships between people in a private practice. They cover things like the types of decision that can be made, limitations, the process for admission to and retirement from the business, what happens in the event of the death or permanent disability of a principal, restraints of trade, what happens in the event of the business being bought by another party (‘drag along’ and ‘tag along’), and many other things.

Setting up structures and Agreements may seem costly upfront, typically $5000-$7000, however they are critically important when issues arise.

Types of Business Structure

Solo practitioner

1. What a solo practitioner is: an individual running a business (such as a medical practice) in his / her own name
2. Simple and fast to set up, low cost, simple compliance; but no asset protection, less flexibility, distribution limitations
3. Personally liable for everything associated with that practice.

Associateship

1. What an Associateship is: an agreement between independent medical practitioners which sets out how they will run their practices side by side under the same roof.
2. Essentially, each clinician banks their own income, but they share expenses under a transparent agreement. Popular for flexibility and independence.
3. Pros: simpler set up, share expenses, not liable for other associates. Cons: low asset protection, distribution limitations
4. Important as this is to be distinguished from a “partnership”
5. Requires an ‘Associate Agreement’

Partnership

1. What a Partnership is: when you have two or more parties conducting a business with a view to making a profit, with joint responsibility.
2. Considered at law to be a flow through vehicle.
3. Pros: simpler set up, share expenses. Cons: joint responsibility, no asset protection, increased liability, difficult to change and expand, distribution limitations
4. Can be a risky structure; the partners all have joint and several liability to each other
5. Requires a ‘Partnership Agreement’. This documents your role as a partner.
6. here are different requirements for when you will have a partnership at law and a partnership for taxation purposes. There is a risk of deemed partnership if the structure is not set up properly.

Unit Trust

1. What a Unit Trust is: when you have a separate legal entity established, run by a trustee (usually a trustee company) and owned by unitholders
2. Good for asset protection, flexibility, and wealth creation, but add setup and ongoing costs. Often used as a service entity for practice operations.
3. Requires an ‘Equityholders Agreement’, also called a ‘Unitholder Agreement’. This documents your role as a director, shareholder, and principal of a unitholder.

Company

1. What a Company is: when you have a separate legal entity established, run by directors and owned by shareholders.
2. Considered at law to be a separate person.
3. Pros: asset protection, company tax rate of 25 or 30%, possibly retain profits. Cons: liability of directors, increased compliance, distribution limitations.
4. Requires a ‘Shareholder Agreement’. This documents your role as a director and principal of a shareholder.
5. May be a less appropriate structure for most practitioners – seek advice before choosing.

Types of agreements

Equityholder Agreements

• The Equityholder Agreement is the instruction manual for running the business.
• Decisions are regulated by various roles within the business including the Director, Board, Shareholders, and Unitholders. It also outlines the process for admitting and exiting owners, meetings, absence, death, disability, termination, and restraints.

Service agreement

• A Service Agreement covers both owner and non-owner practitioners within a business.
• It defines the Service Entity – this is the business-side of a medical practice that provides services to the medical practitioner that allows them to conduct their medical practice.
• In return for the services of the Service Entity, the practitioner pays a service fee, usually a percentage of patient fees each fortnight. This percentage depends on the type and number of services provided.

Employment agreements

• Employees of a practice, such as support staff and nurses, should enter an Employment Agreement.
• This covers the employer and employee rights and obligations, which Modern Award they are employed under, performance management and dismissal, superannuation, and vicarious liability.

Contractor agreements

• A written Contractor agreement helps clarify intent, but status is determined by the totality of the relationship (control, integration, risk, delegation, etc.)
• There are restraints, implications for payroll tax and superannuation, and limitations of liability and indemnity.
• They can also be negotiated to deal with unique requirements.

Associateship agreements

• Practitioners may conduct their own independent medical practices, but for reasons of economy and convenience, share some expenses with other practitioners as detailed in a Service Agreement – for example, sharing reception and a practice nurse.
• Such arrangements are documented in an Associateship Agreement. This sets out terms by which the clinical practice operates in association such as receipt of fees, expenses, charging for work for patients of another associate, holidays, insurance, etc.
• An Associate Agreement mitigates the risk of being deemed a partnership for tax and at law. It is independent of the Equityholder Agreement and Service Agreement.

"You will have at least six hats ... the practitioner, associate, tenant, employer, director, unit holder. Each of these has a legal obligation you really need to be aware of so you don’t end up in trouble."

Options for getting started

Now that you understand how engage with a business, such as an employee or independent contractor, and how medical businesses can be structured, we can consider how you might ‘join’, ‘buy into’, ‘buy’, or ‘start’ a medical practice.

Join a corporate company

In some craft groups such as Radiation Oncology, joining a Corporate Company such as Icon or GenesisCare is the only feasible option.

Consider what you are bringing to the corporate company. There is a degree of competition in applying for positions, but you are also generating income for the company. Consider the workplace culture, location, and contract fairness; shop around available options to compare contracts and arrangements. Generally, workplace culture can be more important than minor differences in fees or percentage splits.

Each company will have a General Manager; contact them to indicate interest, ideally before your final year of training. They can sometimes provide an indication of areas of need for the company, which can allow you to develop your skills to fill this niche.

Corporates typically have staff who can assist with onboarding. This can include providing a checklist for things like upgrading your indemnity, and assisting with matters such as applying for the required provider numbers.

Consider seeking independent legal advice to review the terms of your engagement.

"The culture of the organisation is absolutely paramount. Look at the fairness of the contracts. ... Final word of caution: don’t be too greedy or too aggressive early on. ... It’s about relationships and about culture."

"Culture will eat strategy for breakfast."

Join a non-corporate existing practice

You can join a practice under various structures as described above including as an employee, independent contractor, Partnership, Associateship, or a more complex structure.

Buy “equity” in an existing practice

If you wish to ‘buy’ into a practice by purchasing equity, meaning a certain amount of that practice, you will need to:

• Conduct negotiations, invest in due diligence, and enter into in principle agreements
• Understand the historical risks from many angles including legal and taxation
• Understand that you are restricted to the existing business structure, unless you can convince the practice to review existing arrangements
• Review key agreements
• Determine who owns the rooms
• Ideally have an ‘equity sale agreement’ which sets out the number of ‘units’ you are buying.

Buy an existing practice

Buying a practice is historically less common, as value was seen to lie primarily in the doctor-patient relationship, which cannot be purchased. However, now there is a shift towards building value in the service entity with goodwill and a brand.

An advantage of buying the business is that you are not restricted to the existing structure, unlike joining a practice.

You must consider what happens to existing patients and referral arrangements. Consider engaging a lawyer early in the process to review the contract of sale or asset sale agreement, and engage your accountants to assist with financial due diligence.

Set up your own practice

If setting up a new practice, consider:

• Seeking advice on the best structure for your particular circumstances
• Pros and cons vs solo practice vs. going into business with others
• Location (see below)
• Employing people
• How will you find and retain good staff
• Understand your statutory obligations as an employer, especially workplace Awards, Superannuation, and Fair Work requirements
• How to develop and protect your brand

Launching your Practice: The Practical Side

Location

When thinking about where you would like to practice, consider the following:

• Where do you actually want to live and work? Consider commute, work life balance, family support, schools, desired lifestyle
• Consider the cancer incidence and prevalence of your tumour streams(s) in that area; check out the Australian Cancer Atlas (https://atlas.cancer.org.au/)
• Urban vs regional
• Hospital rooms vs clinic rooms
• Rent vs purchase rooms (build or buy existing)
• If there is an established service in the area: join vs start your own
• How will your practice grow in that area – do you have what you need? Consider access to a chemo day unit, multidisciplinary care, surgeons, other physicians.
• Who will share on call with you? (see on call section)

If you know where you plan to ‘plant your flag’, it can be helpful to let people know early so you can start understanding the local relationships, instead of trying to build momentum when you are not yet earning any money.

Joining a practice

Ideally, when joining a practice, you should offer something they wish to grow in or fill an area of need from a departing clinician. Joining a practice does not typically come with a referral base. It can be challenging to join a group where you will be competing for referrals; in that case, think of a subspecialisation that sets you apart.

To avoid stepping on toes, communicate openly about your expectations, and remember relationships are key. You can politely contact people such as the lead clinician of a practice to indicate you are available if they need leave cover, or to take on cases in an area of need, rather than asking directly to join.

Culture matters. Choose a practice where you respect and appreciate your colleagues, and share similar goals, values, ethics, and aspirations. You must be in agreement about the way you wish to run the practice.

Remember that a private practice aims to make a profit from your service fee; you are a potential asset to them. This is a different power dynamic to a typical job interview; know your value. They may ‘check you out’ by taking you on for weekend cover or locums to see how you manage patients and get along with staff. They may value experience in a number of different cancer centres, work overseas, willingness to fill in needed gaps in the practice, or specialist training that they can advertise on their website.

PCPA clinicians generally advise against solo practice. Reasons include the need for collaboration, multidisciplinary care, and on-call cover.

A survey of PCPA clinicians produced varied estimates of standard service fees, from 20-30% to 30-35%, with the latter being more commonly reported.

Tip: If you work for two different medical groups, but send patients to the same hospital, it can be difficult to sort out who to pay the service fee to for which patient. You can set up two provider numbers for the same location and use one for each practice, to help split off what service fees you owe to different people. For example, you might set one provider number as Level 1, St Elsewhere, and another as Level 2, St Elsewhere.

On call

If practicing in a group, there will generally be an on-call roster, such as week by week. The on-call person will typically take calls out of hours and hand back to the treating clinician the following morning. The on-call person also typically sees admitted patients on their weekend.

If practicing on your own in a rural or regional location, there may not be others in your craft group. Consider reaching out to general physicians, or other cancer clinicians (e.g. haem covering onc or vice versa) to cover you with you as backup.

Building a referral base

Whether you join an existing practice or set up on your own, you will most likely need to source your own referrals. Some strategies include:

• Contacting the Hospital Business Development Manager at nearby hospitals; this person can help you access MDMs, explain current referral patterns, introduce you to people, discuss access to chemo day unit
• Attend MDMs and be a visible contributor
• Be aware of the ‘rules’ of the MDM, there may be a lead who needs to approve your joining
• Contacting referring clinicians (surgeons, GPs); let them know you are in the area and available to see patients
• Contact clinics and let them know you are available to cover leave, be part of weekend cover rosters
• Speak at public forums, talk to GPs (e.g. offer lunchtime education), link up with the private hospital’s marketing division.
• Get an ‘elevator pitch’; be able to explain your skills and value succinctly and well
• Be collegial and polite; most referrers will have well-established relationships that you need to respect. Generally speaking, people will not mind being contacted to let them know you are around and available.
• Marketing: you will need a website, business cards, brand image. Consider seeking marketing advice.
• When you get a referral, “treat them like gold” – see them quickly, be thorough in your workup, and keep the referring clinician(s) informed
• Be affable, available, and able (skilled)– in that order of importance

If you want to build up a busy service quickly, consider targeting an underserviced area. Setting up in the inner ring of a capital city will be difficult due to competition, whereas outer suburbs and regional areas are often short of clinicians.

"The three As ... affable, available and able ... in that order. So you have to be nice and kind and approachable and helpful. You have to have capacity to see patients ... and then you treat them like gold so that then the surgeon says that was really good... and so you build that momentum as well."

"Don’t be particularly aggressive in the way that you try and form relationships ... honour and respect those relationships, but very gently just say, hey, I’m here. ... If you want referrals in that specialty, you need to turn up and I think that’s really important. And be nice to everyone."

“Surgeons do often have space in their rooms as they are in theatres half the week and having someone consulting in the rooms helps to pay their rent, and also allows them to cross refer patients to you. Approach the surgeons of the specialty that you have expertise or interest in and see if you can help each other out.”

"Marketing yourself is actually really important. ... Link up with your private hospital marketing division and do presentations. It helps. It gets your name out there."

Software

The essentials for a cancer physician medical practice include:

• EMR software
• If joining a practice, this may not be up to you. There are many programs to choose from, and it is not easy to change once selected. Talk to colleagues and pay attention to features when working at different locations to find the best fit for you.
• Suggestion: Gentu allows you to access notes and dictate from anywhere; you can dictate on the ward round and it goes directly into the medical record, allowing for documentation and billing. Gentu is cloud-based.
• Suggestion: Genie is specialist practice software that does appointments, billings, prescriptions, health fund claims, pulls in results and correspondence from other providers electronically, as well as serves as an EMR. It has MIMS integrated and can access My Health Record. Genie is desktop-based; hosting on a virtual server can allow you to access it remotely.
• Prescribing software (if not in EMR)
• Chemotherapy software such as CHARM or MOSAIQ
• AI scribe
• Suggestion: many PCPA clinicians recommend Heidi, though note it is not integrated into EMR and requires copy-paste
• Suggestion: Medow AI Scribe; populates consultation notes in EMR and generates letters. Integrates with Genie and Gentu.
• Dictation/transcription (if not covered by AI)
• Example: Dragon Medical One
• Accounting software
• Suggestion: MYOB package is accounting software; it pulls a feed from business bank accounts, and that makes tracking payments and income much easier. This is useful for doing the BAS and tax returns. It can be used for both personal accounting and for medical practice accounts. You can share access to a feed from MYOB with an accountant or bookkeeper.
• IT support: keep on top of software upgrades, servers, security, backups

Locuming

Signing up to a specialist locum company will bring in lucrative short-term work all around Australia, usually in regional locations. You can locum overseas if you have the appropriate registration/practicing rights for that country.

If you have an active LinkedIn Profile you may get locuming agents contact you directly. You can also actively seek out and discuss with locum agencies to let them know you are available.

Tax

Find a good medical accountant who understands the requirements for private cancer physicians, such as quarterly BAS statements, tax lodgings required, as well as other advice.

“I got recommended an accountant by another doctor in October/November of my final year as a registrar to explain my consultant plans both public and private and regroup re: my current financial status at the time with them. They walked me through what to expect and requirements as a practicing consultant in both public and private. They helped with ensuring I had an active ABN and GST registration. They also linked me in with financial planners and wealth promotion activities.”

The ‘Tax Holiday’

Unlike employees who have tax withheld automatically by their employer via the PAYG system, private cancer clinicians receive their earnings pre-tax. That means that you will receive a tax bill from the Australian Taxation Office (ATO).

You will typically receive your first ATO tax bill 18-20 months after beginning work in private practice; the period before this is sometimes called a ‘tax holiday’. Around April or May the year after you begin work, the ATO will want tax for your first year of work and 3 quarters of your second year. Depending on your income, this can be extremely large.

For example, if your gross annual income is $500,000, and you deduct $150,000 worth of expenses, you have an annual taxable income of $350,000 ($37,500 per quarter). The ATO will want $150,000 tax for year 1, and three ‘quarters’ from year 2 or $112,500, totalling $262,500. Consider how you can have these funds working for you, but still available to pay the ATO at short notice e.g. in an offset account.

Tax efficient debt structuring

Some debts, such as a mortgage on a family home, are not tax deductible. Other debts, such as a business loan, are tax deductible. By choosing how to structure your debts, you may be able to maximise your earnings.

Medicare Benefits Schedule

Understanding the MBS allows you to bill appropriately for the services you provide. You can read the requirements for each item number on the MBS website.

The PCPA also provides an MBS Billing Handbook by Dr Cameron McLaren, downloadable from our website.

Future planning

When joining or setting up a business arrangement, consider how you will manage your exit from that arrangement.

Consider also how it will work in the event of unforeseen circumstances such as severe illness, early retirement, or other events.

Have a Will in place so that your wishes about how your estate is distributed in the event of your death is formalised.

“Prepare for divorce when you get married.”

Comments from the PCPA Board

It will take time to build up to a busy private practice.

“Main advice I would give in this area is to not be in a rush to finish registrar training on a Friday and start your private practice on the next Monday. Time spent doing locums, doing a fellowship to learn a specific skill, working part time publicly or other activities will all be really valuable to you in the long term and you should see your first 2-5 years post fellowship as building on your training rather than expecting to have a busy private practice straight away. Also finding a mentor or senior oncologist in private practice that you can cover / do some of their overflow / help them transition to retirement or wind down would be an excellent introduction to private practice.”

“You need to be prepared for how different your work environment is and how much you will feel strange, given you have worked for so long in the public hospital system. You will also be surprised that you have free time, which is challenging (no matter how weird that sounds)”

Ask your bosses if you can sit in with them in private practice to see how the day-to-day operates.

Consider ‘dipping your toes in’ with a part-time or associateship arrangement before full independence.

Invest upfront in good advice to get your structure right, so all you need to do is turn up to work and do your job.

It costs about 30-40% of your fees to run a practice, so a 30-35% service fee is appropriate. There may be a 25% honeymoon period on starting work. Some clinicians may have a lower rate set, for example palliative care who can’t bill for chemo. The service fee should mean you are looked after in a practice with good culture.

Be aware the available supportive care such as allied health, rehab, and discharge support can be less than in public. However, it’s easier to refer to another specialist and get investigations done swiftly.

MDMs are typically held out of hours such as 0700 or 1730.

Don’t forget Continuing Professional Development (CPD) requirements. This requires active work on your part and is best not left until the end of the year.

Attend PCPA Annual Summit to keep up to date and learn more tips on running a practice.

"You have to realise that the buck stops with you ... It all falls to you. ... It is your responsibility to get back to the patient ... willingness to go the extra mile because it is your reputation, it is a personal relationship and responsibility that you have to your patient is important."

"Remember, as a trainee, you probably know more than we do when you finish because we’re old and we’ve been doing our thing. You guys are at the cutting edge ... don’t be feeling inferior because you’re new. You’re actually at a great asset."

“Be patient, if you are a good doctor the referrals and the patients will come. There is more than enough work for everyone.”

Further information: ‘Ask PCPA!’

The PCPA welcomes questions from trainees and clinicians.

About the PCPA

Private Cancer Physicians Australia is the peak body representing cancer physicians in the Australian private sector. The PCPA provides education opportunities, practical resources, CPD platforms, masterclasses, mentorship and networking, industry engagement, and advocacy for clinicians and patients. Join today to become part of the community and access member benefits.

Resources

Cam McLaren’s PCPA Billing Handbook

A PCPA member-only resource providing insight into MBS Billing for cancer physicians.

PCPA Annual Cancer Summit

Trainee and early career cancer physician sessions are held at the Annual Cancer Summit. Come along and ask our experts your questions.

Ask PCPA!

Available via the PCPA website (see above)

Australian Medical Association

• The AMA can provide limited legal advice on some matters for members. May also be able to recommend legal service partners, medical accounting firm. Check with your local AMA for events such as legal or accounting meet-and-greets to find a practice that suits your needs.
• The AMA also has resources including templates for starting in private practice.

Medical Indemnity providers

Some medical indemnity providers such as Avant have material available for free on their websites.

Fletcher Clarendon

The above information has been contributed to by Ann-Maree Ventura of Fletcher Clarendon.

About Fletcher Clarendon

Fletcher Clarendon is a boutique firm specialising in providing legal support to clients in the medical and dental industry. We pride ourselves on our firm philosophy of excellence in everything we do.

This philosophy has seen us become the legal adviser to thousands of clients who trust us to look after their legal needs at every stage of their professional and personal journey.

As skilled general commercial lawyers, we can help you with:

1. The beginning of your private practice including all legal work associated with establishing your new practice such as structure advice, structure establishment and the preparation of all associated documentation (such as service agreements, employee contracts, equityholder agreements, associateship agreements and lease agreements);
2. The growth phase of your private practice including admissions, business acquisitions and M&A activity; and
3. The eventual wind down of your journey including exits and ultimate sale events.

We are also well versed in broader complex business transactions and our litigation team are ready to assist if a dispute ever arises.

On a personal level, our estate planning and conveyancing team are ready to help with personal legal matters.

We look forward to working with you!

Ann-Maree can be contacted directly at ann-maree.ventura@fletcherclarendon.com.au or on 03 9282 9200

DPM Financial Services

The accounting and tax information in this handbook was presented at the 2025 PCPA Cancer Summit by Craig Meade, principal and tax consultant at DPM Financial Services.

Going into private practice is exciting, but the financial side of it can feel overwhelming. You're suddenly thinking about practice structures, tax obligations, service fees, loans, insurance, superannuation and unlike your clinical training, it’s unlikely that anyone has walked you through any of it.

Most of the doctors we work with felt exactly the same way when they first came to us. What they needed wasn't just an accountant. They needed someone who already understood their world, the way private practice income works, what the first few years look like financially, and how the decisions made early on play out over a career in medicine.

That's what DPM does. We've worked exclusively with medical professionals for over 50 years, which means when you sit down with us, we're already across the territory. We can help you get the structure right from the start, plan ahead for the financial realities of private practice, and make sure your personal wealth is building alongside your professional one.

When you're ready to have that conversation, we're here.

Craig Meade can be contacted directly on craig.meade@dpm.com.au or at dpm.com.au | 1800 376 376`

Credit Statement

This Handbook was created by Dr Belinda ‘Belle’ Sassé and approved by the Board of Private Cancer Physicians Australia.

Input from Private Cancer Clinicians was provided by members of the PCPA Board: Dr Ian Irving, Prof Desmond Yip, Dr Paul Viray, Dr Cameron McLaren, Dr Amy Davies, Dr Evan Ng, Dr Adam Boyce, Dr Anupriya Agarwal, and Dr Arman Hasani The Board wishes to thank Sandra Owens, CEO of Science to Life, for her contribution.

Financial information was provided by Fletcher Clarendon. Accounting information was presented at the 2025 PCPA Cancer Summit by DPM Financial Services.