It's a role most physicians building in this field are either already doing informally, or will be asked to define for their own organization within the next few years.
At the longevitydocs™ Summit in Cannes, Saad Alam (CEO, Hone Health) moderated a conversation with four physicians already living the role: Dr. Dawn Mussallem (CMO, Fountain Life), Dr. Sunita Mishra (Neko Health), Dr. Vikas Mehta (Cedars-Sinai International), and Dr. Saranya Wyles (Mayo Clinic). What followed was less a panel than a working session, four different institutions comparing notes in real time on a job none of them inherited a playbook for.
![]()
The Chief Longevity Officer Steps In panel, longevitydocs™ Cannes Summit 2026, Palais des Festivals
What Is a Chief Longevity Officer? Why the Role Doesn't Have a Job Description Yet
Saad Alam opened with the problem that brought everyone to the stage. Hone Health runs roughly 300 physicians across 40 states as a nine-figure business doubling year over year, which gives him a front-row view of how fast this role moves. For three straight years, the company has been unable to fill its own Chief Medical Officer seat. Not for lack of candidates. Every physician Alam interviewed lacked a skill set that, in his words, is evolving too rapidly for any résumé to have already caught up to it. He watches the Chief Longevity Officer job change month to month, outrunning the old definitions almost as soon as they're written.
The role changes month to month. It now carries medicine, marketing, product, and even legal on one desk. Saad Alam, CEO, Hone Health
That's the real starting point for this conversation: four institutions, each independently discovering that the traditional CMO job description no longer fits what the role actually requires.
What Does a Chief Longevity Officer Do?
Dr. Dawn Mussallem spent 25 years as a physician at Mayo Clinic before transitioning to Fountain Life as CMO this year. Her answer reframed the entire panel. In the longevity space, she said, the word longevity isn't bolted onto medicine anymore. It is the medicine. The question that follows is who the role ultimately answers to, and for Mussallem, the answer is the patient, not a department or a disease category.
Longevity isn't really bolted to medicine. We are now the medicine. The question is, who are we answering to? We're answering to the patient, and we need to keep that standard in mind with every single thing we do. Dr. Dawn Mussallem, CMO, Fountain Life
Her priority at Fountain Life isn't disease management, it's elevating the human experience and helping patients build healthy aging into their lives before symptoms ever appear. That reframe carries real operational weight, and it echoed through nearly everything the rest of the panel said next.
What Does a Chief Medical Officer Do in Longevity Medicine?
Dr. Saranya Wyles offered the panel's most candid opening line: she doesn't hold a CMO title. As medical director for aesthetic medicine and surgery at Mayo Clinic, she's approaching longevity from an academic lens, and she framed the role as one of responsible clinical translation, someone who looks at the data, understands what actually informs patient trust, and builds that trust deliberately rather than assuming it.
Dr. Sunita Mishra of Neko Health, a Sweden-based company built around multimodal physiological evaluation and biomarker surveillance, added the second half of that translation. The job isn't just translating science for the patient. It's translating the clinical voice back into the business, and vice versa, so product decisions never drift away from clinical reality.
A great Chief Medical Officer speaks two languages. It's not just translating the science for the customer, it's also translating the clinical voice back into the business. They understand the importance of product, and what needs to be delivered to customers down the road. Dr. Sunita Mishra, Neko Health
Chief Medical Officer or Chief Marketing Officer? Why the Line Is Disappearing in Longevity Medicine
Dr. Vikas Mehta, who moved from Mayo Clinic to Cedars-Sinai International, admitted he expected something closer to a "chief master" role when he first heard the title. What he found instead: in a small, startup-like structure, being chief medical officer meant being the chief marketing officer too, doing real demand generation for patients alongside clinical oversight. Cedars-Sinai International is opening concierge clinics across Mexico City, London, Singapore, Dubai, Abu Dhabi, and Riyadh, and Mehta's rule is simple: a patient gets the same protocol in every city. He watches the role change literally month to month, each new development pulling the job description further from what it was a quarter earlier.
The role changes literally month to month. Dr. Vikas Mehta, Cedars-Sinai International
Alam's read from the moderator's chair sharpened the point further: today's chief medical officer becomes the face of the company, owns clinical protocols and longitudinal assessment, and is expected to shape product decisions, essentially doing every job across the organization at once.
Dr. Vikas Mehta on watching the role change month to month
What Skills Does a Chief Longevity Officer Need?
Asked how their own skill sets had to evolve, Mussallem pointed to something less technical and more foundational: staying nimble and holding yourself accountable to continuous learning, in a field moving fast enough that no one gets to coast on what they already know. She described building out her own leadership layer at Fountain Life, hiring a chief clinical officer and a chief product officer, because the CMO role turned out to require more than one person could carry alone.
Wyles brought the academic researcher's version of the same instinct: her skill set now leans heavily on data science, multiomics analysis, and building infrastructure for continuous patient monitoring, layered with real humility about how many other specialties, cardiology, neurology, endocrinology, need to be in the room before any claim about skin as a longevity organ actually holds up.
Mishra named change management as the single biggest evolution in her own leadership. Working cross-functionally in an organization is a different discipline than working one-on-one with a patient in an exam room, and it demands both humility about inevitable mistakes and genuine care for the people on your team when the work gets hard.
Big Institution or Startup? How Longevity Medicine Leadership Moves at Different Speeds
The panel's most concrete moment came when Alam pushed on the difference between operating inside a large institution versus a startup. Mehta, only half joking, compared navigating Mayo Clinic's internal process to committee-driven bureaucracy: a committee for a committee for a committee. Mussallem and Mishra, both operating in more startup-like environments, described a very different clock speed: an idea at 2pm on a Tuesday can be in market, in front of patients, by 4pm the same day, if the founders are aligned.
Mussallem's answer to that speed differential wasn't to move faster than the science allows, it was to build guardrails that let her move fast responsibly. Every initiative at Fountain Life runs through an IRB. Nothing launches system-wide; it gets piloted at one of Fountain Life's five locations first, tested against biomarkers on a 30, 60, and 90-day cycle, and scaled only once the data supports it.
Mishra offered a mental model for the same problem: treat decisions as one-way doors or two-way doors. One-way, irreversible decisions deserve real deliberation and evidence. Two-way, reversible decisions should move fast, because the cost of being wrong is low and the cost of moving slowly compounds.
Wyles's version of nimble looked almost opposite. In academia, speed isn't the constraint, buy-in is. Her real job in the room is convincing Mayo Clinic's c-suite leaders that prevention deserves the same institutional weight as the chronic disease care patients already trust the Mayo brand for. Her path forward: small pilots framed as an incubator, industry-partnered but investigator-initiated clinical trials that build validated evidence one controlled study at a time.
How Do Longevity Medicine Leaders Decide What's Safe? Peptides, Emerging Therapies, and Where the Line Sits
Alam asked the panel's sharpest question directly: with 10 years of personal peptide use and a front-row seat to what's cutting edge, how does each of them decide what's safe to try, IRB or not?
Mussallem's answer doubled as a governance model other institutions could study. Fountain Life prescribes only FDA-regulated or FDA-approved peptides, full stop. Physicians who practice outside that standard are doing so on their own license, not the organization's, and Fountain Life works with a single preferred pharmacy specifically to keep that regulatory chain intact. The diagnostic numbers she shared underline why the standard matters: among healthy people coming through Fountain Life's doors, 88 percent are found to have heart disease, 25 percent show accelerated brain age, and 93 percent show metabolic dysfunction, all before symptoms would have surfaced anywhere else. Before any patient receives a therapy that could trigger angiogenesis, or a stem cell treatment, Fountain Life requires a full-body MRI and circulating tumor DNA testing within the past 12 months. No exceptions.
Wyles grounded the same conversation in Mayo Clinic's SALUD registry (Skin Aging and Longevity Understanding Database), a five-year study following 100 patients across more than 40 biomarkers, from ECG to facial imaging to biopsies. Roughly 40 percent of that cohort is on GLP-1s, and a subset are self-disclosed biohackers combining multiple interventions. Her bet: the field earns trust by tracking patients for years and turning fast-moving trends into evidence.
Data is the moat. We're tracking these patients over time, and I think that's where we see the strongest signal. We can't avoid it, because the patient demand is driving this conversation. Dr. Saranya Wyles, Mayo Clinic
Mishra, representing the newest company on the panel, described a more deliberate line-drawing exercise: Neko Health is still building clinical credibility from the ground up, which means being explicit about what the company will do, recommend, and offer, while still pushing the envelope on the physiological evaluation devices at the center of its product.
Does a Chief Longevity Officer Need Legal Skills Too? The Chief Legal Officer Nobody Put on the Org Chart
Alam surfaced a skill set none of the physicians had named yet: increasingly, this role requires separating personal belief from what's legally defensible and clinically appropriate for the patient in front of you. In practice, that makes every Chief Longevity Officer a de facto chief legal officer too, the person in the room saying no when a personal hunch about what's promising doesn't clear the bar for what the organization can responsibly offer.
How to Become a Chief Longevity Officer: Advice From Physicians Already in the Role
Closing the panel, Alam asked directly: for physicians in the room considering a move into a larger organization, a startup, or a growth-stage company, how should they position themselves?
Mehta's answer was the simplest and, by his own account, the hardest to actually practice: be yourself. Selling a version of yourself that doesn't exist might land the role, but it won't sustain it, and staying in rooms with people who think differently than you, rather than retreating into an echo chamber, is what keeps judgment sharp inside a big institution.
Mishra's advice centered on range. In a larger organization, the CMO role often leans toward governance and oversight. In a startup, it demands the opposite: rolling up your sleeves and getting the work done yourself, checking your ego at the door regardless of the letters in front of your name.
You have to be comfortable wearing many hats. Dr. Sunita Mishra, Neko Health
Wyles pointed back to consensus-building, seeking out the groups already forming a shared framework in a field this new, and staying deliberate about re-educating a conversation that social media is otherwise driving on its own terms.
Mussallem closed with what amounted to the panel's shared thesis stated plainly: build a deep network inside this community, never stop learning, stay open-minded, and remember that none of this is about the money. It's about ensuring patients can become the healthiest version of themselves, and staying healthy yourself along the way.
The Chief Longevity Officer Role, Summarized: What Ties It All Together
Four different institutions. Four different patient populations, from Fountain Life's concierge members to Neko Health's device-driven physiological screening to Cedars-Sinai's international concierge network to Hone Health's telehealth scale. But the panel converged on the same underlying truth: this executive seat is being pulled into existence by patient demand faster than any single institution, medical board, or regulatory body can formally define it.
The physicians who take this role now will define what longevity medicine at institutional scale looks like for the next decade.
Our Key Takeaways from The Chief Longevity Officer Steps In
- The Chief Longevity Officer role is being defined in real time by patient demand, not by institutions. Job descriptions are changing month to month.
- Success in this seat means answering to the patient experience first, ahead of disease-management metrics alone.
- The role is translational by nature: turning science into language patients trust, and turning clinical reality back into product and business decisions.
- Speed and rigor aren't a trade-off. Fast-moving organizations still pilot new programs at a single location first, testing outcomes on 30, 60, and 90-day cycles before scaling.
- Treat decisions as one-way doors or two-way doors. Irreversible decisions deserve deliberation. Reversible ones should move fast.
- In academic institutions, the real constraint isn't speed, it's building buy-in, often through small pilots or investigator-initiated trials that create a controlled evidence base.
- Only FDA-regulated or FDA-approved protocols make it to patients in the most disciplined organizations, backed by full-body imaging and biomarker screening before higher-risk interventions.
- Long-term patient registries, tracking cohorts across dozens of biomarkers for years, are what will separate durable longevity practices from fast-moving trends.
- This role increasingly requires legal judgment, not just clinical and business judgment, separating personal belief from what's defensible and appropriate for the patient.
- There's no inherited playbook. Physicians moving into this seat need range: governance instincts in a large institution, hands-on execution in a startup, and the humility to keep learning either way.
That infrastructure is exactly what the longevitydocs™ community, and the Certified longevitydocs™ (CLD) longevity medicine certification, exist to provide: a Practice Leadership curriculum module built around real business architecture, priority access to the longevitydocs™ Global Directory, and direct connection to 1,000+ vetted longevity physicians across 68+ countries who are actively solving the same problems raised on stage in Cannes. If you're weighing how to become a longevity physician, this is the fastest-growing seat in the field to build toward.
Frequently Asked Questions About the Chief Longevity Officer Role
What is a Chief Longevity Officer?
An emerging executive role, discussed at the longevitydocs™ Cannes Summit 2026, blending clinical leadership, marketing, and patient experience to guide a healthcare organization's longevity medicine strategy. It's still being defined in real time by physicians like Dr. Dawn Mussallem, Dr. Sunita Mishra, Dr. Vikas Mehta, and Dr. Saranya Wyles.
What is the Certified longevitydocs.™ (CLD) course?
A physician-only longevity medicine course: 100+ hours across 10 modules, self-paced over 6 to 9 months, covering geroscience, diagnostics, therapeutics, technology, ethics, and practice leadership. Learn more about the CLD.
Who spoke on The Chief Longevity Officer Steps In panel?
Saad Alam (CEO, Hone Health) moderated a conversation with Dr. Dawn Mussallem (CMO, Fountain Life), Dr. Sunita Mishra (Neko Health), Dr. Vikas Mehta (Cedars-Sinai International), and Dr. Saranya Wyles (Mayo Clinic).
Read next: The Business of Longevity Medicine: How Cannes 2026 Mapped the Playbook for Scale · The ROI of the CLD
The Physicians Defining the Next Decade of Longevity Medicine
The Physicians Defining the Next Decade of Longevity Medicine
A new C-suite role is being invented in real time. The Chief Longevity Officer sits at the intersection of clinical medicine, business strategy, and demand generation. It answers to the patient. It moves at both academic speed and startup speed. And it barely existed a year ago. The physicians who take this role now will define what longevity medicine at institutional scale looks like for the next decade. At the longevitydocs™ Summit in Cannes, five of them sat down to map what it actually takes to build it.
It's a role most physicians building in this field are either already doing informally, or will be asked to define for their own organization within the next few years.
At the longevitydocs™ Summit in Cannes, Saad Alam (CEO, Hone Health) moderated a conversation with four physicians already living the role: Dr. Dawn Mussallem (CMO, Fountain Life), Dr. Sunita Mishra (Neko Health), Dr. Vikas Mehta (Cedars-Sinai International), and Dr. Saranya Wyles (Mayo Clinic). What followed was less a panel than a working session, four different institutions comparing notes in real time on a job none of them inherited a playbook for.
![]()
The Chief Longevity Officer Steps In panel, longevitydocs™ Cannes Summit 2026, Palais des Festivals
What Is a Chief Longevity Officer? Why the Role Doesn't Have a Job Description Yet
Saad Alam opened with the problem that brought everyone to the stage. Hone Health runs roughly 300 physicians across 40 states as a nine-figure business doubling year over year, which gives him a front-row view of how fast this role moves. For three straight years, the company has been unable to fill its own Chief Medical Officer seat. Not for lack of candidates. Every physician Alam interviewed lacked a skill set that, in his words, is evolving too rapidly for any résumé to have already caught up to it. He watches the Chief Longevity Officer job change month to month, outrunning the old definitions almost as soon as they're written.
That's the real starting point for this conversation: four institutions, each independently discovering that the traditional CMO job description no longer fits what the role actually requires.
What Does a Chief Longevity Officer Do?
Dr. Dawn Mussallem spent 25 years as a physician at Mayo Clinic before transitioning to Fountain Life as CMO this year. Her answer reframed the entire panel. In the longevity space, she said, the word longevity isn't bolted onto medicine anymore. It is the medicine. The question that follows is who the role ultimately answers to, and for Mussallem, the answer is the patient, not a department or a disease category.
Her priority at Fountain Life isn't disease management, it's elevating the human experience and helping patients build healthy aging into their lives before symptoms ever appear. That reframe carries real operational weight, and it echoed through nearly everything the rest of the panel said next.
What Does a Chief Medical Officer Do in Longevity Medicine?
Dr. Saranya Wyles offered the panel's most candid opening line: she doesn't hold a CMO title. As medical director for aesthetic medicine and surgery at Mayo Clinic, she's approaching longevity from an academic lens, and she framed the role as one of responsible clinical translation, someone who looks at the data, understands what actually informs patient trust, and builds that trust deliberately rather than assuming it.
Dr. Sunita Mishra of Neko Health, a Sweden-based company built around multimodal physiological evaluation and biomarker surveillance, added the second half of that translation. The job isn't just translating science for the patient. It's translating the clinical voice back into the business, and vice versa, so product decisions never drift away from clinical reality.
Chief Medical Officer or Chief Marketing Officer? Why the Line Is Disappearing in Longevity Medicine
Dr. Vikas Mehta, who moved from Mayo Clinic to Cedars-Sinai International, admitted he expected something closer to a "chief master" role when he first heard the title. What he found instead: in a small, startup-like structure, being chief medical officer meant being the chief marketing officer too, doing real demand generation for patients alongside clinical oversight. Cedars-Sinai International is opening concierge clinics across Mexico City, London, Singapore, Dubai, Abu Dhabi, and Riyadh, and Mehta's rule is simple: a patient gets the same protocol in every city. He watches the role change literally month to month, each new development pulling the job description further from what it was a quarter earlier.
Alam's read from the moderator's chair sharpened the point further: today's chief medical officer becomes the face of the company, owns clinical protocols and longitudinal assessment, and is expected to shape product decisions, essentially doing every job across the organization at once.
Dr. Vikas Mehta on watching the role change month to month
What Skills Does a Chief Longevity Officer Need?
Asked how their own skill sets had to evolve, Mussallem pointed to something less technical and more foundational: staying nimble and holding yourself accountable to continuous learning, in a field moving fast enough that no one gets to coast on what they already know. She described building out her own leadership layer at Fountain Life, hiring a chief clinical officer and a chief product officer, because the CMO role turned out to require more than one person could carry alone.
Wyles brought the academic researcher's version of the same instinct: her skill set now leans heavily on data science, multiomics analysis, and building infrastructure for continuous patient monitoring, layered with real humility about how many other specialties, cardiology, neurology, endocrinology, need to be in the room before any claim about skin as a longevity organ actually holds up.
Mishra named change management as the single biggest evolution in her own leadership. Working cross-functionally in an organization is a different discipline than working one-on-one with a patient in an exam room, and it demands both humility about inevitable mistakes and genuine care for the people on your team when the work gets hard.
Big Institution or Startup? How Longevity Medicine Leadership Moves at Different Speeds
The panel's most concrete moment came when Alam pushed on the difference between operating inside a large institution versus a startup. Mehta, only half joking, compared navigating Mayo Clinic's internal process to committee-driven bureaucracy: a committee for a committee for a committee. Mussallem and Mishra, both operating in more startup-like environments, described a very different clock speed: an idea at 2pm on a Tuesday can be in market, in front of patients, by 4pm the same day, if the founders are aligned.
Mussallem's answer to that speed differential wasn't to move faster than the science allows, it was to build guardrails that let her move fast responsibly. Every initiative at Fountain Life runs through an IRB. Nothing launches system-wide; it gets piloted at one of Fountain Life's five locations first, tested against biomarkers on a 30, 60, and 90-day cycle, and scaled only once the data supports it.
Mishra offered a mental model for the same problem: treat decisions as one-way doors or two-way doors. One-way, irreversible decisions deserve real deliberation and evidence. Two-way, reversible decisions should move fast, because the cost of being wrong is low and the cost of moving slowly compounds.
Wyles's version of nimble looked almost opposite. In academia, speed isn't the constraint, buy-in is. Her real job in the room is convincing Mayo Clinic's c-suite leaders that prevention deserves the same institutional weight as the chronic disease care patients already trust the Mayo brand for. Her path forward: small pilots framed as an incubator, industry-partnered but investigator-initiated clinical trials that build validated evidence one controlled study at a time.
How Do Longevity Medicine Leaders Decide What's Safe? Peptides, Emerging Therapies, and Where the Line Sits
Alam asked the panel's sharpest question directly: with 10 years of personal peptide use and a front-row seat to what's cutting edge, how does each of them decide what's safe to try, IRB or not?
Mussallem's answer doubled as a governance model other institutions could study. Fountain Life prescribes only FDA-regulated or FDA-approved peptides, full stop. Physicians who practice outside that standard are doing so on their own license, not the organization's, and Fountain Life works with a single preferred pharmacy specifically to keep that regulatory chain intact. The diagnostic numbers she shared underline why the standard matters: among healthy people coming through Fountain Life's doors, 88 percent are found to have heart disease, 25 percent show accelerated brain age, and 93 percent show metabolic dysfunction, all before symptoms would have surfaced anywhere else. Before any patient receives a therapy that could trigger angiogenesis, or a stem cell treatment, Fountain Life requires a full-body MRI and circulating tumor DNA testing within the past 12 months. No exceptions.
Wyles grounded the same conversation in Mayo Clinic's SALUD registry (Skin Aging and Longevity Understanding Database), a five-year study following 100 patients across more than 40 biomarkers, from ECG to facial imaging to biopsies. Roughly 40 percent of that cohort is on GLP-1s, and a subset are self-disclosed biohackers combining multiple interventions. Her bet: the field earns trust by tracking patients for years and turning fast-moving trends into evidence.
Mishra, representing the newest company on the panel, described a more deliberate line-drawing exercise: Neko Health is still building clinical credibility from the ground up, which means being explicit about what the company will do, recommend, and offer, while still pushing the envelope on the physiological evaluation devices at the center of its product.
Does a Chief Longevity Officer Need Legal Skills Too? The Chief Legal Officer Nobody Put on the Org Chart
Alam surfaced a skill set none of the physicians had named yet: increasingly, this role requires separating personal belief from what's legally defensible and clinically appropriate for the patient in front of you. In practice, that makes every Chief Longevity Officer a de facto chief legal officer too, the person in the room saying no when a personal hunch about what's promising doesn't clear the bar for what the organization can responsibly offer.
How to Become a Chief Longevity Officer: Advice From Physicians Already in the Role
Closing the panel, Alam asked directly: for physicians in the room considering a move into a larger organization, a startup, or a growth-stage company, how should they position themselves?
Mehta's answer was the simplest and, by his own account, the hardest to actually practice: be yourself. Selling a version of yourself that doesn't exist might land the role, but it won't sustain it, and staying in rooms with people who think differently than you, rather than retreating into an echo chamber, is what keeps judgment sharp inside a big institution.
Mishra's advice centered on range. In a larger organization, the CMO role often leans toward governance and oversight. In a startup, it demands the opposite: rolling up your sleeves and getting the work done yourself, checking your ego at the door regardless of the letters in front of your name.
Wyles pointed back to consensus-building, seeking out the groups already forming a shared framework in a field this new, and staying deliberate about re-educating a conversation that social media is otherwise driving on its own terms.
Mussallem closed with what amounted to the panel's shared thesis stated plainly: build a deep network inside this community, never stop learning, stay open-minded, and remember that none of this is about the money. It's about ensuring patients can become the healthiest version of themselves, and staying healthy yourself along the way.
The Chief Longevity Officer Role, Summarized: What Ties It All Together
Four different institutions. Four different patient populations, from Fountain Life's concierge members to Neko Health's device-driven physiological screening to Cedars-Sinai's international concierge network to Hone Health's telehealth scale. But the panel converged on the same underlying truth: this executive seat is being pulled into existence by patient demand faster than any single institution, medical board, or regulatory body can formally define it.
The physicians who take this role now will define what longevity medicine at institutional scale looks like for the next decade.
Our Key Takeaways from The Chief Longevity Officer Steps In
That infrastructure is exactly what the longevitydocs™ community, and the Certified longevitydocs™ (CLD) longevity medicine certification, exist to provide: a Practice Leadership curriculum module built around real business architecture, priority access to the longevitydocs™ Global Directory, and direct connection to 1,000+ vetted longevity physicians across 68+ countries who are actively solving the same problems raised on stage in Cannes. If you're weighing how to become a longevity physician, this is the fastest-growing seat in the field to build toward.
Frequently Asked Questions About the Chief Longevity Officer Role
What is a Chief Longevity Officer?
An emerging executive role, discussed at the longevitydocs™ Cannes Summit 2026, blending clinical leadership, marketing, and patient experience to guide a healthcare organization's longevity medicine strategy. It's still being defined in real time by physicians like Dr. Dawn Mussallem, Dr. Sunita Mishra, Dr. Vikas Mehta, and Dr. Saranya Wyles.
What is the Certified longevitydocs.™ (CLD) course?
A physician-only longevity medicine course: 100+ hours across 10 modules, self-paced over 6 to 9 months, covering geroscience, diagnostics, therapeutics, technology, ethics, and practice leadership. Learn more about the CLD.
Who spoke on The Chief Longevity Officer Steps In panel?
Saad Alam (CEO, Hone Health) moderated a conversation with Dr. Dawn Mussallem (CMO, Fountain Life), Dr. Sunita Mishra (Neko Health), Dr. Vikas Mehta (Cedars-Sinai International), and Dr. Saranya Wyles (Mayo Clinic).
Read next: The Business of Longevity Medicine: How Cannes 2026 Mapped the Playbook for Scale · The ROI of the CLD
Become a Chief Longevity Officer
Become a Chief Longevity Officer by earning your Certified longevitydocs™ certification. The next cohort is open now.
30 seats. 100+ Hours. 10 Core Modules. 6-9 months. Self-Paced.
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