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"Make
things as simple as possible--but no simpler." A. Einstein
Our History
Our Philosophy
“Dollars and Sense” of Infertility Therapy
Dr.
Thatcher, who is the founder and director of the Center
for Applied Reproductive Science, began his career in assisted
reproduction (IVF) at the University of Edinburgh in 1981,
a year before the first IVF baby was born in the United States.
A PhD in reproductive biology and 7 years research in ovarian
function, and early embryo health preceded this. Later, during
his six years at Yale University, he was associated with the
first IVF center in New England. In 1985-87, Dr, Thatcher
returned to Edinburgh as the Lecturer in Reproductive Medicine
where he helped coordinate their the IVF program and did research
into optimizing stimulation protocols for IVF. In 1988, Dr.
Thatcher returned to his native East Tennessee to establish
the Division of Reproductive Endocrinology at East Tennessee
State University. In 1995, he left his university position,
enlisted a group of veteran health care professionals and
formed the Center for Applied Reproductive Science (C.A.R.S.).
Now C.A.R.S. has two offices and three
physicians/infertility specialists with over 50 years experience
in infertility therapy. Dr. Holman of our Asheville office
joined C.A.R.S. in 2003. His past experience included helping
to establish the Duke IVF program and serving as its first
program director. Dr Kennedy came to C.A.R.S. 1999 after finishing
his fellowship in reproductive endocrinology.
C.A.R.S. is much more than just physicians.
Our team of professionals including PhD embryologists, andrologists,
nutritionist, psychologists, consulting urologists and a complete
support staff. Learn
more about the professionals at C.A.R.S.
C.A.R.S. has emerged as the regional leader in reproductive
medicine and is nationally recognized for its innovative,
patient-oriented, holistic care.
We have a very specific objective and
that is to be the best reproductive medicine practice in the
United States. Whether this is judged by a new pregnancy,
relief of pain from endometriosis, or improvement in general
well-being of our PCOS patients, superior success rates are
paramount. That hundreds of healthy babies have born are a
testament to our fulfilling this objective.
We go beyond this with our dedication
to the highest quality of individualized and personalized
care. The fact is that not all patients will be “successful”
with therapy, regardless of how hard we all try. Even if the
treatment success we had hoped for does not occur, that these
individuals can still have very positive thoughts about how
they were treated is very important to us.
When you call you will speak to a “real
person” who will be able to give you “real answers.”
We have a patient advocate
whose primary job is to be your ready contact for information
and support. We are not a take a number and stand in line
type of practice. You can see evidence of this in the comments
of our present and past patients, a sample of which can be
see in testimonials.
We believe that you will immediately feel the difference.
A third issue and one that is extremely
important to most of our patients, is the cost of therapy.
We are perhaps the most cost effective fertility program in
the United States. We are so strongly committed to this that
we publish details of our financial
arrangements and welcome you to compare.
“…To
move form infertility to a successful pregnancy
as quickly,
gently, and cost effectively as possible….”
The first and overriding consideration
in our approach to patient care is that it is the “right
thing to do.” We are a service industry; we take care
of people as a business. Good care is good business. The highest
quality of care is your right and our obligation. For our
infertility patients, the product of our efforts is often
a successful pregnancy and a baby. Under the best of circumstances,
healthcare is expensive. Most of our patients are not independently
wealthy.
Most insurance plans do not pay for infertility
treatment. To use an analogy, what good is a drug that could
cure cancer, if no one can afford it? So what do we do about
it? A considerable budget is needed to keep a large multidisciplinary
organization like C.A.R.S. operating. Obviously this money
must come from our patients. Consider the proposition that
if $10 of income is needed to pay the bills, we could either
treat 2 patients for $5 each or 5 patients for $2 each. Which
is better? We believe the latter. Why? It comes back to our
philosophy; it is the right thing to do.
The reason that C.A.R.S. has grown is
that our patients’ successes are our success. That’s
good care, that’s good business.
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