Solara Surgical Partners

Hannah Green

People First Champion

Hannah Green brings more than a decade of experience in sales and leadership across diagnostics, genomics, integrative health and wellness, along with experience co-owning two businesses. Her approach to strategic growth is grounded in listening, long-term relationships, thoughtful decision-making and a commitment to building partnerships that serve physicians, patients and healthcare organizations.

Starting with Physician Alignment

I start every growth opportunity with the physicians, not the building. A market can look perfect on paper, with strong population growth, a healthy payer mix and procedures steadily moving to the outpatient setting, but none of that matters without surgeons who are committed to the model and to each other. My first filter is alignment. Are these physicians looking for a true partnership, and do their goals match ours?

From there, we look at the fundamentals. Which specialties are underserved? What does the regulatory environment look like, including certificate of need requirements where they apply? Is the opportunity better served by acquiring an existing facility or building new?

Sustainable growth means choosing fewer opportunities and doing them well. A deal that closes quickly but strains relationships or operations only creates problems down the road.

My sales background has shaped how I approach those decisions. Sales taught me to listen longer than feels comfortable. Most physicians I called on were not looking for a pitch. They wanted someone who understood their workflow, their frustrations and what they were trying to build.

That habit carries directly into business development. Every partnership conversation starts with understanding what the other side actually needs. Sales also gave me discipline around a pipeline through consistent follow-up, honest qualification and knowing when to walk away.

Owning businesses added something sales alone could not. I know what it feels like to sign the lease, make payroll and carry the risk. Physician owners carry that same weight.

Building Relationships That Endure

Long-term relationships develop slowly and honestly. In our industry, many of the best opportunities come from relationships that began years before any deal was on the table. I stay in touch with physicians, health system leaders, developers and architects even when there is nothing specific to discuss because trust is built in those quieter moments.

I also believe in telling people the truth early, especially when it is not what they want to hear. If a project does not make sense or a structure will not work, communicating directly protects the relationship far more than a delayed no. Follow-through matters just as much. Small commitments kept consistently are what earn a seat at the table when the big decisions come.

In ASC development, our customers are really three groups. They are the physicians who partner with us, the patients they serve and the health systems and payers we work alongside. When those interests are aligned, the balance largely takes care of itself. High-quality, efficient care in the right setting is good for patients, good for physicians and good for the business.

When tension emerges, I return to the long view. A decision that serves a short-term need but compromises compliance, quality or a partner’s trust will cost more later. Healthcare has important guardrails around physician relationships and ownership, and respecting them is part of what makes a partnership last. My job is to find the structure where everyone at the table can win and to be clear when one does not exist.

Letting People Guide Growth

The biggest leadership lesson I have learned is that people come before strategy. Every plan I have been part of has succeeded or struggled because of the people carrying it out. Running my own businesses taught me that a team watches how you handle the hard days far more than anything you say in a meeting.

I have also learned that growth requires patience. Not every opportunity is the right one, and some of the best decisions I have been part of were deals we chose not to pursue.

As a working mother, I have learned to protect my time and be intentional about where I put my energy, and that has made me a better leader. My faith keeps me grounded in why the work matters.

At the end of the day, we are helping build places where patients can receive excellent care close to home, supported by a company backed by loyal, high-integrity people.