By Travis Messina, CEO, Regent Surgical Health
It was a big year for Regent. We achieved tremendous growth milestones, built new partnerships, welcomed physicians and staff, and made real progress in how we use data and analytics to support our teams. All of that matters. But as I look back on 2025, one thing stands out above every other achievement: our culture continues to set Regent apart.
This year, as the ASC landscape grew more complex and opportunities expanded, our people—physicians, team members, and partners—rose to the challenge. Their engagement is not just an accomplishment; it is a powerful testament to what we can achieve together.
A Culture of Transparency and Engagement
Our engagement survey results say a lot about who we are and how we choose to work with one another and with the people we serve.
This year:
-
95% of our team participated in the Culture of Safety survey, and our overall results ranked in the 96th percentile nationally.
- Regent’s employee Net Promoter Score (eNPS) is an industry-leading +92.
- Our physicians scored in the 94th percentile for engagement, with a Net Promoter Score (NPS) of +97.
- 21 out of 22 centers outperformed national averages in patient experience, with 14 centers improving their scores from last year.
These results don’t happen by accident. They come from a culture of transparency. At Regent, we don’t shy away from difficult conversations. Whether we’re engaging with a physician partner, supporting a center team, or walking a patient and family through a hard moment, we lean in. We stay in the conversation until we reach the best resolution because transparency is the foundation of high-performing teams. It allows us to trust intent, rely on competence, and work through challenges together, driving the engagement that makes these outcomes possible.
Transparency isn’t a tactic. It’s foundational to how we operate. And it continues to be one of the main reasons our partners choose to work with us.
Growing Through Partnership
Another highlight of 2025 was the continued growth across our portfolio. This year we:
- Formed new partnerships with leading health systems like Cleveland Clinic and Mass General Brigham, strengthening our role as a key thought partner in developing an ASC strategy
- Developed one of the first pediatric-only ASCs in the country through our partnership with Patches Kids Care
- Expanded into a new market by partnering with Lewis and Clark Outpatient Surgery, marking Regent’s entry into Idaho
- 32 percent increase in new physicians who performed their first case at a Regent ASC
That growth wasn’t driven only by new development; it was made possible by the exceptional work happening every day in our current centers. All of this reflects something core to who we are: Our partnership model is part of our DNA. We don’t focus solely on the ASC. We focus on how the ASC strengthens the entire health system. That’s what makes our approach different, and it’s why it continues to resonate with hospitals and physicians across the country.
Scaling Responsibly
As our footprint expanded, we worked hard to grow our internal capabilities at the same pace. Over the past nine months, more than 750 team members have transitioned into the Regent network. We added leadership roles, expanded our C-suite, and strengthened the HR and operational support teams that help our centers run effectively.
We also made meaningful progress in analytics and automation. One of the biggest opportunities ahead of us is reducing the amount of manual work happening across our centers and support teams. By investing in better data capabilities, we’re beginning to see what’s possible when we automate routine processes and provide teams with real-time insights.
Our revenue cycle performance is one example of that discipline. We closed the year with a 99.42 percent clean claim rate, which is a record high, and denial rates of just 0.6 percent, a record low.
We’re proud of these results, and there is much more ahead of us.
Looking Ahead
The forces shaping the ASC landscape, such as site neutrality, the elimination of the inpatient-only list, and price transparency, are accelerating outpatient utilization. They also create real challenges for health systems.
Our role is to be a thoughtful partner through this transition, helping health systems grow the ASC component of their strategy in ways that strengthen the entire organization, rather than compete with it. That takes clarity, courage, and a deep understanding of each partner’s broader goals.
As we move into 2026, our focus remains simple: serve the people who count on us—patients, partners, and team members—exceptionally well, every single day. If we stay focused on service and maintain our culture of transparency, everything else will follow.
Thank you for an extraordinary year. I’m incredibly proud of what we’ve built together and even more excited about what’s ahead.