At Regent, our Executive Leadership Team plays a vital role in shaping our strategy, culture, and future. Through our ELT Spotlight series, we’re proud to introduce the leaders who guide our mission and drive operational excellence across the organization.
This month, we’re spotlighting Christa Blumenshine, Chief Financial Officer. Her team plays a key role in Regent’s financial performance—supporting growth, enhancing patient experience, and partnering with health systems and providers.
Tell us a little about your background and what brought you to Regent.
I am a Certified Public Accountant (CPA) with more than 30 years of diverse experience across the healthcare industry, spanning both the payor and provider sides. On the provider side, my experience has primarily focused on outpatient surgery, outpatient dialysis, and veterinary services.
My path to CFO was not traditional, and it has truly helped shape my leadership journey. I stepped away from my career for six years to focus on raising my children and building a new blended family. I initially worried that this pause might slow my career progression, but I returned to the workforce in 2018 with a renewed perspective grounded in balance, purpose, and long-term impact. That shifted focus helped me achieve my goal of becoming a CFO within five years of reentering the workforce.
I was drawn to Regent because of my strong belief in the role outpatient surgery plays in improving healthcare. Ambulatory surgery centers deliver high-quality care at a lower cost, while improving patient experience. Regent’s commitment to partnering with physicians and hospital systems to build thoughtful, strategic ASC platforms strongly resonated with me. Regent is not simply an outsourced management company. We’re a strategic partner focused on long-term value creation and clinical excellence.
What metrics do you watch most closely to gauge success?
When evaluating the performance of our surgery centers, I focus on a balanced set of metrics across three key areas: financial performance, clinical quality, and patient experience. Strong clinical quality and patient satisfaction ultimately drive sustainable financial performance.
At the enterprise level, my current focus is on supporting Regent’s growth trajectory. Since September 2025, we have added 10 new surgery centers to our platform, and with that growth comes a strong emphasis on disciplined execution. My priorities include ensuring new acquisitions meet underwriting expectations, scaling our corporate infrastructure appropriately, and delivering a seamless integration experience for new partners. Creating a strong first impression during integration is critical to building long-term successful partnerships.
How does your work impact patients, providers, or partners?
It’s easy to assume that finance teams operate behind the scenes, but our work has a meaningful and direct impact on patients, providers, and partners every day. Our finance organization is grounded in Regent’s commitment to operational excellence and partnership. We do this in a few ways:
- We improve patient experience by simplifying billing and improving transparency.
- We support physician and health system partners by giving clear visibility into financial performance drivers and opportunities.
- We promote strategic decision-making by leveraging analytics to identify cost-saving opportunities and drive margin expansion.
Ultimately, our work supports sustainable growth and high-quality patient care across Regent’s ASC portfolio.
How do you see Regent’s role evolving over the next five years?
Regent has always focused on differentiation, and I believe that will continue to shape our future. While it’s difficult to predict exactly what the next five years will bring, we are currently focused on leveraging technology—particularly AI and automation—to enhance clinical quality, improve patient experience, and drive operational efficiency. By streamlining workflows and embracing automation, we can scale more effectively while continuing to deliver strong outcomes for our partners and patients.
Given our size and growth trajectory, this is an ideal time to thoughtfully evaluate our processes across both our centers and corporate functions. I believe Regent is well positioned to continue evolving as a strategic partner to physicians and health systems as the ASC market continues to expand.
What advice would you give to someone entering this field?
First, choose an industry you are passionate about. I discovered early in my career that I was passionate about healthcare, and most of my career has been spent in this space. That consistency has allowed each role to build on the last and helped me grow into broader leadership opportunities.
Second, differentiate your experience. The modern CFO role extends far beyond accounting. Today’s finance leaders must bring a strategic, operational, and analytical perspective. Throughout my career, I intentionally broadened my experience across several areas: public accounting, operational finance, business development, revenue cycle, and many more. These diverse experiences have shaped how I lead and make decisions today.
Finally, find mentors and invest in those relationships. I cannot overstate the impact mentors have had on my career. One of my earliest mentors encouraged me to diversify my experience—advice that fundamentally shaped my career path. Strong mentors not only provide guidance but also help you see possibilities you may not yet see for yourself.