By: John Neil, MD, executive vice president, chief physician executive and network strategy officer

As we approach the end of the year, it’s natural to reflect on where we’ve been and where we’re going. 2025 has been a complicated, exciting and at times exhausting year for HonorHealth. We’ve faced real headwinds from federal funding uncertainty, a constrained commercial payer market,  and an inflationary economy, while concurrently expanding our system in significant ways: continued organic growth, integrating the former Steward facilities, agreeing to acquire Evernorth Care Group, and extending our impact by serving as the primary clinical affiliate to Arizona State University as we launch the John Schufeldt School of Medicine and Medical Engineering.

Even as the macroeconomic healthcare landscape remains uncertain and arguably even unstable, we’ve made intentional, carefully calculated decisions to grow in ways that strengthen our “best in the Valley” platform at HonorHealth and continue evolving that platform to meet the needs of our patients and communities. We want to ensure more people can experience our collaborative and approachable brand of care.

As we grow, we know our success is not primarily defined by system size, the strength of our balance sheet or having a superior market strategy. The basis for our success comes from being a place where physicians, advanced practice providers, nurses, allied health professionals and every member of our care team wants to work and feels valued and supported. We have a core belief that when we build trust and strong teamwork, especially with our Medical Staff, we create the foundation that drives organizational excellence and benefits the patients we serve. This in turn, to quote a mentor of mine, allows “the success of the clinical model to drive the success of the business model.”

Thomas Lee, MD, a Harvard physician, describes the idea of social capital in healthcare as the trust, transparency and bonds of connection that hold organizations together. In his recent book “Social Capital in Healthcare,” he argues that social capital is as important as financial capital, especially in times of pressure and change. When social capital is strong, it helps sustain our momentum and our culture even when challenges arise. It’s a worthwhile read if you have an interest in this topic. His insight reinforces what many of us know to be true: our relationships are one of HonorHealth’s greatest strengths.

As we look to 2026, I try to balance realism with optimism. The challenges in healthcare, both clinical and operational, are real, and at times they can feel daunting or even depressing. But it’s equally important to acknowledge the pride we should feel in the work we do, individually and as a connected community of caregivers.

My optimism, hope and confidence in HonorHealth, and our collective future, comes from our commitment to building our social capital. The camaraderie, collaboration, compassion and professionalism of our Medical Staff are central to the social capital that makes HonorHealth special. Thank you for everything you do to support our patients, one another and our mission. I look forward to what we’ll achieve together in the year ahead.