Executive Spotlight: Hays Green
Meet the Energizer Bunny of Healthcare Ops: A Q&A with Hays Green
Hays Green knows how to keep things moving. With 25 years in healthcare ops, he’s led teams through growth, change, and everything in between. In this Q&A, he shares how he builds trust fast, why process always comes first, and what archery, performance reviews, and the Energizer Bunny have in common.
Q: You’ve driven massive improvements in operations—what’s the first lever you pull when looking to scale efficiency in a healthcare business?
Hays: It always starts with process. I want to understand how things are currently running—mapping workflows, studying data flows, and examining the interplay between people, technology, and process. Whether it’s a detailed Visio diagram or a napkin sketch, I need to see how the business machine works before identifying ways to standardize or optimize it. That’s where efficiency begins.
Q: What’s an operational transformation you’re most proud of—and why?
Hays: One that stands out is my time at MyNexus in Nashville. I came in to lead a business unit through a major transformation, eventually integrating it into Anthem after the Carelon acquisition.
What made it special was the focus on people first. I helped team members grow into leadership roles—some started as call center reps and eventually advanced into higher, individual contributor positions. The team also improved our tech stack, enhanced automation, and made smarter hiring decisions. It was a true people-process-technology transformation, and that balance was key.
Q: As a fractional executive, how do you build trust and alignment quickly with internal teams and leadership?
Hays: It begins with a clearly defined scope. You’re not full-time, so you need to be laser-focused on one or two projects with well-defined outcomes. Then, meet people where they are—listen, understand their day-to-day challenges, and be present.
Flexibility also matters. Be available on their time schedules. That effort builds trust and credibility fast.
Q: What are some tactical ways you meet people where they are?
Hays: Listening is the most powerful tool. My management style is “managing by walking around.” In the office, that meant literally pulling up a chair. Now, it’s video chats or calls—but the intention remains: show genuine interest. When people feel seen and heard, they open up. That’s when the real insights surface.
Q: What’s the biggest misconception companies have about bringing on a fractional COO or CEO?
Hays: The assumption that “fractional” means “part-time in a casual way.” That’s not true. While fractional leaders may not be in the seat full-time, they fully own that role during their engagement. The key is aligning expectations—define the scope, identify internal champions, and understand that a fractional leader won’t solve every problem, but can make a massive impact where it matters.
Q: How do you know when a company is ready for a fractional executive versus needing full-time leadership?
Hays: It depends on the growth stage. A startup that just signed its first client or is entering go-to-market mode likely needs help with structure and focus—that’s when fractional works best.
But as they land more clients and operations scale, they often need dedicated, full-time leadership. That transition happens when the organization requires sustained attention across multiple functions.
Q: Have you helped companies make that shift from fractional to full-time?
Hays: Yes. Last summer, I stepped in as a fractional Chief Growth Officer for a company recently acquired by private equity. It was founder-led and adjusting to institutional capital. I bridged the gap for 90 days—refined their marketing materials, closed key deals, and organized Go-To-Market processes so the incoming full-time CGO could hit the ground running.
Q: You’ve built teams during high-growth phases and turnarounds. What’s your go-to move to get people aligned?
Hays: I spend time on the front lines—call centers, data teams, wherever the work happens. Learning the systems and daily workflows gives me fluency in the business and earns trust. It’s not about issuing top-down directives. It’s about listening, observing, and improving processes together.
Q: What’s one piece of conventional wisdom in healthcare operations that you think is totally outdated?
Hays: Two things. First: “The numbers don’t lie.” They absolutely can—look at Enron or HealthSouth. Always be skeptical and dig deeper.
Second: The idea that you stop learning at some point in your career. That’s nonsense. We’re lifelong learners. With so many tools—podcasts, online courses, even AI—we can keep sharpening our judgment and evolving.
Q: What’s a surprising skill or habit that’s helped you succeed—but has nothing to do with healthcare?
Hays: Organization. My wife calls me her personal organizational consultant. I’m meticulous with files, decks, and emails. It saves time and keeps me clear-headed across multiple roles.
Preparation is another. I research deeply before calls or meetings. That preparation turns transactional interactions into meaningful conversations.
Q: If operations had a mascot, what would yours be—and why?
Hays: Two come to mind. First is the Energizer Bunny—because operations never stops. Every day brings something new, and you’ve got to keep going.
Second is from an old Timex commercial: “Takes a licking and keeps on ticking.” That’s operations in a nutshell. You face challenges, adapt, and keep things moving.
Q: What’s the most “un-glamorous” part of your job that you secretly love?
Hays: Performance reviews. Most people dread them, but I see them as a coaching opportunity. I use the STAR method—Situation, Task, Action, Result—to give precise feedback. It’s a way to mentor, build better leaders, and retain talent.
Q: What’s a hobby or interest you’ve carried with you over the years—and has it influenced how you lead?
Hays: Archery. I’ve done it since I was a kid. It requires patience, focus, and consistency—traits I bring to leadership. Not every shot hits the target, but over time, you adjust, stay steady, and improve. That mindset has shaped how I approach operations and team building.
