An 82-year-old in Great Falls, Montana, walks into a clinic and is greeted by name. Her nurse practitioner knows her blood pressure, her last fall, and the fact that she lives alone. This is not a miracle. It is the entire point of Greater Good Health - and it is rarer than it should be.
Greater Good Health is a Los Angeles-based primary care company that does most of its work nowhere near Los Angeles. Its clinics sit in Billings, Missoula, Great Falls and, since late 2025, Idaho - the kind of places where a new doctor is a headline and an empty exam room is a slow emergency. The company runs value-based primary care clinics and clinical programs for seniors, and it has organized all of it around a single conviction: that nurse practitioners can lead.
That conviction is either obvious or heretical, depending on who you ask. Greater Good Health is betting roughly $74 million in raised capital that it is obvious.
Healthcare is facing two very real challenges at the same time - a growing shortage of physicians and medical costs that continue to rise faster than outcomes.
// Sylvia Hastanan, Founder & CEOTwo crises, one waiting room
Start with the arithmetic, because the arithmetic is the villain of this story. The United States is short on primary care physicians, and it is shortest exactly where seniors are growing fastest and traveling least. Meanwhile, healthcare spending keeps climbing without dragging outcomes up with it. You can pay more and get sicker. Many people do.
The conventional fix is to recruit more doctors, which is a fine plan if you happen to have a spare decade and a medical school. Greater Good Health looked at the same shortage and asked a more uncomfortable question: what if the bottleneck wasn't a lack of clinicians, but a lack of imagination about which clinicians get to run the room?
Nurse practitioners were already trained, already licensed, and in many states already authorized to deliver primary care. They were, in the polite language of healthcare, underutilized. In plainer language: a large and capable workforce was being asked to assist rather than lead. Greater Good Health decided to invert that.
The shortage isn't only a supply problem. It's a question of who you let be the answer.
// The bet, in one sentenceA CEO who'd seen the inside
Sylvia Hastanan did not arrive at this idea from a whiteboard. She spent roughly a decade inside the machinery of value-based care - leadership roles at Optum, DaVita Medical Group and HealthCare Partners, the organizations that quietly run large chunks of how seniors get cared for in America. She had seen, up close, both the promise of paying for outcomes and the friction that keeps the promise from being kept.
She founded Greater Good Health in 2021 with a thesis that sounds modest and behaves radically: put nurse practitioners at the center of primary care, take financial responsibility for whether patients actually get healthier, and build the whole thing for seniors with complex needs - the patients most systems find inconvenient.
Investors with reason to be skeptical bought in anyway. The 2022 seed round brought $10 million. Optum Ventures - the venture arm of the very giant Hastanan once worked inside - came along, and kept coming along, round after round. When people who know the economics of senior care best keep re-upping, it is worth noticing.
When the venture arm of the incumbent you once worked for keeps writing checks, the idea has stopped being contrarian and started being inevitable.
// On Optum Ventures backing every roundCare that shows up before the ambulance does
What Greater Good Health actually sells is hard to photograph, which is part of why it works. There are three pieces, and they lean on each other.
The clinics. Value-based primary care offices built for seniors, where the unit of value is a relationship rather than a visit. The model emphasizes prevention and early detection, longer appointments, and a care team that remembers you. The clinics are deliberately planted in underserved markets through partnerships with health plans.
The model. The nurse practitioner-centric care delivery system that lets those clinics exist where physicians are scarce. NPs lead; the model gives them the structure, the data and the support to manage complex Medicare patients well.
The programs. Integrated clinical solutions - care management, in-home visits, risk adjustment, quality improvement - that Greater Good Health runs in partnership with payers and risk-bearing organizations. This is the B2B engine humming underneath the B2C front door.
Put together, it is whole-person care: physical, emotional, social and financial well-being, treated as one tangled thing because for an 82-year-old living alone, it is one tangled thing. The opposite of this - care that activates only after something breaks - is what Greater Good Health is quietly trying to make obsolete.
Volume medicine waits for the fall. Value medicine asks why she's unsteady - then does something about it.
// The whole-person pitchA short company history
// Five years, four clinics, three rounds, one stubborn idea
Numbers that argue back
Skepticism is the correct posture toward any company that says it has reinvented care. Healthcare is a graveyard of beautiful theses. So here is what Greater Good Health reports, and it is the kind of evidence that is hard to fake because patients and payers both have to agree.
A Net Promoter Score above 90 is a number you expect from a beloved consumer brand, not a doctor's office - the average healthcare experience does not inspire fan mail. A 4+ STAR quality rating is Medicare's own scorecard saying the care is good. And a 200%+ jump in preventive care engagement is the whole thesis showing up in behavior: people are coming in before the crisis, not after.
Three rounds, rising conviction
// Capital raised per round, USD millions. Series B shown as equity; an additional venture debt facility of up to $12.5M is not pictured.
The proof is also in the company it keeps. The clinics didn't appear out of thin air - the first three opened with Humana in Montana, and the fourth opened with Blue Cross of Idaho. When the Series B closed, Blue Cross of Idaho's investment arm, Granite Financial Holdings, put money in too. A payer that opens a clinic with you and then invests in you is a payer that has checked your math.
A 90+ NPS in primary care is suspicious in the best possible way - it means people are sending fan mail to their doctor's office.
// On the patient experience numbersAccessible is the whole word
Greater Good Health describes its mission as making high-quality, value-based care more accessible to everyone. The word doing the heavy lifting is accessible. It is easy to make excellent care for people who already have it. The harder, less glamorous work is making good care reach a senior in rural Montana who would otherwise drive two hours or simply go without.
That is why the nurse practitioner model is not a cost-cutting trick dressed up as a mission. It is the mission. Expanding who can lead care expands where care can exist. The company's vision - reimagining delivery around a compassionate, whole-person approach focused on outcomes rather than volume - is the same idea pointed at the future.
Five things worth knowing
- Headquartered in Los Angeles, but its first clinics opened in Montana - Billings, Missoula and Great Falls.
- The founding bet is that nurse practitioners, not only physicians, can lead primary care for complex Medicare patients.
- Founder Sylvia Hastanan came up through Optum, DaVita Medical Group and HealthCare Partners.
- Its reported patient Net Promoter Score tops 90 - rarer in clinics than in cult consumer brands.
- The Series B drew in the investment arm of Blue Cross of Idaho, the same payer it had just opened a clinic with.
The shortage isn't going anywhere. Neither is she.
The senior population keeps growing. The physician shortage keeps widening. Medical costs keep outrunning results. None of these trend lines is bending on its own, which means the question is not whether someone reorganizes senior primary care - it is who, and how humanely.
Greater Good Health's answer is small enough to be honest and large enough to matter: four clinics, 200,000+ patients, a workforce led by people the system had been keeping in the passenger seat. The $33 million it raised in early 2026 is fuel to open more rooms in more towns where the alternative is no room at all.
Which brings us back to Great Falls. The 82-year-old who walked in and was greeted by name does not know or care that her nurse practitioner is the center of a contrarian operating model, or that a payer in Idaho ran the numbers, or that a Los Angeles startup raised venture debt to keep the lights on. She knows that someone was expecting her, that they remembered her last fall, and that they intend to keep her out of the hospital. That used to be rare. Greater Good Health is in the unglamorous business of making it ordinary.