Redefining Pain Care through Leadership and Advocacy

Dr. Sara Nashi is Director of the Interventional Pain Division at TriHealth where she led the creation of a dedicated program from the ground up. Collaborating across specialties, she built a patient-centered multidisciplinary model that redefined pain care amid Ohio’s opioid law reform and transformed both practice culture and outcomes.

Expanding Pain Care Access: Advocacy through Policy

Advocacy begins with education—both for patients and the broader healthcare system. One of the most effective ways to support underserved communities is by helping patients understand their options, empowering them to advocate for their own needs. At the same time, engaging with insurance companies and policymakers is essential to expand access and remove barriers to care.

I’m actively involved in several organizations that champion this cause, including the International Pain and spine intervention Society (IPSIS), American Society of Pain and Neuroscience (ASPN), the Ohio Society of Interventional Pain Physicians, the American Society of Interventional Pain Physicians (ASIPP) and the Women Innovators in Pain Medicine (WIPM). Through these groups, I work on policy and advocacy efforts that aim to ensure all patients, regardless of location or socioeconomic status, have access to the interventional pain treatments they need. Raising awareness, advancing legislation and promoting equitable care are all critical components of that mission.

Multidisciplinary Pain Care: United Teams, Better Results

Collaboration is truly at the heart of elite multidisciplinary patient care. Chronic pain is complex; it doesn’t affect just the physical body but also carries significant emotional and psychological dimensions. Research consistently supports the effectiveness of a multidisciplinary approach, particularly one that addresses the mind-body connection and helps patients process their pain experience on multiple levels.

At TriHealth, we prioritize building strong communication channels among our interventional pain specialists, primary care providers, physical therapists and mental health professionals. This collaboration ensures we treat the whole person, not just the symptoms. Sustaining these relationships requires ongoing dialogue, mutual respect and shared goals centered on patient outcomes. By working as a cohesive team, we’re able to deliver more comprehensive, personalized and effective care.

Guiding Innovation in Pain Care: Trust Starts With Action

Leading through change requires staying informed, being adaptable and setting an example others can trust. My involvement in national and international pain societies keeps me current with the latest advancements in treatments, technologies and policy changes. I bring these insights back to my team at TriHealth, where we collaboratively evaluate and implement the best strategies for our patients.

Leadership, to me, starts with open communication and leading by example. I maintain an open-door policy and strive to treat patients, colleagues and staff with the same respect and compassion I would want for myself. When introducing new initiatives or systems, I make it a point to pilot them first. This not only helps identify potential challenges early but also demonstrates my commitment to the process.

Change can be difficult, but when your team knows you’re willing to go first, to support them and to prioritize their needs, it fosters a culture of trust. Ultimately, people are more willing to adapt when they see their leader is just as invested—and just as willing to grow.

Lessons That Endure: Focus on Solutions, Grounded in Respect

One of the most important leadership lessons I’ve learned is the value of respect—especially during times of disagreement or challenge. Maintaining professionalism and keeping the focus on our shared goal of delivering exceptional patient care is essential. Even when perspectives differ, remembering that everyone ultimately wants what’s best for the patient helps guide conversations in a more productive and collaborative direction.

It’s also very important to recognize that pointing fingers or placing blame rarely leads to progress. Instead, advocating for change or improvement is most effective when it’s grounded in objective, measurable data. And if you recognize an area for improvement, it’s critical to think through the issue deeply enough to propose a solution— not just highlight the problem.

Leadership is not just about identifying challenges, but about showing others how we can thoughtfully and respectfully move forward together.

Leading in Pain Care: Start Kind, Build Trust

The advice I give most often is simple but powerful: be kind. Kindness, paired with professionalism, goes a long way in building trust and strong working relationships—especially in multidisciplinary environments where collaboration is key.

When you’re starting out, take time to learn the landscape. It’s natural to be enthusiastic and come in with fresh ideas, but resist the urge to immediately push for change. Lasting impact comes from building relationships, understanding the culture and showing respect for those who have been doing the work before you.

Trust takes time to cultivate and meaningful change often happens gradually. Don’t be discouraged if your ideas aren’t implemented right away. Instead, focus on listening, learning and leading with humility. That foundation will not only help you grow as a clinician, but also as a leader who others are willing to follow.