Salem’s background has exposed him to multiple layers of healthcare operations and strategy. He has partnered with patients, frontline staff, physicians, department leaders, and executives to carry out system-level initiatives aimed at improving access, effectiveness, and the patient experience. Salem believes that exploring system and service line trends to inform strategy is paramount to ensuring care is offered at the right time, level, and location. His mindset is one of continuous improvement, and he believes that an efficient and quality-oriented approach to using available resources benefits all stakeholders.
At ECG, Salem focuses on working alongside his clients and improving operations while ensuring the sustainability of project implementations. Recently, Salem stood up an enterprise access governance model and associated workflows and policies for a 1,400‑plus-provider health system, led a workflow optimization and role reorganization for a behavioral health institution, and standardized labor management and staffing practices to improve hours per patient day metrics at multiple post-acute care facilities. Other examples of his efforts at ECG include designing and implementing a program to introduce Lean methodologies to operating rooms across a four-hospital system; project-managing the site selection and overall implementation of a shared services organization to support 14 healthcare organizations operating across 19 states; guiding the conversion of an independent oncology clinic to hospital outpatient department status, with a focus on practice operations, revenue cycle, and facilities improvement; and activating a centralized contact center.
