Matthew Tarjick Email & Phone Number

Edgewater, Maryland, Us

South River Federal Solutions LLC (SRFed) is a Management Consulting and Professional Staffing firm supporting the federal, state, and local government with prime contracts and teaming partners with subcontracting primarily in the National Capital Region (VA-MD-DC). We are a multidisciplinary company offering consulting services and support for (1) healthcare management and medical staffing, (2) financial and human capital management, and (3) program management and administrative functions. We exceed customer expectations by providing diverse, competent, and capable team members; tailored business and technology solutions; and a team-oriented culture of excellence.

South River Family Chiropractic (SR-Chiro.com) ultimately seeks to become a trusted natural healthcare resource in the local Edgewater, Maryland area. This includes establishing a relationship of trust, reliability, and credibility not only with Dr. Angela Tarjick's practice members but within the community. We hope that the people in our surrounding area will come to know SRFC as a clinic that stands for strengthening the community as a WHOLE by improving the lives of its individual members.

Falls Church, Va, Us

Provide PM and Senior Financial Management support to the Defense Health Agency's Defense Health Network (DHN) National Capital Region (NCR) Resource Operations Division. Support all phases of the Planning, Programming, Budgeting, and Execution (PPBE) cycle. Current work includes FY24 budget execution and strategic resource governance within the network.

One of the greatest opportunities for me to positively impact my children and their classmates is through coaching and mentoring. For 14+ years, I have been privileged to act as a head or assistant coach on over 20 separate occasions in football, baseball, basketball, and soccer; culminating in Head Coach for South River High School's Junior Varisty Program in Fall 2021. As I reflect on my own life, several of the most influential people to me were the coaches that donated their precious time and energy to teach me much more than just a game - they helped to impart values, instill pride and a strong work ethic, and to play with passion! My goal is to positively shape and influence my kids and their friends in the same manner that coaches had on me.

Arlington, Virginia, Us

US Army | Medical Service Corps | Health Services Comptroller (70C) | Fellow, American College of Healthcare Executives (FACHE) | DoD Financial Management Certification - Level 3 (highest) (DFMC3) | Certified Defense Financial Manager with Acquisitions (CDFM-A) | Lean Six Sigma Black Belt (LSS BB) | Army Cost Management Certified (ACE) | Bronze Star Medal | Combat Medical, Expert Field Medical, Senior Parachutist (Jumpmaster), German Parachutist, Air Assault, Army Staff, and Basic Recruiter Badges | Secret Clearance

Fort Belvoir, Virginia, Us

• Responsible for the financial and human capital management of a 93,000-beneficiary community health care system and a 1.5 million square foot, 105-opertional bed hospital that executes over $475 million annually and employs 3,300 military, civilian, and contract employees. • Served as a voting member on the Hospital Board of Directors (BOD) - FBCH is 1 of 2 Joint Medical Facilities in the Military Health System - responsible for setting the strategic vision and supporting initiatives; measuring organizational performance; and resourcing. • Led a hospital-wide workforce shaping initiative involving five directorates and 172 clinical positions that yielded 16 more personnel, while saving $12.7 million in 2016 and $4.5 million annually thereafter. • Primary action officer for a resource optimization initiative that reduced cost per relative value unit ($ / RVU) [outpatient workload] and cost per relative weight product ($ / RWP) [inpatient] by over 5% each in 2016 and 2017. • Reduced internal staff from over 100 employees in Oct 2011 and 78 in Aug 2015 to 52 in Dec 2018 through more effective talent and knowledge management; process improvement; stewardship; and customer service initiatives.

San Antonio, Texas, Us

• Served as Deputy Director for three OTSG / MEDCOM Resource Management (G8/9) Directorates: Resource Programming (7/14 to 8/15), Strategy Management (5/13 to 7/14), and Health Financial Policy (7/12 to 5/13). • Directly supported MEDCOMs $600M+ per year and $3,000M+ Future Year Defense Program (FYDP) within G8 Programming; primary action officer for an Army Management Action Group initiative to downsize Army Medical Regions from 6 to 5 and three MTFs from inpatient to outpatient.• Served MEDCOMs Lean Six Sigma Lead Comptroller validating financials of 25+ projects and $60 million savings or cost avoidance; led Enterprise-wide Strategic Cost Reduction Initiative

San Antonio, Texas, Us

Brought unique skillset to the team's two primary functions, measuring organizational performance and performance improvement. As a board certified healthcare executive (Fellow, American College of Healthcare Executives or FACHE), and Health Services Comptroller (70C), I strengthened both the financial and operational benefits of each Lean Six Sigma project selected to improve organizational performance within the Command by helping to identify, shape, influence, select, mentor, and set the conditions for successful completion of each major project.Other areas of focus include measuring organizational performance through implementation of the Army Medicine 2020 Campaign Plan, creating and measuring against the Army Medicine Balanced Scorecard and Strategy Map; providing subject matter expertise to various Military Health System (MHS), Future of Army Medicine, and cross-functional / integrated working groups.

San Antonio, Texas, Us

• Primary financial manager for over $130 million annually to operate a multi-site regional health care system of ten (10) facilities, spanning three states and over 58,500 beneficiaries. • Led a 17-person department consisting of five main business functions: budget, cost management, accounts receivable collections, contracting, and management analysis.• Oversaw the seamless transfer of six organizations, including Radar Army Health Clinic (Fort Myer, VA), and over $30 million due to a Congressionally-mandated Base Realignment and Closure (BRAC). • Guided healthcare performance planning and business operations which earned $10 million in performance based revenue and $5 million in third-party insurance collections. • Responsible for workforce shaping initiatives which re-prioritized over 175 positions and saved $1.16 million in 2011 and $1.20 million in 2012.

Director of Business Operations and Owner. EOL is a center for chiropractic and natural care. Responsibilities include practice management, business and strategic planning, integrated marketing communications, operations and systems development, HR training, and financial modeling.

Washington, D.C., Us

• Health Services Comptroller Intern with duties to assist the Northern Region Medical Command (NRMC) Assistant Chief of Staff - Resource Management Division / CFO as Interim Budget Officer from Sep 08 to Jan 09 and Interim Chief, Management Division from Jan to Apr 09.• Successfully closed out the Walter Reed Army Medical Center (WAMC) FY08 budget and developed the FY09 department budgets.• Conducted a zero-based budget review and analysis to validate over $550 million in operating requirements for FY09, including over $40 million in Congressionally-mandated Centers of Excellence (Gynecology / Breast / Prostate Cancer, Cardiac, and Pain Management clinical research). • Led a cross-functional team to implement a new system for tracking labor allocation – Defense Medical Human Resources System – Internet (DMHRSi); resolved a backlog of over 60,000 delinquent timecards. • Completed a year-long didactic phase and oral board to certify as a Health Services Comptroller.

Minneapolis, Mn, Us

Fort Knox, Kentucky, Us

• Led an 11-person, three-station company which recruited healthcare professionals for active duty and the Army Reserve across a 232,217 mile area; Minnesota, North Dakota, and South Dakota.• Recognized as the 3rd Medical Recruiting Battalion’s Top Healthcare Recruiting Company in FY05 (overall) and FY06 (reserve).• Received 11 individual awards for production, leadership, and innovation.• Created a one-of-a-kind Tri-Service Military Health Professions Club at the University of Minnesota for soon-to-be officers.

Fort Liberty, Nc, Us

• Commander of Fort Bragg’s Medical Hold Unit, now Warrior Transition Unit, in which over 600 Soldiers processed through the unit; each Soldier either returned to duty, was released from Active Duty (REFRAD), transitioned to a new military specialty, or underwent a Medical Evaluation Board to determine fitness for duty in a one year timeframe. • Decreased Length of Stay from 450 days to less than 200 days using active leadership, process improvement, and accountability between physicians and patients; reduced the number of Soldiers with processing times in excess of 365 days from 44 to 5 within 6 months.

Fort Bragg, Nc, Us

• Served as the primary medical operations officer for an airborne infantry unit of 670+ personnel and directly led 27 medics and 6 vehicles valued at over $1 million.• Combat-proven leader who flawlessly executed medical care and evacuation at five austere safe-house locations and twelve combat operations across Afghanistan supporting Operation Enduring Freedom. • By-name selection to serve in a 90-day broadening assignment, filling an Infantry Major billet, pending backfill while the 82nd Airborne Division prepared to deploy to Iraq. • Served as project manager for four division-level events including: an Early Deployment Readiness Exercise (EDRE), a 4th of July Static Display, and two Mass Tactical Exercises open to the public.• Excelled in an extremely fast-paced dynamic environment including four 12-week intensive training cycles, including 10+ large-scale training operations, 12 unit readiness inspections, and over 8 night combat equipped, mass tactical airborne operations. • Planned and directed ground and air evacuation for over 800 casualties at the Joint Readiness Training Center 00-06 Rotation, leading to an unprecedented 99.6% survival rate.• Earned the coveted Expert Field Medical Badge (EFMB) on first attempt – a two-week medical skills competition with a success rate below 25%.

Bs, Economics With A Focus In Systems Engineering

Mba, Finance, Entrepreneurship, Medical Industry

Master'S Degree, Government Information Leadership

Continuing Education, Comptrollership

Continuing Education, Rise (Resilience. Innovate. Sustain. Evaluate)

Continuing Education, Entrepreneur Bootcamp For Business

Continuing Education, Revenue Readiness