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Giarmo - Data Analyst - Old Town, Alexandria, VA, USA

Matthew Giarmo

Old Town, Alexandria, VA, USA


Data Analyst

  • Full time
  • Part time
  • One time
  • Contract
  • Temp


data mining (i.e., finding hidden patterns / meaning in big data); exploratory research design and data analysis (i.e., descriptive statistics); multivariate data analysis; hypothesis testing (i.e., inferential statistics); designing research that allows for integration of information from various sources / collection modalities (e.g., text analysis of journals / records; questionnaires; interviews)

Work History


U.S. Department of Health & Human Services through GAP Solutions Inc

September 2008 - July 2012


Dr. Giarmo was assigned sole authorship of the fourth and fifth annual PHEMCE Stakeholders Workshop (and BARDA Industry Day) reports. Hosted by The U.S. Department of Health and Human Services, the 3-day conferences took place December 2-4, 2009 at the Marriott Wardman Park Hotel and January 10-12, 2011 at the Walter E. Washington Convention Center.

CHALLENGE: “How does one adequately represent (and create actionable knowledge from) 50 presentations from such a diverse array of mission-spanning private- and public-sector stakeholders (i.e., Federal officials, international governments, industry, healthcare providers, first responders, and community-based organizations)?”

Dr. Giarmo’s data-driven approach, modeled after a seminal empirical approach to personality assessment (Allport & Odbert; 1935), diverged from that of his predecessors. Rather than using a priori categorization schemes (i.e., agenda categories, stakeholder type) to organize the report, Matthew reviewed the 1,000 page transcript to diagram relationships among key concepts distilled from each of the presentations. From this approach, he distilled 4 overarching themes, their order in the TOC, and transitional content.

OUTCOME: Dr. Giarmo’s reports on these conferences, as rare opportunities for the brightest and most authoritative minds in the mission space to share a stage, were not passive, static regurgitations but rather efforts to re-present the key concepts as the building blocks of an emerging and collaborative intelligence. The reports did not summarize the end of one year’s collective body of work in all-hazards preparedness and response, but provided the springboard for new engagements, higher-level concepts, and initiatives.


Asheboro Behavioral Medicine

December 2007 - May 2008


When Dr. G left the DOL to join his wife, who created her dream job in the hospital in which her father served as medical director, he thought he’d found a new home. Life took a surprising turn after her job providing psychotherapy to cancer patients was axed in a budget crunch 2 months later and after senior partners in an ensuing group practice manipulated her appointment book to deny her health benefits.

CHALLENGE: “With no assets and experience, how do you build a solo practice for your wife that will ensure viability for years to come?”

Dr. G advised his wife to take control of the physician referral base by marketing her practice as psychotherapy for patients w/ medical issues. Matthew procured local hospital data for an analysis of the patient population and the mental health delivery system. His research-intensive business plan established necessity & profitability for the proposed practice, earning a Wachovia line of credit. “Jim Foster loved that plan,” reported Matthew. “In no time he was offering to sponsor my membership in the rotary club and introducing me to some major players.” Matthew also leveraged his wife’s unique training as both a research PhD & practitioner’s PsyD to market her as the area's only therapist qualified to administer & interpret tests of ADHD, cognitive functioning, & personality. Investment in testing software followed. Finally, Matthew designed & produced marketing materials (e.g., tri-fold color brochures) for an array of disorders.

OUTCOME: Dr. G’s wife became the only psychotherapist within a 21-mile radius to receive new referrals from physicians and North Carolina’s Medicaid-driven community mental health service, and is currently seeking partners in her practice. The group practice that formerly employed her was forced to withdraw its satellite clinic from her territory.



July 2006 - May 2008


Certicode LLC contracted Dr. G on a trial basis to develop new business and new approaches to managing data for the cancer registry of its sole client.

CHALLENGE: “How do you exploit for business purposes data housed across stove-piped and discipline-specific information systems in a large hospital?”

In one-on-one interviews, Dr. G assessed the information needs of employees representing various diagnostic & therapeutic disciplines and all levels of the hierarchy. He scheduled a first-of-its-kind “tech summit” to test the waters of technical feasibility & cooperation among the IT staff that manages the systems.

CHALLENGE: “When selling a product / strategy, how do you build consensus among decision-making authorities with political differences, creative tensions, or competing interests?”

Dr. G used his connections & research to gather intel on the political culture. He spread the personnel across a number of presentations to ensure he addressed groups of like (or sympathetic) minds. This allowed him to secure commitments while working his way up the chain to directors of Medical & Radiation oncology, who in turn advised him on how to approach the VP.

OUTCOME: “An evangelical supporter of Dr. G’s Comprehensive Oncology Data Engine (“CODE”), the VP lobbied hospital leadership for the capital expenditure. The custom-designed data integration, analysis, & reporting tool provides business intelligence for administrators and clinical decision support for practitioners by marrying billing & clinical data (e.g., lab, pathology, pharmacy, EMR) to put a cost & clinical value on everything in the facility (i.e., drugs, procedures, patient type by diagnoses and zip code, physicians). CODE obtains metrics through dashboards for Revenue (i.e., real-time pipeline transparency), Utilization, Outcomes, & Compliance. CODE has been recognized at the ACCC annual conference as the future of hospital data management.


U.S. Department of Labor through Coffey Communications Inc

April 2005 - July 2006

• Developed scheme for gauging "capacity-building potential" in proposals seeking grants under President's High Growth Job Training Initiative
• Developed reporting tool to track key performance indicators
• Offered strategies to enhance sustainability and transferability of industry-specific knowledge (i.e., careers ladders, core competencies, job types)

I am accustomed to working with complex portfolios. From my multi-method exploration of the dreams of terminally ill cancer patients for my dissertation, I transitioned into the business of cancer care aided by stove-piped information systems representing various disciplines (e.g., pathology, oncology) and diagnostic / therapeutic modalities (e.g., radiation oncology, surgical oncology, and medical oncology) for patients suffering from a family of related disorders (i.e., cancer) varying by site (e.g., lung) and etiology. On the merits of that work, I was recruited into the field of CBRN preparedness (i.e., HHS) which, like cancer, staggers under the sheer number of disconnected parts. For HHS I addressed a range of challenges (e.g., scientific, regulatory, operational) involving stakeholders representing multiple agencies at every level of government (e.g., local, State, Federal) and involving every phase of preparedness (e.g., early research; advanced development; storage and maintenance; and distribution & dispensing).

Labor proved just as formidable, with projects funded under the GW Bush High Growth Job Training Initiative seeking to expand labor "capacity" within a number of industries through a variety of different mechanisms. Outside the scope of my work for DOL, I concluded that crises in labor and student loan debt (representing the "new normal") could be ameliorated only through greater alignment between higher education and industry. Toward that end I have designed an exciting new kind of university.


Fannie Mae

March 2003 - January 2005

Created SOPs in fulfillment of Sarbanes-Oxley-driven financial controls.


New Technology Management Inc

From July 2003

Composed manuals for income verification software developed for Housing & Urban Development


Amgen Biotech

June 2002 - June 2003

Supported submission for FDA approval of multibillion dollar arthritis drug, Embrel


LL Mitchell & Associates

May 2001 - September 2001

Proposed integration of services for unique population w/ dual substance use & psychiatric disorders


NIC Commerce

August 2000 - June 2001

Data integration through querying of relational databases in UNIX, Oracle, and NT platforms


February 1999 - August 2000

Managed process of reproducing publishers' books for cover-to-cover read-before-you-buy proprietary e-display system


Morehead State University

July 1998 - August 1998

Designed lesson plans, course materials, and exams for 3-week Theories of Personality course


Kansas State University

January 1996 - May 1996

They were smarter than that. More curious. My students. They were like me. So when I was informed I'd be teaching an introductory psychology class, I decided not to use a textbook. I would have been embarrassed to go through the incohesive list of factoids and other trivia better associated with other disciplines: the structure of the eye; the mean and standard deviation; and those dreadful mnemonics. I take pride in my work (in informing and entertaining) and in not treating students (or for that matter, our human subject matter) like livestock. So I selected excerpts of original readings from those who advanced our way of thinking about (or researching) human experience.

The department head & teaching supervisor thought they were rescuing the students when they intervened mid-semester to restructure a course they originally approved. Students were required to purchase a textbook and submit to weekly quizes in multiple choice format. The grades they received for their midterm essays were expunged. For a week I lectured and structured activities as prescribed by the department leadership and under the supervision of the department head, who patted me on the back for what he deemed an excellent performance. But the students responded with a collective "so what?" and in a stunning and dramatic reversal -- and led by a 40-year-old journalism major -- they made their views known to the Dean, who intervened to restore the old format. One student even threatened legal action. The department got a black eye. The department head resigned for a position elsewhere and the once-popular head of the teaching practicum placed third among four candidates to replace him.

• Pioneered cable television-mediated review sessions using university’s new distance learning technology. I admit it felt odd to flip through the TV channels at dinner to find myself sandwiched between ER and 48 Hours.

Qualifications & Certifications

Lakeland Regional High School


Social-Personality Psychology


General Experimental Psychology


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