ZOHAIB QAZI

Led a comprehensive IT Transformation initiative, resulting in significant cost reductions, improved operational efficiency, and enhanced security, transparency, and service delivery.

Provide visionary leadership for the Program Office, ensuring efficient execution of daily operations and driving strategic alignment with organizational goals.

Established robust governance framework, including standardized processes for project planning, issue tracking, risk management, and resource allocation, fostering effective communication and decision-making.

Oversaw the development and implementation of a comprehensive branding and communications strategy for the IT Transformation program, ensuring strong visibility and stakeholder engagement.

Successfully initiated and managed new projects within the IT transformation program, fostering collaboration among executive sponsors, steering committees, project managers, and functional teams.

Served as trusted advisor to senior leadership, providing valuable insights into program status, progress, and risks, and escalating critical issues proactively.

Cultivated strategic partnerships with key stakeholders, including distributed IT organizations to develop recommendations and services to drive digital innovation and reduce our security footprint.

• Provide vision, leadership, planning, project coordination and management of HRIS unit
• Partner with core HR units and other various constituents in identifying and planning of ERP system improvements, development, implementation and training of enterprise applications
• Provide leadership, supervision and oversee day to day operations of HRIS business analysts to support CSUN’s 6,000 plus full-time, part-time faculty and employees
• Partner and collaborate with Enterprise IT to ensure that HRIS system design and HR processes are aligned to meet HR shared governance and Chancellor’s Office requirements
• Maintain integrity and security of HR level 1 data within PeopleSoft and other 3rd party systems
• Ensures adherence to rules established by University, Enterprise IT, CSU and State Controller's Office
• Develop and deliver presentations to various campus constituencies, lead open forums as required on technology strategy, programs, practices, and issues
• Establish and maintain effective working relationship with different university divisions, Chancellor’s office and Enterprise IT divisional leadership

Strategic Planning

• Led methodical assessment of each major functional area of HR. Collaborated with other HR managers to identify gaps and overlap. Developed plan to mitigate gaps and overlaps
• Developed a strategic plan to transform paper driven processes to paperless in collaboration with enterprise IT

Project and Change Management

• Led efforts to implement transitioning of legacy People Soft recruiting solution to Page Up Recruiting Software during COVID-19 Pandemic
• Supported campus project team by incorporating change management methodologies
• CSUN became first of 23 campuses to implement Page Up for Auxiliary employees which paved way for other campuses to follow our implementation method.

• Led overall software development of Worklogic EPS (enterprise productivity suite) SaaS based application with budget of $3 million
• EPS modules includes online onboarding, payroll processing, time & attendance, document management, CRM, Case Management and Adhoc Reporting for PEO industry
• Demo EPS features and roadmap at annual PEO conferences with existing and potential new clients
• Coach application development and support team on new methods and industry trends to resolve client issues and minimize application outages
• Produced detailed timeline for each application release and implemented effective project control measures by monitoring progress of software releases for every sprint
• Review all designs, code, and unit test plans where applicable
• Approved and reviewed all business requirements and user stories prior to implementation

Strategic Planning

• Implemented scrum methodologies by replacing traditional SDLC model and practices
• Introduced story writing to cut development costs which improved delivery of new modules
• Implemented Kanban model for real time communication with developers and stakeholders

Organizational Leadership

• Formed an alliance of 4 different PEOs’ who became pilot users of EPS
• Collaborated with other PEO employees and users to provide efficient technical solutions according to each client’s needs and budget
• Engaged internal operations team by assigning them product champion role to maximize their involvement towards betterment of product.

• Reduced non-staff IT costs by 60% while maintaining key metrics through VMware virtualization, application rationalization
• Developed custom reports for clients, performed data modeling and re-engineered business processes
• Provide support and programmed legacy payroll system for day to day operations
• Provide support and maintain in house data center and enterprise network of local and remote users
• Introduced change management policies and procedures for infrastructure changes reducing number of unscheduled or unplanned outages by 75%
• Implemented Quality assurance, Technical documentation, helps desk support procedures, information security policies and business continuity management plans
• Documented business processes, monitored servers, performed backup and restoration and resolved technical problems to ensure consistent system functionality
• Managed budget and timelines efficiently to deliver results
• Engaging with key vendors and maintained a successful relationship
• Developed and maintained Information Security policies to maintain SOC II (SOX)certification.