Formerly part of REEF TechnologyRizwan joined REEF to build the HR Technology & Analytics capability. Reporting to the CTO, key responsibilities and accomplishments include:• Developed and executed on HR Technology Roadmap focused on “Build” and “Operate” initiatives• Scaled a team of 4 FTEs to 15 global FTEs across three teams focused on HRIS Operations, Data & BI Engineering, and Continuous Process Improvement• Lead the successful deployment and post-go live operations of UKG (REEF’s People Core, Payroll, and Time and Attendance System) to 14,000 employees in 8 months. Later expanded to international employees.• Created a governance framework for project prioritization known as the Monthly People Technology Business Review, collaborating with executive leadership including Operations EVPs, CFO, CTO, CPO to ensure alignment with business priorities• Deployed a ticketing and monitoring system for HRIS level 1-4 requests. Reduced average time to complete from 12 days to under 3 days• Design and implemented 15+ systems integrations and automation of processes across HR, Financial, IT and external vendor systems, reducing time to process by 90%, equivalent to 7-10 FTEs• Deployed HR Master Data Management thereby improving data quality • Embedded change management best practices in all large initiatives, oversaw the design of 10+ training courses and job aids related to HR Systems to drive systems adoption• Designed and developed People Analytics Dashboards related to turnover, time theft, labor optimization, KPIs etc.• Managed HR Tech portfolio (selection and termination) and vendor relationships. Monitored vendor SLAs and identified violations.• Advanced employee/manager self service capabilities across numerous processes such as employee self transfers to different locations, and requisition creation based on budget availability, improving both employee and manager experience

Developed the global People Analytics (PA) function from ideation, providing consulting services and innovative analytics solutions to our stakeholders:STRATEGY: We work with our stakeholders to identify the correct business problem to solve. The strategy framework guides our interactions across HR stakeholders to identify strategically aligned PA use cases. The center of this is our People Analytics Center of Excellence which includes strategic leadership sessions across HR functional areas to identify current and future requirements (i.e., data, analytics, and visualization) and develop a roadmap for the next 3 years. Customer input is emphasized at every phase of development from ideation to delivery to ensure satisfaction.ANALYTICS: We ensure the analysis we provide is interpretable and actionable. The analytics framework helps the HR function to traverse the analytics maturity curve based on need. We provide various types of analyses such as using descriptive statistics to understand our workforce composition, predictive analytics for flight-risk models, and Natural Language Processing to create an automated applicant ranking system integrated into Workday.TECHNOLOGY: We provide innovative solutions at no extra cost or burden for our stakeholders. The technology framework emphasizes sustainability and full automation at every stage of the product lifecycle. This includes data engineering (ETL, APIs etc), data science (e.g., ML pipelines), and product delivery (e.g., custom BI tools). Across the product lifecycle, technologies may include Google Cloud Platform, SQL Server, Python, R, Qlik Sense, PowerBI, JavaScript, Workday.GOVERNANCE: We ensure our solutions are successfully implemented and adopted by our stakeholders. To this end, I developed the governance framework which focuses on change management activities such as how we go to market for products, communicate, training, roles, action planning, security/accessibility, and ethics(e.g GDPR).

Rizwan joined Danaher to establish the analytics function within Talent Management (TM). To this end, Rizwan is developing a roadmap for a measurement framework for continuous process improvement that aligns Talent Management strategic goals to the goals of the broader organization. This work includes 3 main core components: MEASUREMENT FRAMEWORK: A suite of core KPIs that are discovered through strategic alignment sessions with TM leadership to identify program relevant KPIs TECHNOLOGY: The development of technology to support and sustain the measurement framework. -Data Management: The development of a data warehouse that pulls data from disparate resources such as Workday and Taleo. The development of scripts to collect, clean, transform and load data. -Analytics: The development of calculations for the KPIs, ranging from descriptive statistics to regression analysis, depending on the KPI -Visualization: The development of a dashboard that leadership across the organization can use to quickly have a pulse check on key KPIs they are tracking to move the needle forward GOVERNANCE & PROCESS: The primary focus of this component is to transform the culture of the TM department to be more data focused in their approach for TM programs and initiatives. This means developing the guidance of when and how to use analytics, clearly defined roles and responsibilities, how often data should be updated, and most importantly, action planning to achieve results

Workforce Planning Firm Initiative:Developed a Workforce Planning Dashboard prototype in Tableau as part of an internal business development initiative to be used by Human Capital leadership to identify the right talent, in the right positions, at the right time. Rizwan has led the development of this solution from proof of concept, business case development, and prototyping of the tool, having presented every stage of development and received approval from Deloitte leadership. The dashboard incorporates Machine Learning to predict gaps such as identifying the expected tenure across all levels of staff, sectors, and skill types. Navy Medicine:Rizwan was brought into this role (a team of 7) to provide his expertise in transforming organizations into a state of analytical maturity, thereby enabling leadership to lead by data. This initial effort resulted in the client extending the contract for an additional 3 years. Key activities and accomplishments included: • Developed strategic road-map for the implementation of an analytics capability within the organization • As a result, conducted strategic working sessions with various stakeholders across all levels of the organization to align organizational missions, objectives, strategies, functions and outputs, resulting in leadership buy-in • Led a team of direct and indirect resources, that developed measurement frameworks that assess the effectiveness business unit outcomes, enabling leadership visibility into their organization • Developed process workflows to collect, clean and analyze data using PostgreSQL, Python, and Excel • Part of a team that developed an open-source, business intelligence web platform using PostgreSQL, Python, Django, HTML/CSS, and JavaScript • Conducted change management initiatives for ease of adoption including leadership strategic sessions, communications, and training • Assisted in the use of AGILE and SDLC methodologies for software development and implementation

Organizational Strategy-Conducted organizational assessment of an IT division to identify areas of strength and opportunities for improvement. Areas assessed included organizational strategy, culture, talent, and technology.-Conducted strategy workshops with Executive leadership to develop organizational objectives and strategic initiatives-Developed and implemented new process for project prioritization-Developed framework to measure organizational performance -Developed framework to assess organizational performance. This included conducting a current state assessment of current metrics collected, tools used and a gap analysis identifying future state organizational performance measurement.Program Evaluation - •Developed surveys and focus groups that evaluate program effectiveness for three different programs, including L3 behavior measurement and conducted their analyses, which identified program strength areas and critical areas for improvement•Supported the management of databases using SQL and SAS. This included cleaning the data to be prepared for analysis•Collaborated with client leadership during outreach sessions to assess the current state of KPIs for organizational performance measurement and identify future state KPIs•Helped develop and calculate new metrics that measure training efficiency•Conducted numerous presentations with client leadership demonstrating a business intelligence tool developed in-house which resulted in socialization and buy-in of the tool•Providing expertise on survey development and implementation used across 7 agencies for level 1 evaluation based on the Kirkpatrick model•Developed analytics tool for analysis of data using excel•Analyzed program data in support of various studies reporting on their effectiveness

-Developed the performance evaluation strategy of 12,000+ customer call center representatives (CSRs) going through training which has resulted in a system that continuously identifies areas for improvement in the training that has been implemented. -Developed entire infrastructure for analysis of training data (i.e., quantitative and qualitative) and its reporting (e.g., trends and action items report) on a weekly and monthly basis to the client.-Assisted in the development of standard operating procedures (SOPs) and trained analysts in data mining and statistical analysis techniques-Evaluated training of CSRs by developing a survey to measure training reaction (level 1 Kirkpatrick model), and creating an assessment to measure training knowledge (level 2 Kirkpatrick model)-Assisted in the development of SOPs for conducting focus groups, aided in conducting focus groups, and analyzed qualitative data from focus groups to improve training.-Assisted in the development and implementation of a recruitment tracking tool using Microsoft Access which improved efficiency of recruiting processes by implementing a centralized data location, improving consistency and accuracy of data, and removing duplicate processes -Assisted the Human Capital center of excellence in proposal writing, and the development of intellectual capital for marketing purposes-Advised in the design, implementation and analysis of a survey assessing organizational interoperability

-Analyzed data to measure adverse impact of tests utilized for promotional purposes using SPSS and excel-Content validation of assessment center exercises-Provided support for consultants as needed including creation of tests or questionnaires, assessment center components (e.g., score cards) and research

-Created assessment center for community college and surrounding businesses-Gained buy-in, interviewed subject matter experts -Identified competencies, and appropriate assessment techniques.

-Taught undergraduate level statistics and its application in SPSS statistical software to approximately 16 students-Used leadership and communication skills to help students comprehend work-Organized and graded weekly homework assignments, accordingly

Offered free-consulting services. In the past, these projects have included:-Conducted organizational assessment for non-profit using qualitative and quantitative techniques to collect data-Prescribed strategies for leadership change management. organizational restructuring, and improving effectiveness of meetings to the Board of Directors-Developed and implemented Human Resources functions

-Created weekly report on knowledge transfer to VP of HR-Created monthly reports on termination statistics and employee affect-Responsible for employee life events program -Analyzed data to recognize emerging trends in the workforce