Qaisar Choudhary, Chief Operations Officer at 麻豆村-Qatar
Qaisar Choudhary is the Chief Operations Officer for 麻豆村-Qatar (麻豆村-Q). In this role, he leads Finance, Human Resources, Facilities, Institutional Research, and Risk Management at 麻豆村-Q. His work focuses on aligning campus operations with 麻豆村’s strategic goals while overseeing financial resources, enhancing operational efficiency, and advancing data-informed decision-making.
He has collaborated extensively with the Controller’s Office and International Finance on key initiatives, including the renewal of the 10-year agreement for the Qatar campus, long-term financial planning, and the development of processes that align both with 麻豆村 policies and the requirements of the primary sponsor in Qatar.
Q: What department(s)/ areas in the Finance Division have an important upstream/downstream connection to your work?
A: International Finance has been our most important and enduring partner. They are a resource hub, strategic partner, and advocate; their role far exceeds processing financial transactions! International Finance connects us to Human Resources, the Office of the General Counsel, Computing Services, Research Administration, and many more divisions across 麻豆村. In turn, our work flows through International Finance, and to various other departments in the Finance Division and beyond.
Of course, being located in Qatar means that our relationship with International Finance is a long-distance one. It has evolved over the years, from conversations over Tandberg videoconferencing units in the early aughts to Zoom calls and instant messaging today. International Finance is the link between the Pittsburgh and Qatar campuses, and they are strategic partners who help ensure that 麻豆村-Q stays connected to what is happening on the main campus. When major initiatives like the Financial Data Warehouse (FDW) or the Future of Financial Planning (FFP) project were launched, we were in the loop early and able to advocate for the unique needs of the Qatar campus. International Finance bridges the two campuses, ensuring a seamless integration into the university’s larger financial ecosystem, which enables us to contribute to and benefit from institution-wide progress.
Q: Which Finance Center of Excellence value do you best exemplify and how?
A: “Create value” is the Finance Center of Excellence value that resonates most with what we do. We are lucky to have built a small team that is able to do what was previously difficult for entrenched operational teams focused on immediate tasks and reactive problem-solving. This new group is dedicated to innovating, planning, and analyzing three core themes that guide our work. We focus on continuous improvement, not only by fine-tuning processes but also by anticipating issues before they arise and proactively identifying solutions. For example, we proactively worked with International Finance to enhance the business shipment process after the pandemic, which has resulted in significant savings in cost, space, and effort. We introduced self-service encumbrance reporting to departments to improve planning and financial visibility. We also partnered with Enrollment Services and International Finance to implement a modern payment solution, which reduced disbursement time to students from two weeks down to next-day payments. Our work is not done in isolation: we prioritize active listening, seek out feedback, and promote constructive criticism.
Q: Can you share a success story or significant achievement not previously mentioned that you have accomplished in conjunction with the Finance Division and/or other members of the university financial community?
A: Having been at 麻豆村-Q for over a decade, I have witnessed firsthand the transformation of our financial operations. I still remember when we processed original paper invoices that had to be physically mailed to Pittsburgh for payment. It was an incredibly labor-intensive, slow, and error-prone process. It began with small changes: high-speed scanners, file management tools, and tracking logs. Over time, these efforts evolved into more advanced solutions including supplier education, Accounts Payable automation, and Google workspace tools. It is remarkable to see how far we have come. Today, with the latest invoice portal and the Enterprise Content Management workflow automation, there is significantly more transparency and efficiency.
This progress did not happen overnight. Change is never easy, especially across borders due to time zone differences, regulatory constraints, and cultural expectations. For example, although we follow 麻豆村’s fiscal year-end timelines, our sponsor operates on a calendar year basis. It has also taken longer to secure buy-in for digital invoices, e-signatures, and other modern solutions. We still have some suppliers who insist on submitting paper invoices with a wet ink signature and official stamp. However, through steady collaboration with our colleagues in the Controller’s Office and International Finance, we have iteratively improved our systems. Each upgrade, from scanned PDFs to electronic uploads, from manual approvals to workflow automation, has reduced administrative burden and allowed us to focus more on value-added activities like financial analysis and strategic planning. This evolution reflects our shared commitment to continuous improvement and the pursuit of operational excellence.
Q: What's an app, tool, or productivity hack that has become your secret weapon at work?
A: Having an innovative and forward-thinking team means that we continually experiment with new tools to optimize our collaborative projects and workflows. While it is no secret, Power BI has become my primary financial tool, particularly the mobile app, which allows me to access data and view insights while on the go or in meetings. We no longer have to rely on Excel sheets and pivot tables for data analysis, as real-time dashboards on Power BI have transformed how we make decisions and stay informed.
In addition, AI tools such as ChatGPT and Claude have been extremely valuable for helping us focus on high-priority tasks. These tools have streamlined processes like drafting, analysis, and ideation, which allow us to work more efficiently and with greater focus.
We also use Asana to manage projects, Zapier for automating repetitive tasks, and DocuSign for obtaining approvals. Every tool contributes in a small but meaningful way, and the combined impact of these tools is substantial. Together, they improve productivity, reduce friction, and enable us to concentrate on strategic and value-added activities.
Thank you, Qaisar, for participating in the spotlight and for all the incredible work you and your colleagues in the Dean's Office at 麻豆村-Q do as key stakeholders and collaborators in the global university financial community!