I Help Corporate Professionals Gain Career Clarity & Fulfillment | Founder @Amplify Your Home | Global AI Tax Copilot Strategist @EY

Don't be fooled by my appearance. Quiet, Asian, tiny girl.

In the last decade, I've...

Successfully navigated the corporate giants: Goldman Sachs, PwC, Deloitte and EY.

Built communities, tax and financial models, and automations. (Excel wizard here)

Empowered employees to own their damn careers,

Challenge their norms to do something special.

That's when Problems become Opportunities,

Strategies into Actions.

You are not Alone.

Ready to redefine your career? Let's make it happen.

Mary Fung

Accenture and Snowflake just formed a joint business group. 5,000+ certified consultants dedicated to AI and data transformation.

That's not a partnership announcement. That's a statement about where enterprise AI is heading.

Reading between the lines:

- The big consultancies are betting hard on data infrastructure as the AI bottleneck
- 'AI transformation' is becoming 'data transformation with AI capabilities'
- If you don't have your data house in order, no amount of AI magic will save you

What this means for enterprise buyers:

The consulting giants are building massive practices around making AI actually work. They're not selling AI hype anymore - they're selling the boring stuff. Data quality. Governance. Integration. Infrastructure.

They learned something from the last 2 years: Executives buy AI demos. But they pay for data cleanup.

If Accenture is deploying 5,000 people to this, ask yourself: Is your organization investing anywhere close to proportionally?

Own Your Damn Career | Founder @Amplify Your Home | Head of Synthetic Data & Simulations @EY

10 AI Predictions for 2026:

1. Gemini will quietly become the default AI model — not because it's best, but because it's baked into Google Workspace and enterprises buy whatever comes with the contract.

2. AI agents will be the buzzword of 2026, but 90% of enterprise "agents" will just be fancy if-then workflows with a chatbot wrapper.

3. Middle management will shrink faster than anyone expected. If your job is routing information between people, start upskilling now.

4. LinkedIn will be flooded with AI slop, which will make authentic human writing easier to spot and more valuable.

5. The companies that win with AI won't have the best models — they'll have the cleanest data and fastest approval pathways.

6. Most "AI transformations" announced in 2025 will be quietly walked back, rebranded, or buried in footnotes.

7. Copilot will be on every enterprise desktop, but 80% of employees will use it the same way they use Excel — poorly and rarely.

8. The Chief AI Officer title will peak and then quietly disappear because nobody figured out what it was supposed to do.

9. Prompt engineering will stop being a job title and become a baseline skill, like knowing how to Google.

10. The people who actually ship AI in 2026 will be the same ones who shipped software in 2016 — builders who know that technology is 20% of the problem.

Everyone keeps saying, “AI needs better foundations.”

That’s true.
But it’s not the part people think.

KPMG isn’t warning about missing tech.
They’re warning about missing discipline.

Most enterprises want AI to move fast
on top of systems that were never designed to be trusted.

Bad data.
Unclear ownership.
Processes built for humans to patch gaps with judgment.

So when AI breaks, leaders don’t ask:
“Why was this workflow fragile to begin with?”

They say:
“AI isn’t ready.”

AI doesn’t fail in enterprises because it’s too powerful.
It fails because it refuses to hide the mess underneath.

Foundations aren’t glamorous.
They don’t demo well.
They don’t win internal applause.

But without them, AI just scales dysfunction faster.

The companies that actually win with AI won’t be the loudest adopters.
They’ll be the ones willing to do the unsexy work first:
clarify ownership, clean data, redesign workflows, define accountability.

Everyone else will keep running pilots —
and blaming the tech when reality shows up.

Most companies don’t hire talent.
They hire job descriptions.

And then they’re shocked when they end up with average people doing average work.

Cursor does the opposite.
They don’t ask “What role do we need?”
They ask “Is this person undeniable?”

If the answer is yes, they bend the org around them.
They don’t wait for headcount approvals.
They don’t debate leveling.
They don’t hide behind process.

They move.

Because:
> Elite talent is rarer than clean org charts.
> Process is cheap. People aren’t.

Most companies optimize for order.
The best ones tolerate chaos to secure leverage.

If you hire roles first, you get replaceable people.
If you hire people first, they create roles you didn’t know you needed.

That’s how you build an org of superstars.
Not by perfect hiring processes but by having the courage to recognize greatness
and act before it’s gone.

Goldman’s CEO said AI can now do 95% of an S-1 in minutes.

Everyone keeps asking what happens to the jobs.

That’s the wrong question.

The real question is:
What is the 5% that still matters?

It’s not formatting.
It’s not drafting.
It’s not models, footnotes, or precedent decks.

The 5% is:
• deciding what risk actually matters
• knowing what to leave out
• framing the story regulators and investors will believe
• understanding where this deal breaks under pressure
• making judgment calls no template can defend

The 95% was always execution theater.
The 5% was always the job - it was just hidden behind process and headcount.

AI didn’t remove human value.
It stripped it down to the part you can’t fake.

If your role was built on producing the 95%,
you weren’t senior...you were insulated.

Now the insulation is gone.

What’s left is judgment, taste, and accountability.
And that’s the part most people were never trained for.

That’s the real disruption.

Most “agentic AI” projects fail for the same reason most corporate transformations fail:
people mistake motion for progress.

McKinsey looked at 50 real agentic AI builds.

The failure wasn’t the models.
It wasn’t the prompts.
It wasn’t the talent.

It was ego.

Teams built impressive agents instead of fixing broken workflows.
They layered AI on top of chaos and called it innovation.

Users don’t need Copilot to be visionary.
They need it to be boringly correct.

Once it earns trust, then it can become transformative.

But this is exactly why Copilot keeps disappointing:
the people building it aren’t the people living in Word, Excel, Outlook, and PowerPoint all day.

They don’t feel the cost of a small error.
They don’t feel the “I now have to double-check everything” tax.
So the product ships features… before it ships trust.

And Satya stepping in as PM won’t magically fix that.

This isn’t a leadership-attention problem.
It’s a proximity problem.

Until the builders are forced to live in the workflow and be judged on accuracy, not demos
Copilot will keep being impressive… and optional.

Trust first.
Then transformation.

How to Position Yourself for AI-First Roles:

> Stop learning tools. Start solving problems. Anyone can take a ChatGPT course. Few people can articulate how AI solved a specific business problem with measurable results.

> Document everything you build. That workflow you automated? That analysis you accelerated? Screenshot it. Write it up. Your future employer can't see what you don't show them.

> Get uncomfortable with ambiguity. AI roles live in the gray zone between 'definitely possible' and 'completely impossible.' If you need clear requirements to function, this isn't your path.

> Learn to speak two languages. Technical enough to evaluate AI capabilities. Business enough to translate them into ROI. The people who bridge this gap are absurdly valuable.

> Find the AI skeptics. The person in your company who thinks AI is overhyped? Befriend them. They'll show you every gap in your thinking and make your pitches bulletproof.

> Build a public track record. LinkedIn posts about AI projects. GitHub repos with experiments. A portfolio site showing what you've built. Hiring managers are tired of 'AI enthusiasts' with nothing to show.

> Apply before you're ready. The AI field moves so fast that job requirements are wishlists, not checklists. If you meet 60% of the requirements, you're qualified. They'll teach you the rest.

AI isn’t limited by capability.
It’s limited by imagination.

We already have models powerful enough to solve problems most companies haven’t even defined yet.

The gap isn’t technical - it’s structural.
It’s the lack of domain context, product packaging, and change management that turns potential into adoption.

Most enterprises don’t need “better AI.”
They need AI that speaks their language - built around real workflows, real UX, and real ownership of change.

That’s why the next wave won’t come from another foundation model.
It’ll come from domain-specific agents - vertical copilots that combine deep expertise with flawless execution.

The real unlock isn’t general intelligence.
It’s the ability to pour capital into problems that were never scalable before.

And the only thing left standing in the way isn’t the tech -
it’s the willingness to use it.

In 5 years, 'AI-powered' will be as meaningless as 'cloud-based' is today.

Remember when 'cloud-based' was a selling point? When companies bragged about being 'in the cloud' like it made them special?

Now nobody cares. Of course it's cloud-based. Everything is. It's not a feature anymore - it's just how software works.

AI is on the same trajectory. Right now, 'AI-powered' is marketing gold. Slap it on anything and watch the valuations rise.

But by 2030? 'AI-powered' will be as remarkable as 'uses electricity.' Every piece of software will have AI embedded. It won't be noteworthy.

The companies winning in 2030 won't be the ones shouting about AI. They'll be the ones who quietly solved problems while everyone else was busy with the buzzwords.

5 Things I Learned Implementing AI at Enterprise Scale:

1. Your data problem is bigger than you think. Every executive says 'our data is pretty clean.' It never is. Plan for 60% of your timeline to be data work.

2. The pilot trap is real. Successful POCs die in production because nobody planned for security reviews, compliance checks, and the 47 stakeholders who need to approve everything.

3. Change management eats AI for breakfast. The technology works. The humans resist. Budget 3x more time for training, communication, and handling the 'but we've always done it this way' crowd.

4. Start with the boring use cases. Everyone wants the sexy AI chatbot. The real ROI is in automating the mind-numbing document processing that costs you 200 hours/week.

5. Your AI strategy needs an AI exit strategy. Models change. Vendors pivot. Build for portability or you'll be rewriting everything in 18 months.

i won't be surprised if this number 10x by now

Salesforce is doing what most large enterprises will end up doing with AI.

Putting it behind guardrails.
Making it defensible.
Slowing it down on purpose.

And that’s ok.

But it also means the fastest breakthroughs won’t happen there.

They’ll happen in startups that can tolerate failure.
Ship messy.
Learn fast.
Break things without a committee.

The best middle ground for enterprises is simple:

Build a startup-style lab.
Give it air cover.
Let it experiment like a startup.

If it works — scale it.
If it doesn’t — kill it quickly.

Big companies don’t need to move fastest everywhere.
They need to know where they’re allowed to.

Manager

Virtusa

Senior Manager

Finance and digital transformation projects, enabling real time data analytics and implementing SAP Planning/Forecasting application (EPM)

KPMG US

Implemented SAP BW/Web Portal solutons for Mexico and Brazil for KPMG

Senior Consultant

AmerisourceBergen

Overview
• Working on retirement project of Legacy dataware house solution build on Mainframes
• Replacing old interfaces with SAP BW backend based interfaces that will yield same quality of information with out disrupting Customer's solutions 
• Revaluating and Replicating Business process with changed Billing and Pricing conditions 
• These Customer file feeds provides vital information to Customer, partner and will help ABC keep the track of Order and Billing system.  Which in turns helps in improving service level agreements


Technical Responsiblites 
• Providing Solutions to business problems, configuring current SAP Landscape in accordance to there need to serve business users better
• Building Solutions, Architecting, Blue printing, Coordinating and Developing the all the objects
• Coordinating as Techincal Lead in SAP BW/BO
• Expertise in working in Onsite - Offshore model

SAP BW Solution Architect

L&T Infotech

Overview:-
Worked as Project Lead and SAP BW Solution Architect for a Major and Vital "Market Spending and Analysis" project under a Finance Mangement Reporting Program

•	Responsible for estimating Time, Cost and Resource involved in a project
•	Preparation of SOW and Managment Summary Report including key financial metrices which talks about health of project
•	Responsible for Correct and Timely delivery of the project
•	Responsible for Architecting SAP BW solution based on Customer inputs
•	Managing and Coordinating Onsite and Offshore team to make sure work is done on time
•	Responsible for transition project to Support team for further life cycle of project

SAP BW Project Lead

Tata Consultancy Services

Overview:-

•	Worked as a SAP BW Developer and developed SD, MM, PP and FI related domain Reports

•	Deploying the solutions over SAP BO Platform using WEBi, Excelsius reporting tools using universe as a semantic layer.
 
Reports Build:-

Finance Module
•	Balance Sheet, P&L Report, EBIDTA and FAS52 Reports used for Month, Quarter and Year end Business consolidation 
 
Sales and Distribution Module
•	Sales Order and  Order Backlog (billing and delivery) 

Inventory Module
•	Stock Analysis and Re-ordering point analysis report

Cross Module
•	PERIODIZATION Report: This report includes PS, SD, FI and COPA based datasource and data targets.

SAP BW/BO Developer

NEXGEN TECHNOLOGIES LLC

Over view:-
Worked for an internal/In house SAP BW Application majorly based on Financial Reporting

Technical Responsiblities:-
Developing custom Reports
Montioring Process Chains
Developing SAP BW Related objects
Handling Customer ticket

SAP BW Developer

15+ years of dynamic leadership in technology consulting, spearheading financial and digital transformation initiatives for industry leaders. A proven SAP S/4 HANA Finance and Data & Analytics expert, I've directed cross-functional teams through the successful implementation of enterprise reporting and analytics solutions, achieving multi-million-dollar revenues.

I've orchestrated the adoption of GAAP/LDTI accounting standard changes, enabling clients to navigate regulatory shifts seamlessly. I've driven efficiency gains, such as automating complex reconciliations and streamlining investment reporting for significant savings. My expertise extends to SAP Enterprise Performance Management, where I've led the development of cutting-edge solutions for the Insurance domain.

Recognized for pioneering innovative technology solutions, I've integrated real-time analytics with SAP HANA, BTP, Datasphere, Data warehouse and SAC, delivering tangible insights for informed decision-making. As a proactive contributor, I've played a key role in market expansion and the launch of award-winning Industry Cloud applications.

With a track record of managing global teams and overseeing full project lifecycles, I bring strategic vision and tactical execution to every endeavor. I thrive on mentoring and motivating teams while consistently delivering value that aligns with business goals.

Let's connect to explore synergies and collaborate on driving strategic technology transformations.

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