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

Something quiet is happening inside Big 4 consulting.

They’re not just “adding AI.”
They’re changing who they hire, who they promote, and who they quietly stop needing.

For decades, consulting ran on leverage:
armies of smart doers grinding slides, models, and research.

AI just ate that layer.

Now firms want fewer doers
and more people who can:
• frame the problem
• judge tradeoffs
• tell the story
• own the recommendation

Which sounds empowering… until you realize what it means.

If your value was execution,
AI just made you optional.

If your value is judgment, synthesis, and client trust,
you just became more valuable than ever.

That’s the uncomfortable shift most consultants haven’t internalized yet.

The firms will adapt. They always do.
The question is whether the people inside them will.

AI isn’t coming for “jobs.”
It’s coming for roles built on repetition and polish.

And the people who don’t move up the value chain
won’t get a second warning.

This isn’t a future-of-work thought experiment.
It’s already showing up in who gets staffed — and who doesn’t.

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

No one tells you this,
but the higher you climb, the less you build.

You spend less time solving problems,
and more time defending decisions.

Meetings replace momentum.
Politics replace progress.
Justifying replaces creating.

By the time something ships,
you’re too drained to enjoy it.

You didn’t lose your passion.
You just buried it under decks, updates, and “alignment calls.”

At some point, you have to ask:
Am I managing outcomes,
or managing theater?

The consultant's dilemma: build vs. advise.

I've been on both sides.

As an advisor:
• You recommend the best solution
• The client nods enthusiastically
• You leave with a fat invoice
• The recommendation dies in a drawer
• You're hired again next year to 'refresh the strategy'

As a builder:
• You recommend the best solution
• Then you have to make it work
• Every shortcut comes back to haunt you
• Success is measured in production, not slides
• If it fails, you own it

The industry has an advice surplus and an execution deficit.

Every company has a strategy deck. Very few have working AI in production.

The consultants who win long-term are the ones who cross the line. Who stay for implementation. Who put their name on outcomes, not just recommendations.

'We advised them' is worthless if nothing shipped.

The market is figuring this out. Clients are tired of paying for slides. They want results. The firms that adapt will thrive. The ones that don't will wonder why revenue is flat.

My advice to consultants: learn to build. Not just 'understand' technology. Actually build things. Your credibility depends on it.

People ask why I’m okay sharing my “secrets.”

Why I teach everything I know.
Give away resources.
Tools.
Playbooks.

Because you can copy the output but
you can’t copy the process.

You won’t have my judgment.
My taste.
My reps.
My scars.

If sharing makes you afraid,
you were never the edge.

My DMs are full of vendors pitching AI tools. Every. Single. Day.

'Hi Mary, saw you're in AI - would love 15 minutes to show you how we're revolutionizing [thing].'

I counted last week: 23 vendor pitches. All 'AI-powered.' All claiming to be different.

Here's what I've learned:

> If your pitch starts with 'AI-powered,' I'm already tuning out. Everyone is AI-powered now. That's not a differentiator.

> If you can't tell me the specific problem you solve in one sentence, you don't know what you're selling.

> If your demo requires 'ideal conditions' to work, it won't survive my enterprise environment.

> If you're comparing yourself to ChatGPT, you've already lost. That's table stakes.

To the founders reading this:

I'm not anti-vendor. I'm anti-noise. Tell me what you do, who it's for, and what it actually costs. Skip the AI buzzwords. Win my attention with clarity.

That's it. That's the secret.

TCS just paid $700M for Coastal Cloud, a Salesforce consultancy. Becoming a top-5 Salesforce partner globally.

Why should you care about a consulting M&A deal?

Because it signals where the big players think enterprise AI is actually going.

TCS COO said the quiet part out loud: 'advancing our AI-led transformation agenda' through Salesforce expertise.

Not building custom AI. Not launching a foundation model. Embedding AI into the platforms enterprises already use.

This is the enterprise AI playbook that actually works:

1. Meet customers where they are (existing platforms like Salesforce)
2. Integrate AI into workflows that already exist
3. Don't ask enterprises to rip and replace - enhance what they have

The AI startups trying to replace Salesforce should be nervous. The big consultancies are betting that AI's value comes from integration, not disruption.

$700M is a lot of conviction in that thesis.

What Big 4 AI people know that tech companies desperately need.

I've worked with both worlds. Here's what Big 4 people have that tech often lacks:

1. Governance fluency. We know how to get AI approved, not just built. Tech companies build amazing products that die in procurement. We know the 47 stakeholders who can say no.

2. The 'no' navigation skill. Every enterprise has blockers. Legal. Compliance. Risk. Security. IT. We've learned to map them, sequence them, and neutralize them one by one.

3. Executive translation. We can explain transformer architecture to a CFO without their eyes glazing over. We speak business value, not technical capability.

4. Scope discipline. Tech wants to boil the ocean. We've learned that shipping a smaller thing that works beats a bigger thing that never launches.

5. Documentation-as-strategy. Tech sees docs as a chore. We see them as the approval pathway. Good documentation is how you scale without being in every room.

6. Political patience. Enterprise deals take 18 months. We know how to keep momentum through leadership changes, budget cycles, and priority shifts.

The best AI teams in 2026 won't be pure tech or pure consulting. They'll be hybrids who can build AND navigate.

The “AI experiment” phase is over.

New data out of Wharton shows 75% of companies already see positive ROI from AI.

Less than 5% see negative returns.
Nearly half of business leaders use AI daily themselves.

That matches what we see on the ground.

This isn’t about prompts anymore.
It’s not “improve this email” or “summarize this doc.”

That was Phase 1.

Phase 2 has started and it’s bigger:
• “Solve this customer’s problem”
• “Handle this contract end-to-end”
• “Optimize CSAT”
• “Run this workflow”

AI is moving from accelerating steps to owning processes.

And that’s when productivity actually compounds.

The companies still stuck debating pilots and guardrails are about to feel very behind, not because AI is new, but because process always beats tools.

We’re just exiting the first act.
The second one is about systems, not shortcuts.

And once AI is embedded in how work flows - not how tasks are typed - there’s no going back.

What a time to be alive!

AI isn’t failing because it’s complicated.
It’s failing because no one owns it.

McKinsey’s data says it all -
most companies have no dedicated AI teams, no incentives, no feedback loops, no accountability.

Everyone wants the upside of AI.
No one wants to take responsibility when it breaks.

This is the corporate paradox:
You can’t automate what you refuse to own.

Until enterprises stop treating AI like an experiment and start treating it like infrastructure,
95% of “pilots” will keep dying in PowerPoint.

What Executives Get Wrong About GenAI:

> They think it's plug and play. 'Just add AI to our existing processes.' That's like adding a jet engine to a bicycle and wondering why it doesn't fly.

> They underestimate the data problem. Your AI is only as good as your data. And your data has been accumulated across 47 systems with no consistent formatting for 15 years.

> They expect immediate ROI. GenAI is infrastructure, not a feature. You don't ask 'what's the ROI on electricity?' You ask 'what can we build now that we have power?'

> They compare themselves to tech companies. Google has 10,000 ML engineers. You have Dave who took a Coursera course. Calibrate expectations accordingly.

> They skip the change management. The AI works. Your employees are terrified it will replace them. Guess which problem kills your project?

> They buy platforms before defining problems. 'We need an AI strategy' leads to expensive enterprise licenses collecting dust. Start with 'we waste 400 hours/month on X.'

I wish I could ask Copilot about a meeting I forgot to record.

Here's the trap:

> Option 1: 'Only during the meeting' - Copilot uses temporary speech-to-text. Meeting ends, data deleted. You can't ask questions later.

> Option 2: 'During and after' - Requires saving the full transcript. Now you have retention, compliance, and legal implications.

There's no middle ground.

Missed the meeting? Too bad. Forgot to enable transcription? Too bad. Your organization restricts transcript storage for compliance? Too bad.

What I wish existed:

> A 24-hour summary window. Copilot gives you the highlights, then the raw data is deleted.

> Personal-only transcripts that don't create discoverable records.

> Retroactive summary requests. 'I was in a meeting at 2pm, can you recap?' should work.

> Graceful degradation. If full transcript isn't allowed, at least give me action items.

The 'catch up on meetings I missed' use case - the one Microsoft demos constantly - only works if someone remembered to hit record.

That's not AI. That's a tape recorder with extra steps.

Devexperts

1. Service Delivery Management:
Ensure compliance with the procedures, instructions, KPIs, and support contract commitments,
Lead an onboarding process of the client during the production launch,
Communicate with the client via telephone, e-mail, or IM to report the current status of the issues,
Oversee the resolution of major incidents, ensuring timely communication and resolution,
Take responsibility for completing the support contract conditions.

2. Process management:
Organize and supervise giving estimations, planning and executing maintenance routine operations & project development tasks in frames of the support team,
Manage the process of investigation of the technical issues;
Manage tasks related to the bug fix of the product.

3. People management:
Manage a project support group in the Maintenance and Support department,
Organize and manage the workload of the team and their backlog.

4. Service Improvement:
Identify opportunities for process improvements and implement best practices to enhance service delivery,
Identify opportunities to enhance the teams' active monitoring and reporting,
Report on key performance indicators (KPIs) with the required stakeholders.

Service Delivery Manager

Philip Morris International

- Lead the operational support for B2C and global communication areas, managing services across 60+ countries in all continents.

- Act as the primary point of contact (SPOC) for key market stakeholders, handling escalations, delivering periodic reports, and aligning expectations to ensure customer satisfaction.

- Drive continuous service improvement by implementing automation solutions, reducing support costs, and optimizing performance for end users.

- Define and monitor critical KPIs including SLA, SLO, aged incidents, MTTR, and NPS to maintain high service standards.

- Enhance Mean Time to Resolution (MTTR) and boost Net Promoter Score (NPS) by applying customer-centric principles and improving support strategies.

- Oversee support for complex solutions involving multiple systems (Salesforce, AWS, SAP, Adobe, Twilio, azure, ...), ensuring timely responses and resolutions.

- Provide functional advice and training for new market onboarding, ensuring smooth transitions and service continuity.

- Manage vendor service quality, establish effective reporting mechanisms, and maintain clear communication with internal stakeholders.

- Lead production support onboarding for new teams, ensuring operational readiness and process alignment.


Key Achievements:

- Reduced incident resolution time by 30% through proactive issue management and automation.
- Improved NPS in 40 pp by implementing feedback loops and customer-first support practices.

Senior Service Delivery Manager

Retail Consult

- Led the Service Management practice, standardizing the SDM processes by developing a customized way of working based on ITIL 4.

- Established a Shared Services structure to provide centralized support for multiple clients, improving efficiency and cost management.

- Managed B2B customer relationships across EMEA and Asia, overseeing account revenue, margins, and customer satisfaction.

- Lead pre-sales efforts for new support accounts, estimating effort and cost, preparing SOWs, and presenting tailored service solutions to potential clients.

- Supervised end-to-end support operations, ensuring incidents, requests, and problems were effectively handled via ITSM tools like ServiceNow.

- Developed and maintained service reports, monitoring KPIs such as SLAs, MTTR, and NPS, and delivering insights to clients.


Key Achievements:

Increased client satisfaction by 25% through enhanced service procedures and KPI management.
Successfully onboarded multiple large-scale clients, ensuring seamless transitions to support.
Implemented a centralized support model for retail and supply chain clients, optimizing operations and reducing downtime.

Head of Service Delivery Management

- Managed a high-profile support account for a major British e-commerce retailer, ensuring a smooth transition from project to support phases.

 Supported testing and post-go-live stabilization, producing detailed service procedures and runbooks.

- Regularly discussed SLAs and generated periodic reports to monitor and optimize KPIs.

- Played a critical role in establishing a Shared Services structure, centralizing support for retail and supply chain clients.

- Collaborated with client stakeholders to ensure service alignment and continuous improvement.


Key Achievements:

- Reduced post-go-live issues by 30% through effective knowledge transfer and documentation.

- Improved operational efficiency for retail clients through centralized support and proactive problem management.

Logic Information Systems

- Established a Shared Services support structure to manage multiple retail clients, streamlining operations and reducing costs.

- Managed the pre-sales process for B2B support accounts, estimating costs, preparing SOWs, and presenting service proposals.

- Provided Oracle Retail support to a travel retail client across Brazil and Italy, focusing on merchandise, fiscal, and planning modules.

- Led a 14-member support team, across Brazil and Portugal, ensuring high-quality service delivery.

- Played a pivotal role in migrating the ITSM tool from Redmine to ServiceNow, improving incident handling and reporting.

- Presented weekly progress indicators to the account manager, showcasing account evolution and service improvements.


Key Achievements:

- Improved client satisfaction by reducing incidents by 15% through process improvements.
- Migrated ITSM tool to ServiceNow, streamlining incident and knowledge management.
- Implemented a support structure for large retail clients, ensuring scalable and efficient service.

Senior Service Manager

- Managed Oracle Retail support transitions, setting up initial support processes and defining team sizes and scopes.

- Established initial knowledge bases and managed the first six months of support for new accounts.

- Played a key role in establishing centralized support processes for multiple retail clients.



Key Achievements:

- Ensured smooth service transitions for multiple Oracle Retail clients.
- Enhanced support scalability through the implementation of centralized knowledge management.

Service Transition Manager

- Delivery Manager for Oracle Retail support and development for Latin America's largest e-commerce company.

- Supported ORMS and ORFM modules, developing enhancements to meet the growing demand in a dynamic market.

- Contributed to the development of a Shared Services support model to handle multiple retail accounts efficiently.


Key Achievements:

- Successfully developed improvements that absorbed a 40% increase in system usage.
- Streamlined support operations for large retail clients, ensuring continuous service improvement.

Service Manager

Wipro Technologies

Three years of experience in Application Support and Maintenance. Experience with management, support, development, and Maintenance of Oracle Retail. I participated in a project supporting Brazil's most prominent e-commerce retailer.

Oracle Retail Senior Consultant

I Help IT Company Leaders Transform Their LinkedIn Profiles into Client Magnets | 7 x LinkedIn Top Voice

I am an accomplished Senior Service Delivery Manager with a strong track record in IT operations management and vendor management. With years of experience leading large, cross-functional teams in the delivery of high-quality IT services, I specialize in optimizing service operations and enhancing vendor relationships to consistently meet and exceed SLA and KPI targets.

In my career, I’ve successfully overseen global IT operations, managing multi-vendor environments and ensuring seamless integration across multiple platforms such as Oracle, Salesforce, and AWS. My expertise in vendor management has been instrumental in negotiating service contracts, driving performance improvements, and implementing cost-saving initiatives through automation and streamlined processes.

A key focus of my work has been aligning service delivery with customer-centric metrics such as Net Promoter Score (NPS) and Mean Time to Resolution (MTTR), ensuring that both operational efficiency and customer satisfaction are prioritized. I have led the development and implementation of ITIL and ISO 20000 service management practices, driving operational excellence and boosting team productivity.

With extensive experience managing global service operations and large teams across multiple regions, I excel in high-stakes environments that require quick decision-making and a focus on results. My ability to deliver consistent service quality, while maintaining strong vendor partnerships, makes me a valuable asset in any organization looking to optimize its IT service delivery.

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