Late one night in Calgary, Amy Wang was running final checks on a billion-dollar transaction when something didn’t sit right. “My immediate instinct…was to dismiss it,” she tells us. After all, multiple teams and advisors had already vetted the deal. But she couldn’t let it go. Instead, she challenged the work—carefully, respectfully—and was right. The correction prevented more than a million dollars from being misallocated.
That moment became a defining inflection point. It reshaped how Wang viewed leadership—not as deference to expertise, but as the willingness to trust one’s own judgment. Titles and credentials, she tells us, may signal experience, but they don’t guarantee accuracy.
Her path to CFO may appear traditional—beginning in audit and progressing through finance roles—but Wang emphasizes that the real education came from moments like this. Early in her career, she believed success meant mastering the numbers. But during Solium’s acquisition by Morgan Stanley, she saw that “everyone can read a spreadsheet,” she tells us. What truly moved the deal forward was the ability to articulate a compelling narrative behind those numbers.
Today, as CFO, Wang carries both lessons forward. Technical skills may “get you into the room,” she tells us, but leadership requires asking better questions, making decisions with imperfect information, and having the courage to speak up.
In an era increasingly shaped by AI, she believes that judgment—not data alone—will ultimately differentiate finance leaders.