I’ve always been interested in how numbers tell business stories, not just bookkeeping. I studied auditing and accounting at Sun Yat-sen University, then gained an MBA at the University of Hong Kong. After graduation, I joined a Big Four firm as a junior auditor.
My first big career break came when I moved from pure audit into accounting and commercial finance. It was a meaningful shift; instead of just reviewing historical data, I started to work closely with business teams, build forecasts and support commercial decisions. This move helped me understand the whole value chain and shaped my later career path.
I’m currently a freelance consultant and senior finance leader. My core responsibilities cover FP&A, business partnering, budgeting and forecasting, investment appraisal, risk control and cross-regional financial governance across Asia Pacific. I truly enjoy being a business partner; I get to translate financial insights into actionable strategies, and see my analysis directly help the business capture opportunities and avoid pitfalls.
Finance is not a back-office function; it’s an enabler for sustainable growth
Among the key trends shaping the business landscape in Asia Pacific are digital transformation, tighter regulatory requirements, volatility in foreign exchange and supply chains, and the push for sustainable development and environmental, social and governance (ESG). One notable challenge is rapid market change; consumer demand shifts fast, and businesses need finance to adapt forecasts quickly rather than relying on static annual plans. At the same time, I’m excited about data analytics and automation, which free finance teams from manual work, so we can focus more on strategic analysis.
Finance drives business goals in three ways. First, we allocate capital efficiently to high-growth projects. Second, we quantify risks and returns so leaders make informed choices. Third, we track performance, identify bottlenecks and course-correct in a timely manner. Finance is not a back-office function; it’s an enabler for sustainable growth.
My biggest achievement was leading a crossborder business restructuring and investment review project covering China and several Asia-Pacific markets. We built a new financial model, re-evaluated return on investment, identified cost-optimisation opportunities and redesigned reporting frameworks. The outcome helped leadership prioritise investments and cut inefficient spending, and improved regional profit margins within 18 months. What made it special was that it required alignment across multiple functions and countries. It proved finance could lead complex change and influence strategic direction, not only crunch numbers.
ACCA is a continuous learning community, far more than just a certificate
Professionally, I want to keep developing as a strategic finance leader. I hope to lead more regional transformation and ESG-related finance initiatives, and help nurture young finance talent to become good business partners. Outside work, my aspiration is simple: maintain good health, keep learning new things and spend quality time with family.
ACCA has been extremely valuable to me. The syllabus gave me a solid global foundation, covering not only accounting but corporate governance, strategy, risk and ethics. That broad mindset prepared me to move beyond technical accounting into commercial and leadership roles. The ACCA professional network is another huge benefit; through events and peer exchanges, I connect with finance leaders across different industries in Asia Pacific. We share practical insights on regulation, digital finance and leadership challenges. It’s a continuous learning community, far more than just a certificate.
At weekends I enjoy playing chess against AI. I also read a lot of non-fiction books about business, history and people. Sometimes I watch sports or cook for family. These activities help me recharge and clear my mind.
