Yun Wong, CPA
Founder & Principal
"The most important work in Finance isn't closing the books. It's building the foundation that makes everything else possible."
20+ years. Measurable outcomes.
Specific results from real programs — across systems, integrations, change management, and public company Finance.
Change Management
3,000+
People trained on a single T&E program overhaul
Enterprise change management
M&A Integrations
6 in 6 mo
Integrations run simultaneously — 2 new acquisitions with international complexity + 4 stale legacy integrations cleared
Datavant Finance Integration Management Office
Finance Transformation
25 -> 6
Days — close cycle redesign at Uber, eliminating manual bottlenecks across the Finance function
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Process transformation
Deals Transaction Value
$2B+
New acquisitions integrated in the past year alone — 3 transactions with cross-functional Finance integration
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Most recent value
Public Company Readiness
5
Pre-IPO, IPO, or newly public Finance environments — Uber, Coinbase, Segment, Twilio, Sonder, Datavant
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IPO readiness: Uber, Coinbase, Sonder, Segment, Datavant
Systems Implementation
~12 mo
NetSuite + Coupa delivered at Datavant — ERP and procurement go-live in under a year
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50–100 people trained at go-live
The
Falcon
Story
Why I built this — and what I kept seeing
When I joined Uber in 2015 as an early-stage operator, and from my first week inside a hyper-growth Finance function I understood something that would shape the next decade of my career: the most important work in Finance isn't closing the books. It's building the foundation that makes everything else possible.
Preparing a company to go public. Implementing systems that actually get adopted. Leading an M&A integration without losing the thread. Redesigning a close cycle that's been broken for years. These aren't just Finance projects — they're large, cross-functional endeavors that require Finance, IT, People, Product, and Engineering to align on a shared mission and move together. I've always thrived in that environment. The influence, the complexity, the moment when a skeptical executive becomes a believer — that's where I do my best work.
I kept chasing that feeling across every company I joined. At Datavant I found my biggest leadership stage — implementing NetSuite and Coupa, building the company's first Finance Integration Management Office, driving public company readiness, and leading AI tool implementations that genuinely changed how the Finance team operates. I was influencing at the board level, managing cross-functional programs spanning dozens of stakeholders, and creating things that had never existed before inside those organizations.
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But I also learned something else across those years: transformation roles have an expiration date. Companies hire for transformation when they need it and cut it when they think they don't. I've watched it happen to talented people doing exceptional work. I decided I would rather own my expertise than wait for a company to decide it no longer needed it.
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That's why I founded Falcon Transformation.
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Every company I've worked in had the same foundational problems — systems that weren't ready, processes that didn't scale, Finance teams asked to lead complex transformations without the bandwidth or the structured support to do it well. I've solved versions of those problems at Uber, Coinbase, Twilio, Sonder, and Datavant. Now I want to bring that same work to companies that are navigating it right now — whether they're preparing for an IPO, scaling after a Series C, integrating an acquisition, or simply trying to get their Finance foundation ready for what AI is about to demand of it.
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Falcon exists because these problems are solvable. And because I've spent twenty years learning exactly how to solve them.
"Transformation roles have an expiration date. I decided I would rather own my expertise than wait for a company to decide it no longer needed it."
Companies I've Built Inside
John McBroom,
Former Datavant CIO/
JM Advisors
“Yun is exceptional at leading complex, high-visibility projects to deliver their desired outcomes. They know how to keep everything on track, including facilitating critical conversations where necessary. Yun is trusted by stakeholders at all levels including C-level execs and board members. I her recommend them enough.”
Rob Knittle, PwC Partner
“A large portion of the success of the ERP replacement and the other large transformation projects that PwC performed for the client can be attributed to Yun’s leadership, skills and experience.
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She differentiates herself from most consultants and client executives by possessing a clear ability to perform at a high level including a highly corroborative approach to driving large complex transformations by understanding how to effectively manage both PwC and her business stakeholders.”
Deron Dowhower,
Director, Riveron
My experience with Yun began with the implementation of modern ERP system at Datavant to replace an aging and difficult to maintain infrastructure/processes. My first interactions were when Yun went through a project assumption/scope/cost/involvement validation exercise. This culminated in structuring, selling, organizing, and leading the overall modernization effort. Yun was instrumental in supporting the CFO and CAO in developing and selling the budget and approach to the Board of Directors. Upon the successful approval of the project by the Board, Yun got to work organizing key stakeholders and teams within a PMO structure. She also engaged and facilitated key vendor interactions to set the stage for discovery sessions to drive business and technical requirements. To help shepherd the PMO and associated work, including ensuring public company readiness compliance documentation was created/maintained, Yun hired a very high performing team. The team was highly qualified with backgrounds in Accounting and Finance Transformations at various sizes and stages of growth companies. The team was highly collaborative, but also held people accountable to their commitments. The structures Yun put into place, as well as the judicious use of executive influence, were very efficient and effective in driving participation, visibility and consistent movement to dates. The aggressive nature of the timeline put forth by the Board and CFO created unique testing challenges that Yun and Team partnered with key stakeholders on to maneuver around and care for in the test plans. By baking in expected extra testing cycles and key data team involvement for downstream data and reporting hurdles, Yun and team were able to get the project to go-live with minimal disruption in operations. All in all, given the timeline and shared services reorganization occurring simultaneously, Yun’s team was able to create a sense of calm, but have some urgency in pace and collaboration to get the work done. I found her to be an extremely fair partner in the project and an advocate for needs when accurately and logically represented.
Contact
I'm always looking for new and exciting opportunities. Let's connect.