Will you shape the future or be shaped by it?

Christina Xie

11 years at EY. More than 40 badges earned.

For Christine, the EY Badges program has been a constant companion throughout her journey at EY. More than markers of newly acquired skills, these badges represent her willingness to step beyond her comfort zone time and again.

It began with a clear, practical need. As a Senior, Christine was looking for ways to streamline financial reporting.

“I wanted to automate and visualize reports,” she recalls. She enrolled in her first EY Badges course: Data Analytics. Not only did it address her immediate challenge, it also opened the door to a continuously evolving platform of relevant, cutting-edge courses for finance professionals. She continued to build highly practical capabilities.

After being promoted to Manager, EY Badges remained her go-to career companion, helping her strengthen both leadership and business acumen. The Client Leadership badge stood out: “It felt like a ‘new manager toolkit’ – with real case studies, communication simulations, and ready-to-use meeting templates.” Applying these tools in practice helped her quickly find her footing and transition smoothly from Senior Consultant to Manager.

Christine has found that EY’s learning ecosystem is firmly anchored in real business contexts and clearly defined capability gaps. For her, structured learning does not require a fixed starting point – it begins wherever you are.

Today, Christine is applying to the EY Tech MBA program, with the opportunity to earn an MBA degree tuition-free.

William Siu

“Audit is a discipline built on both technical capability and experience – it does not exist in textbooks alone.”

Over more than nine years at EY, William has seen firsthand that the difference between good and exceptional professional service often lies in the nuances – such as navigating complex client conversations and making sound judgments under pressure. 

He views learning through two lenses: technical capabilities that ensure accuracy, such as evolving accounting standards; and broader capabilities that deepen trust and impact, such as communication, collaboration and decision-making in real time. The latter, he notes, is often built through experience rather than formal instruction.

This belief led William to volunteer as a mentor for EY’s New Manager Milestone Program. “I was once on the receiving end,” he shares. The insights and defining “aha moments” he gained from senior leaders – through the program’s interactive sessions and courses – accelerated his development far beyond what independent study alone could achieve. Today, he is committed to passing that same inspiration on to others.

“EY has a culture of sharing. It’s not just a slogan, but how we operate every day,” William says. This deeply embedded mindset has enabled him to learn immensely from cross-functional teams and subject matter experts. Today, he actively shares his own experiences to support others. He believes that when individual insights are collectively applied, they strengthen team capabilities and elevate the quality of client delivery – allowing the organization’s collective strength to grow through continuous learning and shared inspiration.

Harvey Chang

“Learning gives me a sense of security.”

With 17 years of professional experience, including nine at EY, Harvey has come to deeply appreciate the firm’s rich learning culture. Having worked across audit, tax and other domains, he reflects candidly on change: “In the AI era, everything is accelerating. Learning is no longer about finding the ‘right answer’ – it’s about staying sharp and staying curious.”

For Harvey, true learning means building a mental framework that continuously integrates new knowledge. Shifting from “mechanical execution” to “understanding the core of a problem” yields more than just facts; it builds the confidence and clarity needed to face the future and alleviate professional anxiety.

This ability to “connect the dots” has fueled every step of his career progression. When a recent project pushed him into unfamiliar territory, he quickly leveraged EY’s global learning resources to map out a solution. That experience marked his transition from a tax compliance specialist to developing integrated solutions.

His story also addresses a common dilemma: how to continue learning when already stretched thin. “People feel exhausted because they treat learning as a burden. For me, learning is a time-saving tool.” He believes sustained growth does not require grand plans – it begins with addressing the problem at hand. When new knowledge saves time and resolves real challenges, its value becomes immediately tangible.

Through the daily practice of “understanding” and “connecting,” Harvey has built the resilience to navigate change. That enduring sense of confidence is precisely what EY’s learning culture has given him.

Lucia Jiang

After years of dedicated work on the frontlines of auditing, Lucia made a bold decision in early 2026: to join the newly established Capital Market Services Group (CMSG) and move to Hong Kong. This was a career pivot that placed her at the forefront of the times.

Mobility is about moving forward amidst change.

At that time, the Hong Kong capital market was regaining its vitality, with a batch of mainland enterprises preparing for listings. To Lucia, it was not just a simple trend, but an opportunity to re-examine, extend and elevate her auditing experience within a broader capital market. For her, instead of switching lanes, career agility is about maintaining the ability to learn, adapt and act when the environment changes.

The initial period, however, brought a wave of challenges. A new team, a new role, a new city… Fortunately, she was not alone. The robust support system at EY absorbed most of the adaptation costs, helping her enable to focus on personal growth: how to bridge different market contexts through professional experience.

Mobility is a way to recalibrate professional value.

The real transformation stemmed from her deeper understanding of professional value. Her past audit experience had accustomed her to approaching matters from the perspective of standards and compliance, thereby cultivating a solid professional foundation. In her new role, she needed to think more about “what do clients truly need?” To address this, she intentionally initiated a process of “translation” – converting complex regulatory concepts into everyday language that clients could comprehend, project teams could implement and market communications could utilize. She gradually realized that, in addition to performing tasks correctly, the fundamental value of professional services lies in continuously improving practices and improving outcomes.

“Uncertainty is not a risk, it signals the potential for new possibilities.” What Lucia crossed was not just a geographical distance, but a transition from audit execution to full-process IPO support, from professional judgment to collaborative communication and value articulation. It is precisely this step that has made her understanding of shaping the future more concrete and more powerful.

Tim Pearson

Growing up in the UK, Tim had always kept “working abroad” on his goal list. In 2024, after three years with EY in the UK, he proactively applied for a transfer to Hong Kong – the dynamic eastern financial hub he saw brimming with opportunity.

Mobility is about actively exploring the breadth of a career.

It was not a specific project that motivated the move, but a clear career instinct: to validate and expand his capabilities within a different cultural logic and business rhythm.

The transition turned out to be surprisingly smooth. Thanks to the globally consistent talent development framework at EY, he found the work shift almost “seamless.” With strong support and efficient arrangements from both the UK and Hong Kong teams, he was able to settle in quickly and start contributing from day one.

The real challenge, however, sometimes happened off the desk. The tangled network of skybridges and underground passages in Hong Kong had him frequently lost in the first few weeks. “I keep getting lost even with Google Maps on,” he recalls with a laugh. “I wandered around like a tourist at first, but after some trial and error, I worked out the best commute from home to the office.” This seemingly minor daily act of “finding his way” unexpectedly became a vivid metaphor for finding his place in a new city and a new chapter of his career.

Mobility is about anchoring his unique value in a diverse environment.

That experience of being “physically lost” stood in interesting contrast to his clear sense of “professional positioning.” As a team member with a background from the UK, he realized the international perspective he brought was a distinctive asset. “People seemed especially willing to hear my point of view,” Tim shares. “That reassured me that cultural difference is not a barrier – it is the unique value I can offer.”

This chapter also “refreshed” his understanding of mobility. He saw firsthand how a global platform can open more possible paths for individual growth. That kind of proactive exploration builds capability. “It gave me solid confidence that when new opportunities arise, I am ready and able to take them.”

By the time Tim finally learned to navigate Hong Kong’s network of skybridges, he had also charted a broader, more connected path for his own career.

Yue Chen

Having focused on strategic consulting for the pharmaceutical industry in Japan, Yue always had two specific questions in mind: Are the strategic frameworks she mastered still relevant in the pharmaceutical market in the Chinese mainland as it expands and becomes more dynamic? How do the so-called “faster-moving” digital projects work in practice?

In late 2025, she decided to no longer observe from afar. Through the EY Mobility4U program, she successfully applied for a role in Shanghai to seek answers to these questions.

Mobility is about seeking differences with clarity.

She returned to her homeland because of the contrasting market climates in the Chinese mainland and Japan. In Japan, clients often inquired about the regulations of the Chinese market, yet she occasionally sensed a layer of separation. “Mobility is to complete the cognitive puzzle and clarify exactly how ‘here’ differs from ‘there’,” Yue notes. Her goal was to gain a deeper understanding of the underlying principles, thereby improved her expertise.

Upon returning, the differences became evident – from policy environments and the pace of the pharmaceutical market to project timelines and collaboration styles. Yue also registered a new WeChat account to align with working norms in the Chinese mainland. “While this differs from my previous working habits, it has certainly helped me integrate more effectively with the team,” she admits.

Mobility is being “pushed forward” by trust.

The professional experience she gained in Japan provided valuable insights, while the speed and pragmatism of the Chinese mainland team posed “new lessons” she needed to experience firsthand. However, what truly accelerated her transition was not just the pressure, but rather the trust placed in her by both her team and clients. Shortly after relocating, she was entrusted with leading a project independently. “When you are given significant responsibilities, the confidence others place in you motivates incredible progress. Your ability to adapt often exceeds your own expectations,” Yue recalls.

Setting off with specific questions, learning through market differences and taking root in trust – Yue recently returned to Japan. Now, when discussing the Chinese pharmaceutical market with Japanese colleagues or clients, her answers are filled with firsthand and verified details. This well-prepared journey has provided her with a more solid and clear perspective for her professional judgment.

Raymond Lam

His child’s autism spectrum disorder (ASD) diagnosis gave Raymond firsthand insight into the challenges many families face, including endless waits for diagnosis and treatment, limited support, social stigma, and considerable emotional and physical stress.

Since then, Building a better working world is no longer just a vision for Raymond – it has become a responsibility. “My goal is not only to create meaningful change for my own child but also to help build a sustainable support system for the entire autism community,” Raymond reflects.

As Co-lead of the EY Ability Network, he proactively champions neurodiversity in the workplace. “The greatest challenge is often not opposition itself, but the lack of understanding that lies behind the silence.” To bridge this gap, he invited neurodiversity experts and individuals with lived experiences to EY to share their authentic stories. 

Reflecting on the recent “Understanding autism: seeing the world through different minds” session, Raymond says: “I could truly feel that the honest sharing moved the audience beyond passive listening and prompted self-reflection. True inclusiveness only begins when people learn to see past the labels and recognize the vibrant lives beneath them.” 

Becoming a father of a child with autism also reshaped Raymond’s understanding of leadership. He began to realize that many struggles in the workplace stem not from insufficient capability, but from the exhausting pressure to conform to standardized norms. 

As a Partner, he cares deeply about how work gets done, not just what gets done. He proactively asks team members about their needs, prioritizes flexible working arrangements, encourages open communication and fosters a psychologically safe work environment. For him, inclusiveness means enabling everyone to contribute their strengths authentically, without burning out.

“True inclusiveness will be achieved when neurodiversity no longer needs to be viewed as a special topic,” Raymond envisions. Driven by the love for his child and fueled by the growing understanding and support from those around him, Raymond’s journey of inclusiveness continues to evolve from “my child” to “our shared future.”

Candy Huang

Diversity and inclusiveness have long been cornerstones of the culture at EY. Over her 18 years with EY, Candy has embedded these values into her daily interactions with her team.

She firmly believes that auditors need more than professional guidance – they also need an environment where they feel understood and trusted. “True management means acknowledging every individual,” says Candy. She has introduced a philosophy of “tailored empowerment” within her team, focusing not on special treatment but on helping each person maximize their potential. “Audit work is diverse. Some individuals excel at logical thinking while others specialize in communications. Assigning the right roles to the right people is what true fairness looks like.”

No matter how demanding a project becomes, Candy makes time for meaningful one-on-one conversations with every team member. These discussions go beyond routine check-ins, and create opportunities for genuine listening and understanding. 

During one such conversation, she noticed that a typically dependable colleague had been struggling for some time. A man of few words who preferred working with numbers, he found communication-intensive tasks challenging. Rather than pushing him to develop skills that did not align with his strengths, Candy identified an opportunity to leverage his talent for coding. By reshaping his responsibilities to focus on developing automation tools, she not only improved project efficiency but also helped him regain confidence and thrive as a valued member of the team.

While some may see these additional time investments as competing with project deadlines, Candy takes a different view. “It takes time in the short term, but it saves time in the long term.” For her, empathetic leadership is not a burden – it is an investment in talent. The returns are evident, with team retention rates increasing by over 40%. 

More importantly, inclusive leadership creates lasting connections. Team members who feel seen, empowered and supported develop relationships with Candy and EY that extend beyond their day-to-day work, fostering deep and enduring trust.

Today, Candy continues to champion genuine conversations and tailored empowerment within her team. “Professionalism grounds our work, while inclusiveness enables every individual to thrive and contribute their unique strengths,” she adds.

Jovy Wong

On a typical morning, Jovy drops her daughter off at swimming practice before making her way to the EY office. It is a routine that reflects how she balances two important roles – dedicated mother and team leader.

As Head of Greater China Talent Development Team, she leads her team through fast-paced and high-impact projects. As a mother, she is equally committed to supporting her daughter’s passion for swimming, accompanying her to nearly 20 local and international competitions each year.

Society often holds different expectations for successful professionals and devoted parents. Many believe that working parents can have it all through effective time management. “The reality is far more complex,” Jovy responds. “It is a constant adjustment of emotions, energy and focus. It is about accepting imperfections and making peace with yourself. True balance is not a puzzle where every piece fits perfectly. It is more like a scale that never stops shifting. What matters is the continuous adjustment and choices we make, not forcing an absolute equilibrium,” she adds.

For Jovy, success is no longer about doing everything flawlessly. It is about being fully present for the moments that matter most. Whether delivering a major project or cheering her daughter on from the poolside, she values the quality of her presence over the equal division of time.

This perspective naturally shapes her leadership style. She places mutual respect at the center of her team culture and considers each team member’s unique circumstances when assigning work. She firmly believes that professional value should be measured by impact, not by hours spent at work. “I want everyone – whether they are working parents, fresh graduates or colleagues at different life stages – to feel safe being themselves, without having to hide their true selves,” she says.

“We don’t have to choose between being a good employee and a good parent,” Jovy believes that working parents often bring greater responsibility, empathy and adaptability to the workplace. At EY, an inclusive environment helps ensure that these identities no longer compete with one another, but instead strengthen and empower each other.

Andrea Yue

Andrea’s nearly 20-year journey at EY is a testament to the true meaning of inclusiveness. From associate to Partner, and from serving local clients to working on the global stage, she has experienced firsthand what it means to grow without limits. These experiences have reinforced her belief that true inclusiveness enables people to bring their authentic selves to work and thrive without compromising who they are.

Having benefited from this support herself, Andrea is passionate about creating the same opportunities for others. Throughout her career, she has noticed that many women encounter career bottlenecks not because of a lack of capability, but because they are held back by self-doubt or overlooked by others. Behind these challenges often lie unconscious biases and deeply ingrained assumptions, such as perceptions that women are better suited to supporting roles or subtle gender preferences in resource allocation.

To help break this cycle, Andrea joined and led the POWER Up™ women’s leadership workshop. The program is designed to help professional women make the critical leap from “knowing” to “doing” by demonstrating, through facts and data, the tangible business value of diverse leadership. She also invited male leaders to participate as allies, reinforcing the idea that advancing women’s careers is a shared responsibility across the organization.

“Many participants told us that after the workshops, they felt empowered to proactively pursue project opportunities and express their ideas confidently at important meetings,” she says. These transformations reaffirm her belief that the best way to empower others is to build ladders for those on their way up.

Andrea has carried this conviction into her client work as well. While co‑hosting a POWER Up™ workshop with a large multinational corporation, she witnessed not only individual growth among participants but also stronger collaboration and deeper trust across teams. “This fully demonstrates that shared values are the strongest drivers of business success,” she remarks.

“Change doesn’t happen overnight, but every act of empowerment, every opportunity and every voice raised helps make the system fairer.” In Andrea‘s view, inclusive leadership is about respecting differences rather than demanding uniformity, ensuring fairness of opportunity rather than equality of outcomes and lifting others up by placing team success above personal achievement.

When people feel seen, they gain the confidence to speak up. When they feel supported, they are empowered to step forward and take on greater responsibilities. In this kind of environment, the shapers of the future will naturally emerge from a broader and more diverse group of people – not because they are given permission to do so, but because that is simply how it should be.