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.
Read MoreHer 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.
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MARKET CONTEXT
CFOTL: What is this company about? What can you tell us about it?
Wang: Before I get into Procurify specifically, I think it helps to start with the problem we’re solving. Most mid-market companies—those doing roughly $25 to $500 million in revenue—manage spend in ways that would genuinely surprise you. Procurement happens over email, approvals sit in spreadsheets, and invoices live in inboxes… sometimes even on paper. By the time finance sees the data, it’s too late to act on it.
What we do is solve that fragmentation. We’re an AI-powered intake-to-pay platform for the mid-market, meaning we connect the full workflow—from purchasing through approvals, reconciliation, and payment. That gives finance teams real-time visibility and control before spend happens, not after. We’re purpose-built for this segment, so implementation is fast—often under six weeks—and doesn’t require heavy consulting. What I love most is that I’m also the customer. I’ve lived these pain points, and now I get to use the solution myself.
Read MoreCFOTL: Can you give us an abbreviated history of the company—how it evolved and its funding path?
Wang: Procurify was founded around 2012 with a mission to solve what we call “procurement nightmares” for real-world businesses. We started as a bootstrapped company and later brought in VC and growth equity funding. Today, we’re post-Series C and have grown into a much larger organization.
From a product perspective, we began focused on the intake and procurement side but have since expanded across the full purchase-to-pay workflow. Along the way, we’ve stayed focused on serving the mid-market and building out AI capabilities that directly address how these organizations operate.
CFOTL: When it comes to growth, what is really driving outcomes in the business right now?
Wang: A big driver is that most customers don’t have a unified platform—they’re using point solutions to solve pieces of a larger problem. Often, they’re trying to fix issues at the payment stage, but the real leverage starts much earlier, at the purchasing decision.
When that initial request flows through a structured process, customers see value immediately. We’re also seeing strong growth from our agentic capabilities—being able to proactively surface spend insights, flag anomalies, and identify opportunities to renegotiate vendor contracts. As customers adopt more modules and expand usage, that drives both value for them and growth for us.
CFOTL: What input metrics do you watch most closely each week to understand performance?
Wang: One of the biggest is product usage. We go deep into how customers are actually using the platform. A key metric for us is “spend under management”—how much of a customer’s total spend is flowing through our system.
We also closely track adoption of new features. For example, when we introduced an agentic intake layer that automates PO ingestion and coding, we saw an immediate spike in usage. It revealed just how much manual work was happening behind the scenes. Those signals help us understand whether we’re truly delivering value and solving real problems.
CFOTL: How is AI changing how your finance team operates today?
Wang: AI has been a huge shift for us. It’s allowed the team to move from being reactive to proactive. Historically, if you asked about cash flow or burn, the answer was, “We need to wait until month-end close.” Now, we analyze activity upstream—what’s being requested, what’s outside of budget—and use AI-driven forecasting to project outcomes in real time.
As a result, I now have over 80% confidence in where our cash position will land each month. That’s a big shift. It’s also about resource allocation—we’re a small team, so AI helps us spend less time on manual work and more on activities that actually move the business forward. It’s a muscle finance teams need to build: operating at the front end of decisions rather than reporting on them after the fact.
Procurify | www.Procurify.com | Vancouver, BC, Canada