Where full disclosure replaces professional posturing

Corinne Hua and I had been trying to find time for a walk together for years. Since she’s in Vancouver, an afternoon loop wasn’t exactly feasible. We finally settled on a compromise: a virtual walk—2.5 miles each, 2,500 miles apart.

Corinne was my first client at SIY back when she was CFO at Traction on Demand. They were doing great work for companies like Standard Register, where I used to be CEO. A lot has happened since then, but we picked right back up where we left off.

Over the years, we've built a level of trust that completely changes the dynamic of a conversation. I like to call it a “Full Disclosure Agreement.” When you know the other person is genuinely looking out for your best interests, you can skip the posturing and talk about what actually counts. That kind of candor is rare.

During our walk, we got on the topic of team building. We both agree: you have to hire for how people show up, not just what they know. Expertise is important, but adaptability usually matters more. The people who actually thrive are the ones who approach new problems with curiosity instead of clinging to a fixed playbook.

Corinne recently took on a new role at A&W. She admitted it felt like the riskier career option, but also the most compelling one. We talked about why that trade-off is almost always worth it. It’s a bold step, but those are exactly the moves you make when you stop getting in your own way.

I talk a lot about connection being a core value, and relationships like this are exactly why. It’s incredibly rewarding to watch someone else's career unfold and just get to be a sounding board along the way.

If you have people like that in your network, find a way to close the distance, even if it means walking on opposite ends of the continent.