After nearly 30 years helping build a successful company, how does a leader want to be remembered?

For Steven, the answer has surprisingly little to do with business accomplishments. In our latest It's Personal Stories interview, Steve reflects on what truly matters: family, friendships, and relationships that endure long after our careers. He also shares candid lessons about making difficult personnel decisions, welcoming opposing views, learning from mentors, and recognizing that understanding people is just as important as delivering results.

What particularly resonated with me was the satisfaction Steve derives from former colleagues who continue to seek his advice years after working together. Perhaps the greatest measure of leadership isn't what we accomplish, but the lasting impact we have on others. Thank you, Steve, for sharing your wisdom and reminding us what truly matters.

How would you like to be remembered?

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Oct. 13, 2026 @ 7PM
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Beth McMahon’s leadership journey reflects a deep curiosity, a commitment to lifelong learning, and a passion for making a meaningful difference. Her career in association management has spanned healthcare, agriculture, environmental organizations, and hospitality, demonstrating the value of bringing fresh perspectives and best practices across industries.

A skilled advocate and collaborator, Beth understands that meaningful influence begins with listening, building consensus, and bringing people together around shared priorities. Her ability to work across industry associations and adjacent sectors has strengthened collective advocacy efforts and helped amplify the hospitality industry’s voice with government.

Beth also brings strong marketing instincts and an entrepreneurial mindset to leadership. Her vision to evolve the Hotel Association of Canada (HAC) into Hotels Canada reflects an appreciation for contemporary branding and the importance of a clear, compelling organizational identity. By connecting the rebrand to a new strategic plan, she helped position the association for its next chapter.

Central to Beth’s leadership philosophy is the belief that innovation must be purposeful, grounded in strategy, and focused on delivering value. Her approach to board governance, team empowerment, and organizational change illustrates how trust, curiosity, and thoughtful leadership can create lasting impact.

Lisa’s insights remind us of the value of constantly learning. She encourages us to stay curious, whether through reading trade publications, taking a continuing education course, or pursuing a hobby that makes us happy. She also urges us to stay active, because a moving body cultivates a sharp mind. Above all, trust the process, know yourself, and stay true to your core values.

Greg shares his leadership thoughts on intuition, adaptability, and having an entrepreneurial spirit. He discusses time as our most valuable asset and why passion for what you do is so important. Greg talks about his own leadership evolution, evaluating risks, and what he looks for in building and developing a team.

Faheem shares how adaptability and trust have shaped his career. He talks about building genuine relationships and letting the business follow as opposed to always focusing just on the business. Faheem discusses lessons learned from board service, being present as the key to finding work life harmony, and how his leadership style helped him navigate the pandemic.

Eric's guiding career advice dates back to age 17, when a cousin told him to strive to understand your client's business better than your client does, a principle he has carried into every role since. That same instinct shaped how he approached turnarounds later at IHG, where he made a point of listening widely, from frontline teams to owners to industry journalists, before ever proposing a plan.

Tim’s insights remind us that growth rarely comes from having every answer. It comes from saying yes, listening closely, and treating people as the most important part of any conversation. His experience encourages us to see setbacks as turning points, not endings. Keep showing up for the unglamorous daily work, and choose action over analysis paralysis, since a wrong decision beats no decision. Above all, we are never finished becoming.

Peter’s career began emptying trash as a young immigrant houseman, teaching him never to look down on people. Leadership is a pattern of behavior, not a title: one part strategy, two part judgment, and three parts grace. He separates the risk to the business from the risk to his own ego - being wrong about an idea never means it was wrong to try - and believes listening and a willingness to learn matter more than any resume.