"Why I Traded the Corporate Ladder for a Leadership Raft — And Never Looked Back"

Challenging the myths of linear careers in L&D

In leadership development, we often talk about growth as a straight line: upward mobility, clear milestones, and ever-narrowing expertise. But real transformation? It often looks nothing like a ladder—and more like a raft navigating unpredictable, open waters.

For years, I thrived in the structured world of hospitality—clear systems, defined metrics, and a deeply human-centric approach to service and learning. Then I did something that raised more than a few eyebrows: I left it behind to design learning experiences for teams working at sea.

To many, it looked like abandoning stability. To me, it was an intentional reinvention.

What others viewed as a departure, I saw as an expansion. The strategic learning principles that drove results in hospitality—curated development pathways, performance alignment, and coaching culture—were not only transferable but essential in my new environment. Only now, they were being tested against volatility, isolation, and cultural complexity at a whole new scale.

Here's the truth we often miss in traditional career narratives: skills like leadership agility, behavioural insight, and experiential learning design are not domain-specific—they are universally valuable. When we tether ourselves too tightly to industry borders, we risk stagnation disguised as stability.

This pivot taught me that senior L&D professionals must lead by example when it comes to rethinking career paths. If we want our organizations to embrace cross-functional thinking, curiosity, and innovation, we have to model it ourselves. That means not just climbing—but sometimes stepping off the ladder entirely.

When was the last time you challenged a deeply held assumption about your own career?

 Have you ever broken a career stereotype that others thought was risky?

 I'd love to hear your story.

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