Over the course of my career, I’ve had the rare opportunity to work in three very different industries: mining, healthcare, and hospitality. Each one has its own language, culture, and rhythm. But they all have one thing in common — crisis is inevitable.

The interesting part? Each sector handles crisis differently. Some absorb shocks better. Some respond faster. Some recover stronger.

That got me thinking: what can these industries learn from each other when it comes to building resilience, sustaining growth, and managing risk?

Here’s what I’ve observed from inside the trenches of these very different — but increasingly interconnected — worlds.

Mining: The Masterclass in Long-Term Planning

Mining is one of the most capital-intensive and risk-prone industries out there. You deal with volatile commodity prices, geopolitical instability, environmental scrutiny, and enormous upfront investment. In short: the stakes are high, and so are the timelines.

But that’s exactly why mining leaders think in decades, not quarters.

In mining, you don’t make a move without a long-term plan. You factor in supply chain risk, local politics, environmental conditions, and community impact before you even break ground. That level of patience and scenario planning has stuck with me.

Lesson for Healthcare and Hospitality:
Start thinking further ahead. It’s easy to chase short-term results, especially in high-stress or fast-paced sectors. But adopting the mining mindset — build for the long game — creates more durable, future-proof strategies.

Healthcare: Resilience Under Pressure

If mining is about planning, healthcare is about adapting in real time.

I’ve led companies in medical imaging and diagnostics, where life-and-death decisions are made every day. During the COVID-19 pandemic, the pressure was relentless — patients surging, systems stretched, and no clear playbook.

What amazed me most was how people in healthcare stayed calm, resourceful, and committed under extreme stress. Frontline workers, administrators, and suppliers found ways to collaborate fast, triage needs, and get creative with limited resources.

Healthcare is built for crisis because it’s built around service and responsibility. The mission is clear. When things go sideways, you fall back on values — not just strategy.

Lesson for Mining and Hospitality:
It’s not just about tools — it’s about culture. Healthcare’s deep commitment to care creates alignment that cuts through chaos. Leaders in all sectors can benefit from that kind of purpose-driven resilience.

Hospitality: Agility, Empathy, and Grace Under Fire

If mining is built on long timelines and healthcare on triage, then hospitality is built on human connection — and the ability to deliver under pressure.

Back when I owned and operated a bar in downtown Toronto, I learned how quickly things could turn: the rush of a packed Friday night, a surprise staff shortage, a sudden health inspection, or an angry customer needing immediate resolution.

In hospitality, your business lives or dies on your ability to respond instantly, solve problems on the fly, and still deliver a great experience. There are no “later” meetings. No fallback plans. You react, you adjust, and you move.

But hospitality isn’t just reactive — it’s an incredible training ground for operational flexibility and emotional intelligence. You learn how to read the room. You build instincts. You create structure behind the scenes, so you can improvise in the moment.

Lesson for Mining and Healthcare:
Build your operational systems — but don’t forget the human element. Hospitality teaches us that resilience is as much about attitude and empathy as it is about process. Sometimes, grace under fire is the most important leadership tool of all.

Common Ground: People, Process, and Purpose

While each sector has its own strengths, the most resilient organizations I’ve seen — across every industry — share three key traits:

1. Strong, adaptable people

In every crisis, it’s the people that make the difference. Not just executives — everyone. Companies that invest in training, empowerment, and trust bounce back faster and stronger.

2. Processes that scale and flex

Rigid systems break under pressure. Clear, documented, and flexible workflows — supported by strong communication — give teams room to think and breathe when things go sideways.

3. A clear sense of purpose

Whether it’s keeping communities safe (mining), saving lives (healthcare), or creating memorable guest experiences (hospitality), a shared mission keeps teams aligned when everything else is in flux.

Cross-Pollination: The Future of Resilience

Today, industries don’t operate in silos. Hospitality depends on tech. Healthcare depends on logistics. Mining depends on community trust and environmental foresight. And every sector now faces global, interconnected risks — pandemics, climate change, cyber threats, economic shifts.

That means we need cross-pollination of strategies. Healthcare can borrow hospitality’s service mindset. Mining can adopt flexible customer-facing practices. Hospitality can learn from mining’s planning discipline.

We can build smarter, stronger organizations if we learn across boundaries, not just within them.

Build Before You Break

I’ve seen firsthand what it looks like when a business is ready for a crisis — and when it’s not. The difference usually isn’t resources. It’s a mindset.

Resilient companies don’t wait for a storm to start reinforcing their foundation. They prepare early. They borrow ideas from other sectors. And they build cultures where people are ready to act, not freeze, when things get tough.

No single industry has it all figured out. But together, we already have the blueprint.