Crafting Culture: Leadership & Selection with Mélanie Bergeron

What does character have to do with public service, leadership, and organizational culture?

Drawing on years in government, HR leadership, and the Virtuosity Program, Mélanie shows how character isn’t an abstract idea but a practical lever for courage, accountability, and culture change—whether you’re “acting” in a temporary leadership role or redesigning how organizations hire.

🧠 What you’ll hear:
🔥 Why leadership is about “going first”—and why even whispers from leaders sound like shouts
🕸️ How context stresses different dimensions (humility at the top, courage at the base)
🦸 Why Spider-Man’s “with great power comes great responsibility” is more than a comic line
🧭 The questions leaders should ask: not “What do I do?” but “Who do I want to be?”
👥 Why courage is the most under-activated dimension in employees—and how leaders can spark it
🏛️ The culture–character link: why change feels like pushing a boulder uphill (and how momentum builds)
🗣️ Simple but powerful practices—like team character mapping and everyday conversations—that seed transformation
📝 Inside character-based hiring: why it’s vulnerable, harder than it looks, and worth it
⚖️ How to deliver tough results in character interviews with empathy and integrity
📊 Why internal candidates who “fail” raise vital questions about development vs. succession planning
📲 How Virtuosity’s habit-stacking helps translate lofty virtues into lived micro-moments
🌱 Practical advice for newcomers: start small, keep it simple, and build as you go

Resources
 •  Make Character Count in Hiring and Promoting (https://sloanreview.mit.edu/article/make-character-count-in-hiring-and-promoting/)
•  Character Quotient Assessment in Forbes (https://www.forbes.com/sites/marycrossan/2025/03/26/from-good-to-great-10-ways-to-elevate-your-character-quotient/)
  •  Leader Character Framework with Culture, Virtues, and Vices (https://virtuositycharacter.ca/organization/storage_production_6e2934b8-3e20-47a7-aa79-59a612f967be/9

About Virtuosity

• Website (https://virtuositycharacter.ca/)
• Monthly Newsletter (https://mailchi.mp/virtuositycharacter/subscribe-to-the-virtuosity-monthly-newsletter)
• LinkedIn (https://www.linkedin.com/company/virtuosity-character)
• Instagram (https://www.instagram.com/virtuositycharacter/?igshid=YmMyMTA2M2Y=)

Host, Dr Corey Crossan (https://www.linkedin.com/in/coreycrossan/), is a research and teaching fellow at The Oxford Character Project where she develops and facilitates character development programs for students, industry, and university partners. Corey’s love for elite performance developed as she competed in top-level athletics for most of her life, highlighted by competing as a NCAA Division 1 athlete. Corey translated her understanding of elite performance into a passion for helping individuals and organizations develop sustained excellence. She is also the co-founder of Virtuosity Character, a mobile software application created to support the daily, deliberate practice of character-based leadership development.

Chapters

• 0:00 Welcome
• 1:00 Introduction to Mélanie
• 3:08 Character Matters
• 5:19 Leadership Development
• 13:10 The Power of Asking “Who Do I Want to Be?”
• 15:24 Mélanie’s Aha Moment
• 20:09 Activating Courage in Teams
• 21:58 Character and Organizational Culture
• 30:30 Starting Change Without Formal Authority
• 34:56 Hiring for Character: Challenges & Lessons
• 49:07 Experience in the Virtuosity Program
• 53:41 Character Quotient
• 59:32 Bye for Now

Transcript

Corey Crossan [00.00.09]
Every choice builds character. On the Virtuosity podcast, we explore how to make every day a rep toward excellence. I'm Corey, your host and co-founder of Virtuosity. My journey into character development began in sport, where I discovered that strengthening my character didn't just improve my performance — it transformed my entire life. Since then, I've been gripped by understanding how we can intentionally build character to fuel both personal and professional success.

At Virtuosity, we believe character is like a muscle. It needs consistent training. That's why we've built a research-based system that acts as your character gym, making character development practical, scalable, and accessible, even within the largest organizations.

On this podcast, we sit down with participants from our flagship Virtuosity program, where individuals commit to a full year of daily character development powered by Virtuosity. Our guests will share why character matters to them, how they're applying it in their personal and professional lives, and the insights they've gained along the way. We hope these conversations challenge, inspire, and equip you with new ways to integrate character into your own journey.

Subscribe to stay up to date with our weekly episodes. And if something resonates, share it with your friends and colleagues. Ready to start your own Virtuosity journey? Download the Virtuosity Character app or visit virtuositycharacter.ca to learn more. Now, let's dive into today's episode.

Hello everyone, and welcome to the 12th episode of the Virtuosity Podcast. If you're new, I encourage you to check out our launch episode with Mary Crossan for a powerful introduction to this series. Today, we're thrilled to welcome Mélanie Bergeron as our guest.

Mel is a seasoned public servant whose career has been fueled by curiosity and a passion for people. As a multi-passionate professional, her journey has spanned policy, Indigenous health research, employee engagement, mental health and wellbeing, organizational culture, and, more recently, leadership and character development. A certified Leader Character practitioner, life coach, and psychology graduate from the University of Ottawa, Mel specializes in helping high performers grow into purposeful leaders who create lasting impact.

At the heart of her work is a clear vision: to create a world where people are lit up by the work they do, feel safe to show up as their whole selves, and experience a true sense of belonging. She believes this begins by striving for and embodying strength of character, and when this happens, both people and organizations can thrive together. Mel loves to spark conversations about character and turn them into practical strategies that leaders and organizations can apply every day to elevate performance and sustain excellence.

Welcome, Mélanie, to the Virtuosity Podcast. The question I always start with is: why does character matter to you?

Mélanie Bergeron [00.03.08]

Thanks so much for having me, Corey. Character, at its core, is about being a good human. It's about showing up as the best version of ourselves—not just at our job, but for our partners, children, families, and communities.

What I love about this framework is that it’s so complete. It gives us a clear picture of what strong character looks like and the language to define it. Then we can assess ourselves and figure out what to work on next. It's specific, which I really appreciate.

I feel that the more of us who live by this framework and apply it in our lives, the more we can start to shift the world for the better. It might sound a little corny, but I believe we can make this world a better place to live in. If we can democratize character so every individual commits to it, that would be amazing—especially from the organizational lens you've been taking. Organizations can be such drivers of societal change.

You've been in the character space for quite a while across various organizations, often with a leadership development lens—and also looking at culture and hiring. Maybe we could start with leadership development.

Corey Crossan [00.05.07]
What are some ways—some examples—of how you've been embedding character into leadership development? Could you share a few of the things you've done?

Mélanie Bergeron [00.05.19]
It’s a great question and a great place to start. I begin with the belief that the character framework is for everyone—not just leaders or people in positions of authority. I really believe in the disposition to lead.

That said, in organizations, what leaders say and do has a much bigger impact because of the responsibility and position they hold. There’s a Canadian speaker who used to work with Simon Sinek who says, “For leaders, a whisper is a shout.” The higher up you go in an organization, the more conscious leaders have to be about what they say and how they say it. What feels like a throwaway comment to them can have a strong impact on someone listening.

That doesn’t mean I want leaders to be self-conscious about every word, but it highlights why character is so important. Leaders must hold themselves to a higher standard. Leadership means going first. And yes, I’m a little nerdy—I love the Spider-Man quote: with great power comes great responsibility. It may sound corny, but it captures the essence of leadership responsibility.

Simon Sinek also explains that when you’re a leader, you’re no longer just responsible for yourself and your own job—you’re responsible for the people doing the work. That sense of responsibility needs to stay at the forefront.

Even supervisors and managers sometimes exclude themselves from the definition of leadership, thinking they’re not that important. But they are. They impact their teams, and when they take on leadership roles—even temporarily—it changes the dynamic. In government we call it “acting” in a role. The moment you step into that role, even for a short time, you’re no longer just a colleague; you’re the leader. People will watch what you do, and your words and actions carry more weight.

Sometimes people in interim roles wait to see if the acting leader will truly step into that space. And I’ve seen people rise beautifully, even for just a few weeks. It’s inspiring to watch.

Back to leadership development—over the past five years especially, I’ve noticed more and more programs being created. I think that’s fantastic. We’re moving away from command-and-control leadership. Thanks to the work you, Mary, Ivey, and practitioners everywhere are doing, we’re changing the conversation.

I love seeing programs that teach management skills like emotional intelligence, servant leadership, having difficult conversations, and strategic thinking. Those are crucial. But bringing character into the mix adds the missing piece. Sometimes I think of it as the glue holding everything together.

Character is a lens we can use to approach key leadership challenges, especially in today’s uncertain and volatile world. It humanizes leadership. Instead of only asking, “What strategy should I use?” we ask, “Who do I want to be in this situation? Who do I need to be for my team right now?”

In large organizations—like government—it’s easy to feel small or insignificant, to think you can’t have an impact. And executives can feel that way too. Sometimes people move into higher roles thinking they’ll finally be able to make a difference, only to realize it’s even more complex. They lose sight of their purpose in endless meetings.

That’s why putting character first matters. Asking those simple but powerful questions—“Who do I want to be? Who do I need to be?”—keeps the focus on what really matters. And when leaders do that, they influence culture not just with their words, but through their behaviors.

Corey Crossan [00.13.10]
I love the questions you’re asking around, “Who do I need to be? Who do I want to be?” It’s funny—being in the character space as long as I have, I don’t ask that question enough. When we’re under stress, facing tight deadlines, or juggling multiple choices, we often fall into the pattern of, “What should I do? What do I do next?” I have to remind myself to ask, “Who do I want to be in this moment?” Once I answer that, the “what” tends to fall into place.

I also love what you said earlier about the disposition to lead. That’s such an empowering idea in organizations—if you can get everyone to feel that sense of accountability. Context influences character, and leadership roles are particularly interesting in how they activate or deactivate different dimensions.

Some of the research shows that the higher you go in leadership, the more it stresses humility—it’s harder to keep humility strong, so leaders have to focus on it deliberately. On the other hand, people without formal leadership positions often struggle to activate accountability, transcendence, and drive. So the question is: how do we activate those dimensions even without formal authority? If we can, then across the organization you’ll see better judgment and decision-making overall.

Mélanie Bergeron [00.14.47]
Absolutely. For employees not in leadership positions, or in lower levels of leadership, courage is often the dimension we need to work on most. And you’re right—higher up it becomes humility. How interesting that they’re on opposite sides of the framework.

Corey Crossan [00.15.11]
That’s so good. With your own leadership, have you found particular dimensions that have really helped you bring out your best as a leader?

Mélanie Bergeron [00.15.24]
For me—full disclosure—I was a completely different person five or six years ago before I encountered this work. Speaking of courage, that might be the dimension I’ve had to strengthen the most. For all kinds of reasons, but especially around resilience and tenacity—continuing to push forward and hold to my principles.

Finding this framework was my big career “aha” moment. It changed everything. It felt like I finally found my purpose. But that meant I had to work on my own courage: learning how to deliver presentations, design workshops, and have conversations with people in positions far above mine, while still holding my own and resisting the instinct to stay small. Courage has been huge for me.

Of course, integrity and humility as well. I’ve learned so much from workshop participants who ask tough questions and share perspectives from parts of the organization or life experiences very different from mine. Their questions force me to think in new ways and keep learning.

That’s one of my favorite parts—every workshop is different, and I never know what I’ll learn. It makes me a better leader, facilitator, and designer of content. And it’s made me more courageous in presenting opportunities and putting ideas forward.

One participant told me he uses the framework to build “character profiles” of people he works with. If he sees someone’s strength is humanity, humility, and collaboration, he frames conversations one way. If another colleague leans more toward courage, accountability, and drive, he approaches them differently. I thought that was brilliant—using the framework as a lens for communication and understanding.

Corey Crossan [00.20.09]
Without formal leadership roles, people often struggle with courage. And I think those of us in leadership sometimes forget how much others struggle with it. The question becomes: how can leaders intentionally create opportunities that activate courage in their teams? When we do that, people bring their best selves forward, which strengthens the organization as a whole.

Mélanie Bergeron [00.20.35]
Yes. My position sits within HR, so organizations often look to us for tools—“Give us something. How do we do character?” But sometimes the simplest, most impactful way to start is just through conversations.

Imagine leaders doing a simple team exercise: mapping out different character strengths across the team, then discussing them. Where are our collective strengths? Where do we need more support? How can we help each other? That kind of dialogue can be a beautiful first step. It doesn’t require a massive leadership development program. It’s just conversations—and that can be powerful.

Corey Crossan [00.21.37]
Yes. That’s moving beyond leader responsibility into how character manifests collectively in conversations. I know you’ve also done a lot of work on culture. How do you see character shaping organizational culture? Any examples you can share?

Mélanie Bergeron [00.21.58]
I should start by saying that most of what I’ve learned about culture came from the immense pleasure of working with Jennifer Betts. If listeners haven’t heard that episode, I’d suggest pausing this one and going back to it.

There’s a saying I love: the culture of an organization reflects the character of the individuals within it. That’s my starting point. Culture begins with us, as individuals.

When you take on culture change, you first have to figure out where you’re starting from—your baseline. That can be hard. It often means naming issues, exposing areas that aren’t healthy, and facing imperfections we’d rather avoid. The federal government, for example, is as old as the constitution. That history carries complexity.

Before working in character, I worked closely with Indigenous organizations and researchers. I often think of culture work with similar principles to reconciliation—it requires acknowledging past harm.

Corey Crossan [00.23.46]
That’s such a powerful comparison—sometimes culture work really is reconciliation. And that first step, naming the elephant in the room, takes so much courage and humility.

Mélanie Bergeron [00.23.46]
Exactly. Naming the elephant in the room is the hardest part, because it forces us to confront imperfection—and we don’t like to be imperfect. That’s true for organizations and for individuals working on their own character. The first time you do a character assessment, it’s tough to see the areas where you’re not as strong.

For leaders, it’s even harder. Who wants to take accountability for problems that existed long before they arrived? It’s tempting to say, “That damage was done by the person before me.” But it takes courage, accountability, humility, and humanity for leaders to own the issues anyway.

That’s the only way to gain clarity about where we are, where we want to go, and who we want to be as an organization. Only then can the real work begin.

And here’s where character comes in: leaders have to go first. They must commit to the hard work of developing and strengthening their own character, showing up with integrity and resilience over time. Because if a culture isn’t healthy, it didn’t get that way overnight—it took years. And change will take time too.

Leaders need to demonstrate, through their actions—not just their words—that creating safe space, building healthy culture, and helping people grow really matter to them. That consistency has enormous impact. It makes the boulder of culture change easier to move.

At first, it feels like pushing a massive weight uphill. But once momentum builds—once people believe leaders truly mean it—others naturally follow. Some employees will embrace it right away, while others will wait and see. Both are valid. Over time, when leaders consistently walk the talk, people become inspired, feel safer, and want to work on their own character too.

Mélanie Bergeron [00.28.43]
That’s when it gets exciting. You see people having courageous conversations, allowing themselves to be more creative—even in government, which surprises some people. You hear employees say they love their jobs. And when a crisis hits, teams can weather the storm together.

When people feel unsafe or alone at work, it’s much harder to be resilient. But when everyone is operating with strong character, speaking the same language, and striving for the same culture, resilience becomes collective. People support each other, go through challenges together, and often come out stronger as a team.

Corey Crossan [00.29.34]
It’s an amazing aspiration—how character can infiltrate and transform culture. And you’re right, it has to start with leadership. That was a big insight Jen shared as well.

But I’d like to ask you the same question I asked her: many listeners aren’t in leadership roles. You’ve had to pitch and push for character without always being at the top. For people who want to bring character into their organizations but don’t have the authority, what tips would you share?

Mélanie Bergeron [00.30.30]
That’s such a great question. It really starts with us. If there’s any job that requires us to walk our talk, it’s this one. Whether character is your full-time role or just part of your work, you have to constantly develop your own character—figuring out what you need to activate in yourself, and having the courage to keep pushing and trying new things.

Sometimes I marvel that I get to do this full time. My job didn’t exist before, which for some people might feel terrifying, but for me it’s exciting. I get to be creative and figure out how I can be most useful. But if you’re in a smaller organization and you’re the only one doing this work, it can feel lonely and difficult. That’s why community is so important.

I’m so glad we now have a strong community of practice. I do everything I can to connect with others who are starting this work or doing it in different organizations. We support each other, share experiences, and learn from each other. Sometimes you won’t get a “yes” on your first try, so you need others to lean on.

Inside your organization, you also need champions. It helps immensely if your leaders are supportive and walk the talk. But beyond that, who else can champion this work? Who can carry conversations forward without HR being in the room? That’s when the impact is strongest.

If you can get communications teams on board—those writing the internal messages that go out to everyone—you can start embedding the language of character there. People get used to seeing it, hearing it, and using it. Over time, it becomes part of everyday conversation. Those champions, plus the language showing up consistently, are powerful levers for change.

Corey Crossan [00.34.56]
Speaking of levers—you’ve also been involved in hiring for character. And there are always so many questions around that. Recruitment is already hard enough without adding another layer. Can you share some of your experiences with selecting for character, and maybe some of the challenges and how you’ve handled them?

Mélanie Bergeron [00.35.05]
Yes—and I feel very fortunate to have done this work in different capacities, because it’s fascinating. One thing I’ve noticed is the difference between a “pass/fail” character interview and a “right fit” character interview.

The pass/fail model has much greater impact. It sends a clear message to both the organization and candidates that we mean business. But it also takes courage from the organization, because it’s not easy. Hiring leaders of strong, well-balanced character sets you up for a healthier culture and better judgment over time.

Here’s how we did it in one organization: the hiring process ran as usual with all the traditional steps, but the final interview was a character interview instead of a competency-based one. Competencies were assessed elsewhere.

Now, this is trickier than people expect, because we are humans assessing humans. We’re imperfect, assessing other imperfect people. That means hiring board members must hold themselves to a higher standard. They need to be actively developing their own character and checking their biases.

The character interview itself is more vulnerable than a traditional one. We’re asking about who someone is, not just what they can do. That can get personal and sometimes emotional, so board members need to create a safe space and know how to hold it with empathy while still keeping it professional.

We also discourage canned, predetermined questions. Instead, board members follow curiosity—asking good questions and good follow-ups to draw out character. That’s uncomfortable for both candidates and board members, who are used to grids and checkboxes.

In my experience, hiring for character requires two key skills: knowing how to ask questions that surface character, and knowing how to spot character in the answers. Candidates don’t need to use our framework language—it’s our job to listen and recognize courage, accountability, humility, integrity, and so on.

Some people are better at asking questions, others at spotting character in responses. That’s fine, as long as you have a diverse board that brings those strengths together. The deliberation afterward is crucial.

Delivering results is also delicate. Telling someone they didn’t pass a character interview lands very differently than a competency interview. It can feel personal. So we need to communicate results carefully and thoughtfully.

And here’s something interesting: these interviews often spark deep discussions among hiring managers—about what kind of leaders we want, what culture we’re trying to build, and whether past hiring practices have worked. That’s a valuable byproduct.

Corey Crossan [00.44.47]
I want to highlight how important it is that you said interviewers themselves need to be actively developing their character. They should all have a development plan. That’s critical for so many reasons: being able to ask thoughtful questions, creating psychological safety, and recognizing virtues or vices in candidates.

In the Virtuosity program, we practice noticing virtues and vices in our day-to-day micro-moments. Even after years of doing it, I still see new ways they show up across people. It’s nuanced—especially with candidates you’ve just met. So while it’s true you can observe character right away, there’s a depth you only uncover with practice.

For listeners new to character interviewing, I think it’s important to acknowledge how threatening a “no” can feel when it’s about character. It can feel like a judgment of who you are. But conversations like this help reframe it. Because in reality, both character and competence impact how someone contributes to an organization. We need to bring accountability to both.

The encouraging part is that character can be developed. A “no” isn’t a rejection of who you are forever—it’s simply where you are right now. Just like with competencies, you can strengthen weaker areas. Tools and development plans exist, and the opportunity is open to anyone.

Mélanie Bergeron [00.48.18]
Yes, and that becomes especially important with internal candidates. Sometimes we’re hoping certain people will pass because they’re part of a succession plan. When they don’t, it’s very difficult for everyone involved.

It raises tough questions: have we done enough to develop these future leaders? Have we focused too much on competencies and not enough on character? Did we provide the right supports—coaches, mentors, peer programs—to help them strengthen character? Because that’s what makes the difference.

With external candidates, there’s not much we can do beyond sharing prep materials. But internally, it becomes a chicken-and-egg situation: do we focus on development first, or on hiring? The truth is, they feed each other.

If character is part of the hiring process, it becomes a strong incentive for people to start developing themselves earlier. If they know a role they aspire to requires strong character, they’re motivated to do the work.

Corey Crossan [00.48.39]
Exactly. And speaking of development—you’ve been in the character space for a long time, but you recently joined the Virtuosity program in January. I’d love to hear about your experience. How has this program been different for you? What new insights have you gained?

Mélanie Bergeron [00.49.07]
I’ll be honest—I’ve struggled with the habit-building piece. A few years ago, I was diagnosed with ADHD, which helped me understand myself better, including why habits are harder for me. So I’ve had to find different ways of keeping myself accountable. For me, it often comes down to asking, “Why does this matter to me?” rather than just trying to tick boxes.

Early on, I wasn’t consistent with daily assessments. I’d miss days, then get to the end of the week and have no idea how I’d actually done. It took a few months to find more consistency. I’m better now, though I still sometimes slip.

Even when I’m not in the app every day, I think about character daily. I carry the element I’m working on into my routine. And I really value the accountability of the monthly sessions. If I’ve been inconsistent, I know I have to pull myself together before the group conversation.

I also love the deeper lessons later in the month. They push me to think about elements I’m less familiar with. I don’t always pick based on whether it’s a strength or weakness—I pick ones I haven’t explored much.

For example, this month’s focus is Justice, and I chose Socially Responsible. At first, I thought I knew what it meant. But the program pushes me to go deeper: Do I really understand it? Is my perspective broad enough? How does it actually show up in my actions? That deep dive has been really valuable.

Corey Crossan [00.52.44]
I feel the same way. That hyper-focus always surprises me—it bleeds into everything else I’m doing. And the collective focus helps too. Knowing that other people are working on the same element, day in and day out, is motivating. It creates collective energy.

Mélanie Bergeron [00.52.55]
Yes, absolutely.

Corey Crossan [00.52.57]
As we wind down, the final question I like asking all of our guests is about the Character Quotient. For listeners who aren’t familiar, it’s a set of ten questions Mary and I created to help you reflect on how you’re championing character.

The first four are about awareness, the next four about development, and the last two about application—how you’re applying character in your organization or life. Did you have a chance to do it? If so, could you share areas where you feel strong and areas you’d like to keep working on?

Mélanie Bergeron [00.53.41]
Yes, I did it just before this conversation. I’ve done it in the past, but I don’t remember the exact score—just that it was lower than this time. This time I scored a 90, which surprised me a little. It made me wonder if I was too generous with myself!

I think part of it is that I have the privilege of working on character all day, every day. It’s my job to reflect on it, develop myself, and move it forward in my organization. So that naturally raises my score.

Where I rated myself lower makes perfect sense—it was around self-awareness and how my character influences my wellbeing and performance. In our program, we lean on Dr. Tasha Eurich’s work on internal and external self-awareness. That’s an area I’ve had to work on a lot.

I can be pretty good at showing up authentically, but I don’t always realize the impact I’m having on others. I’ve had to work on becoming more aware of that, and it’s still a work in progress. I gave myself a seven in that area.

On championing the work, though, I scored high. Partly because it’s my job, but also because I truly believe in it. That sense of transcendence fuels me. It makes it easier to keep doing the work, even when it’s hard.

Corey Crossan [00.56.21]
I believe that 90 is solid. You’re living and breathing this work, and it shows. As we wrap up, I don’t have any more questions, but I want to make sure you’ve had the chance to share anything else that’s on your mind. Is there anything you’d like to add before we close?

Mélanie Bergeron [00.56.52]
Yes—just a note for people who are tiptoeing into this work or wondering how to start. Sometimes we make it more complicated than it needs to be.

Once you get past the awareness phase—your intro workshops or training—treat character as a lens for conversation. It doesn’t need to be a heavy lift or resource-intensive. All you need is for leaders, managers, and supervisors to be brave enough to have character conversations. Sit with the discomfort of not knowing exactly how it will go, and try it anyway.

Start simple, and keep it simple. That will generate more meaningful conversations about strategy and how you want to move forward as an organization. Think of it like a startup: build it, ship it, it’ll be imperfect, but do it anyway and adjust as you go.

Corey Crossan [00.58.40]
That’s such an important point. Habit literature—like James Clear’s work—tells us if something feels too complex or has too much friction, we won’t do it. So creating simple first steps, like using the language of character in everyday conversations, is powerful. It builds momentum without over-engineering.

Mel, thank you so much for joining us on the Virtuosity Podcast. You bring such a wealth of experience and insight, and I know our listeners will learn a lot from you.

Mélanie Bergeron [00.59.28]
Thank you so much for having me. It’s been a real pleasure.

Corey Crossan [00.59.32]
You’ve just finished another episode of the Virtuosity Podcast. If you’d like to connect, reach out to me at corey@virtuositycharacter.ca or find me on LinkedIn.

As always, thank you so much for listening. Bye for now.