After more than a decade with Guidepoint, Guoqi Hu has built a career defined by curiosity, adaptability, and a global mindset. From starting in New York to helping launch our Hong Kong office and now leading Strategic Research from Sydney, Guoqi has played a pivotal role in expanding the business and strengthening collaboration across regions. In this conversation, he reflects on his journey, the challenges and rewards of working internationally, and the lessons that have guided his growth as a leader.
Congratulations on over a decade with Guidepoint! You’ve had such an impressive career trajectory, with multiple promotions and global relocations— What do you think has been the key to your continued growth and success within the company?
Guoqi: The most important aspect of my growth has been looking to continuously gain knowledge. A lot of times you kind of get settled into your position and you get comfortable. You always have to ask yourself what more can I do to expand my role? I think a lot of it has to do with Guidepoint too. Since Guidepoint has put me in positions where they can maximize my strength.
So I think it’s combination of the two, wanting to be ambitious but also having the company plugging you into positions that allows you to be successful.
In 2017, you were appointed to help establish Guidepoint’s Hong Kong office. What was one of the biggest challenges you faced in growing that office?
Guoqi: When I first got there, no infrastructure was set up. I was put into a situation where I had to figure things out from scratch. There weren’t any plans handed to me and it really was kind of a sink or swim moment.
But it was also rewarding being in that situation. I was able to leverage my time in our New York headquarters as foundation, to build the business from the ground up.
You’ve led Strategic Research across many regions, what has been the most rewarding aspect of leading these teams globally? How has that global perspective shaped your approach to collaboration and leadership?
Guoqi: I started out in New York, and early on I had the chance to connect with our counterparts in Asia while supporting clients. That experience helped me realize there’s a much bigger business beyond New York, and it sparked my interest in getting more involved with Strategic Research globally.
When I returned from Hong Kong and stepped into a leadership role, I brought with me firsthand insight into the challenges our Asia teams were facing. Having worked on both sides, I understood the friction that can come with international collaboration, and I really wanted to bridge that gap. My goal was to find a compromise that allowed us to work more effectively as a global team.
What made it especially rewarding was having a strong team that supported me and believed in the vision I brought. They were aligned and willing to go out and make things happen, which is honestly what kept me in the role for as long as it did.
In terms of how it shaped my perspective: even after returning, a lot of what I observed overseas still holds true. Whether it’s cultural differences or the way clients operate in different regions. But being based in New York, I also understand the headquarters’ perspective. So I’ve really focused on finding a middle ground that allows both sides to collaborate more seamlessly
Having lived in New York, Hong Kong, and now Sydney if you had to pick a favorite experience from one of the exciting places you’ve called home—whether it’s a place, a meal, or a memory—what would it be?
Guoqi: Sydney is still relatively new for me, so I can’t speak too much about it just yet. Obviously, home is New York. But even within New York, my experience has changed a lot. From when I first started, when our office was about 200 people, to now, where we’re probably triple that, it feels like two completely different experiences.
If I had to choose a favorite memory, I’d probably go with the time I played on the New York Guidepoint basketball team. We won the championship in the corporate league, and I still remember Albert coming to the game with his kids, and Cathy cheering us on from the sidelines. That was definitely one of the moments at Guidepoint I reminisce the most about.
In terms of more work-related experiences, I’d say Hong Kong stands out the most. Just building the foundation there was incredibly meaningful. I remember during our 2018 Christmas party; I was preparing to leave Hong Kong and there was this moment where we were reflecting on everything we had accomplished in the 2 years as an office.
What was the biggest adjustment you had to make when transitioning between offices, and how did you navigate those changes?
Guoqi: The biggest transition for me was making sure I never entered a new office with the attitude of, “Hey, I’m the leader now, so you have to listen to what I say.” That’s never been my approach. I think the key adjustment was taking the time to understand how things were already being done, how the team operates, why certain processes are in place, before jumping in with my own opinions or vision.
It was important to first observe and understand how that local approach tied back to our core practices at headquarters. I didn’t want to just come in and say, “This is how we do it in New York, so this is how it should be done here.” Instead, I tried to adjust to what the local team was doing first, and then slowly start building in some of that New York culture and structure bringing it in gradually and with everyone’s buy-in.
That buy-in is critical. If people aren’t aligned with the vision you’re selling, nothing’s going to move forward. You’ll just end up facing a lot of resistance.
Having worked across multiple international markets, how have you navigated cultural differences, and what have you learned about building mutual understanding across teams
Guoqi: It takes a lot of dedication to learn different cultures, as it’s not easy. One thing I’ve really had to learn, especially with Japan as an example, is that their culture is just so different from how we do things in the U.S. or even in Europe. I couldn’t just rely on surface-level understanding. I had to read up on what’s appropriate, watch documentaries, and really immerse myself in their culture to understand why things are done a certain way and the historical reasons behind that.
It’s not as simple as saying, “Tell me about your background.” It takes time and effort to understand how people think, how work is structured, and why certain behaviors exist. That context matters.
Too often, I think we oversimplify working with international counterparts. We say, “Oh, that’s just how they are,” and leave it at that. But if we don’t understand why things are that way, we miss the opportunity to find better ways to communicate, ways that respect their culture while still sharing our own perspectives.
Breaking down those cultural barriers takes time, but if you put in the effort, it really pays off in the long run.
Looking back at your time at Guidepoint so far, is there a project or milestone that you’re particularly proud of? What made it meaningful to you?
Guoqi: Yeah, absolutely. I think the most meaningful accomplishment over the past few years—really from the start of COVID through this past year—has been the progress we’ve made with the Strategic Research Services (SRS) team.
When I first took over SRS, we were facing a lot of challenges. Retention was a big issue, and the full vision of the service hadn’t yet been realized. One of the things I’m proudest of is turning that around and building a team culture that people want to stay in. Today, SRS is considered one of the most retainable client service teams across Guidepoint, which I think speaks volumes.
The other major milestone has been establishing a true overnight client support model. When I returned to SRS, the team was still mainly focused on recruitment. But over the last three years, we’ve expanded into a 24/5 support model by building a network of teams across our global offices. That shift solved two major problems: it gave clients the real-time support they need overnight, and it also allowed our existing employees to have better work-life balance by not needing to stay late to meet international demands.
Those two changes. strengthening retention and expanding the service model, are what I’d say I’m most proud of during my time leading SRS.
Are there any mentors or teammates who played a key role in your career growth? How did they influence your journey?
Guoqi: Absolutely. Tons of people have played a key role. Starting from the top, Albert and other executives like John Campanella and Jon Adkins have had a major influence on me, and of course, my own managers throughout the years as well.
A lot of people think mentorship only comes from someone above you with more experience, but I’ve learned just as much from the people who reported to me as well. Seeing how they approach things and how their perspectives reflect changes in the workplace has helped me grow. They’ve supported me not just through their work but by showing me what adapting to new realities really looks like.
That’s something I’ve taken away from mentorship overall. As leaders, it’s not just about learning how things have been done, but also recognizing how things are changing and adjusting to the unique dynamics of your current team.
On the flip side, as I’ve mentioned people like John Campanella, Jon Adkins, and our CEO, Albert, have helped shape my thinking from a business standpoint. They’ve pushed me to not just run with ideas but to really consider what’s realistic and what’s actually actionable given the resources we have. It’s easy to fall into idealism or emotional traps when making decisions, but they’ve helped ground my thinking in what can be executed effectively.
So mentorship, for me, has come from both directions, and that’s been key to my growth.
What is one piece of advice you’d share with someone looking to build a long-term career at Guidepoint?
Guoqi: Be proactive. I think proactiveness is the most important quality anyone can bring to their career at Guidepoint. And by that, I don’t just mean going out and asking for things. It’s more about proactively engaging with clients, putting yourself out there, and being willing to step into uncomfortable situations where real learning happens.
It also means asking questions when you don’t fully understand something. Don’t wait around or overthink it because sometimes, if you hesitate too long, the opportunity will pass you by. Instead, take the initiative to say, “Hey, I want to learn more about this,” and figure out how it fits into your bigger picture and long-term growth.
Being proactive can take many forms, but at the core, it’s about opening doors for yourself and expanding beyond where you currently are. If you’re not thinking about how to keep growing, then this advice might not resonate. But if you are, then staying engaged, being curious, and pushing yourself forward will be the key to building a long-term, successful career at Guidepoint.