The taiji of talent: Why values and profit must flow together

“People always look at outputs, but inputs are just as important. It takes time to nurture trust, culture, and humanity. Leaders need to be willing to walk the talk.” – Chua Hui Xin, Executive Director and Chief People Officer, Unicorn

For many professionals, the path into finance often begins with a search for stability, prestige, and profit. But for Chua Hui Xin, Executive Director and Chief People Officer at Unicorn, the true foundation of a sustainable business lies in values – integrity, sincerity, and humanity.

“When it comes to values and profit, it’s not about putting one against the other,” Chua told HRM Asia. “It should flow together, like taiji. Profit is derived from value creation. With more profit, we must go back to create more value. That’s how sustainability is built.”

Chua’s perspective was shaped by personal experience. Before joining Unicorn in 2008, she had worked as an accountant for a multinational firm for a decade, giving her loyalty, dedication and hard work. However, when the organisation underwent restructuring, she was retrenched.

“It was a huge disappointment and a sense of betrayal,” she recalled. “I realised that if an organisation only prioritises the bottom line, eventually everything else is thrown out the window.”

That moment proved pivotal. Rather than seeking the perceived stability of another corporate role, Chua sought out a workplace where values were more than words. Joining Unicorn during the height of the global financial crisis, she was struck by the organisation’s unwavering commitment to its people.

“I remember our chairman saying, even if we lose money, we must continue paying our employees their salaries and bonuses. The people should never be penalised,” she said. “That showed me what it truly means to treat employees like family.”

Embedding humanity in daily operations

At Unicorn, values-based leadership is not a slogan but a lived practice, embedded in everyday behaviours and decisions. Chua described the organisation’s approach as one of “wholesome care”, extending far beyond professional development.

“When our colleagues face challenges, whether it’s a health issue, a family quarrel, or even a sick pet, we rally around them,” she said. “It’s about putting yourself in their shoes. Transparency and care are not policies; they should come from the heart.”

During the Covid-19 circuit breaker, Unicorn continued to pay employees in full – including the company cook, who was unable to work for four months. “She was willing to forgo her pay since she wasn’t working,” Chua recalled. “But to us, it was about trust. In a family, you don’t abandon each other in times of crisis.”

This philosophy also shapes Unicorn’s approach to client relationships. Chua explained that the first meeting with an investor is not about selling products but about understanding dreams, aspirations, and financial literacy. “In that first meeting, has the investor made money? Not yet,” she said. “But from sincerity, genuine care, and education, trust is built. That trust leads to investment and profit. And the profit can then be channelled back into creating more value for the investor.”

Beyond clients and profits, Chua sees her role as mentoring the next generation of consultants, particularly Gen Z, whose upbringing and mindset often differ greatly from older professionals.

“Many of them grew up with material comfort but without the same moral education we had,” she observed. “They may feel inferior because they haven’t faced the same hardships. My role is to help them see their strengths and virtues, to love themselves and appreciate their privileges. When they do, they naturally perform better.”

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Unlike many financial organisations, Unicorn does not train consultants with one-size-fits-all sales pitches. Instead, the focus is on authenticity. “We train our people to share real experiences, not sales concepts,” Chua said. “When you truly believe in something, you can share it with sincerity. That resonates far more deeply with clients.”

Her mentorship style is parental, even familial. “I treat them like how I treat my daughter. They join Unicorn because of trust, and that trust should never be betrayed. Even when mistakes happen, it’s not about punishment – it’s about understanding the mindset behind the mistake and helping them grow,” she said.

A message to leaders: It starts from the top

As both Chief People Officer and a co-owner of Unicorn, Chua recognises her unique position to align HR strategy with business direction. But she believes the lessons extend far beyond her organisation.

“Everything rises and falls on leadership,” she said. “Leaders must have wisdom and compassion. People can betray us, but as leaders, we must never betray the trust of our people.”

Her advice to HR leaders navigating corporate pressure is to reject the false dichotomy of profit versus values. “Profit and values must come together. Values drive profit, and profit goes back into creating more value. That’s the only way to build long-term sustainability,” she emphasised.

Chua also stresses patience and elaborated, “People always look at outputs, but inputs are just as important. It takes time to nurture trust, culture, and humanity. Leaders need to be willing to walk the talk.”

For Chua, her vision as Chief People Officer is personal. “I can’t say for others, I can only say for my organisation,” she noted. “I must be the one walking the talk. My doors are always open, and I want my people to see how fulfilling and joyful it is to progress together.”

She sees progress not as an occasional milestone but as a daily practice. “Only when I progress can I help others progress,” she concluded. “Health, relationships, professional growth, financial stability – all of these matter. Leadership is about treating every human being with humanity.”