I had been working in the heating business for about five years before my wife joined the company as the senior finance director. At first, I didn’t know what working with her in the same company would be like. A good thing about this situation was that at least we’d not be working in the same department which was not supported by the HR policies of the company. I was an HVAC professional for a few years. Some of the responsibilities besides supervising my team were helping with electric furnace installations and executing furnace/heater tune-ups. I had been pushing for the company to set up a program that included training our heating technicians and even having them graduate. It would be an apprentice program and needed funding. I had taken the heating contractor business proposal to the managers but they had been dragging their feet. I assumed it was because they were also looking to employ the best finance director. After my wife was employed, I had to present the same proposal to her department. I explained that having our trained experts would ease the process of creating HVAC supply stores. It would also increase our ratings in providing quality heat pump service. Statistics show that most homeowner solutions that have the same program are making profits by selling their heating equipment such as the ductless HVAC, dual fuel systems as well as other units. The trained experts would also benefit the company as they would be offering servicing to equipment such as the ductless heat pump to provide quality heating. After deliberating for a week, my manager called me into his office to announce that my proposal was accepted. In about six months, we graduated our first cohort which was a success for the whole company.