I run a luxury adventure travel company, but I refuse to hire anyone with a travel background to work there. Here's why.

One of our mantras is "location is subordinate to experience" or in other words, it's not about where you go, but how you feel when you're there. What emotions does your experience evoke in your family; what lasting memories do you create with your friends?

To think like that, you have to behave differently — and we've found that when you've been indoctrinated into the traditions of an industry, it's hard to break out.

I joined the Army the day before 9/11 and served in Iraq, Afghanistan, and Northern Ireland. During my service, I learned that the military teaches you how to execute missions with scarce resource and creative planning. To build a luxury camp in the middle of primary rainforest requires complex logistics and a mission-focused approach. That's why we have two former army captains on our projects team.

So, what have we learned from hiring such eclectic and talented people? Three things.

• If you want to truly do something new, there's no cookie-cutter person you can hire ready to hit the ground running.
• Take calculated risks when you hire people. Prize transferable skills above industry experience.
• Above all, invest time in developing and training people.

We've found that when you get these things right, the "power of difference" can be transformational.

Adam Sebba is the CEO of Cookson Adventures, which crafts travel experiences that mix adventure and luxury for its global client base.