In this episode, Ketul Patel shares the surprising leadership lessons he brought back from a 12-day trek to Everest Base Camp. He connects the physical and mental challenges of high-altitude trekking with the demands of leading complex business. It’s a grounding reminder that the best leaders don't just push through – they pace, reflect, and lead from a place of deliberate calm.
What does trekking 17,000 feet to Everest Base Camp have to do with leading a business or team in today’s world? As it turns out, quite a lot!
In this episode, I sit down with Ketul Patel, a supply chain and business transformation expert and author of A Journey of Elevation, to unpack the leadership lessons forged on the trail to Everest Base Camp.
Ketul shares how the mountain became a mirror for everything leaders face today: constant crisis, the illusion of control, and the pressure to keep moving when the path forward is anything but clear.
After 30+ years leading organizational transformations and working alongside CEOs and executives navigating relentless change, Ketul found that a 12-day trek through the Himalayas – complete with mudslides, altitude sickness, a failed Plan A, a failed Plan B, and a grueling 19-hour Jeep ride – taught him more about resilient leadership than any boardroom ever could.
Whether you're leading a company through uncertainty, managing a team through change, or simply trying to figure out how to keep going when “the weather” won't cooperate, this conversation will challenge you to rethink what leadership really looks like under pressure.
And, Ketul leaves listeners with a powerful challenge: find your own Basecamp moment. Because growth, clarity, and self-knowledge don't require a mountain. They just require the courage to step outside your comfort zone.
Listen in!
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With a master’s degree from the University of Houston, Ketul Patel has made a lasting impact as both a seasoned corporate leader and a Big Four supply chain consultant, transforming global supply chains across retail, wholesale, and manufacturing.
As the founder and president of OMIIA Consulting, he serves as a business turnaround specialist and COO for companies seeking profitable growth and striving to scale toward Fortune 500 performance.
Patel has authored multiple white papers and blogs on supply chain thought leadership and is a speaker at supply chain conferences, known for blending strategic insight with real-world pragmatic execution to drive sustainable business success.
His debut book, A Journey of Elevation: Lessons for Business Transformation from Everest Base Camp, was released in January 2026.
Learn more about Ketul, or grab the book at omiiaconsulting.com/books or connect with him on LinkedIn.
Ketul Patel: [00:00:00] whatever it is that takes you out of your comfort zone. And that is so important for us to connect with ourselves. And if I can inspire a single listener there, I think it would be worth it.
Judith: Welcome to the Leading Through Crisis podcast, brought to you by reVisionary. Exploring resilient leadership in a world of constant change. Every few weeks, Céline Williams — speaker, strategist, and trusted advisor to leaders navigating change — brings conversations that explore how to deal with the inevitable and perpetual shifts of leadership. These discussions reveal practical insights, thoughtful strategies, and stories of resilience to help you lead with clarity and calm.
Céline Williams: My guest today is Ketul Patel, president of EA Consulting, a supply chain and business transformation firm, and the author of A Journey of Elevation. Welcome, Ketul.
Ketul Patel: Thank you, Céline, and happy to be [00:01:00] here and again. Thanks. Thanks for the opportunity to talk to the audience here.
Céline Williams: I'm very, very interested to get into your story because for anyone who's watching the video, there is a background behind Ketul that gives you a hint of what we're going to get into.
But before we do that, I'm gonna start, the way I always start, which is the name of the podcast is Leading Through Crisis. When you hear that phrase, what does it mean to you, or what comes up for you?
Ketul Patel: One word that comes to me is constant.
Céline Williams: Tell me more.
Ketul Patel: Constant being that over my, you know, 30 plus years of, career taking organizations through transformations, I've noticed a, a, a change over the last decade plus or so, right? Where before we used to have these. Plan the transformations, right? Or, companies would be able to plan out [00:02:00] their three, five year strategies and where they wanna go, and not just, you know, large corporations, even mid-size organizations as well.
And over the last decade or so, I think we have gone into a constant crisis mode. Right. And so what we used to have contingency planning, as we used to call it before, as something, Hey, we'll just have something for our backups. You know, in the event hell breaks loose somewhere, or, you know, being in supply chain, you know, one of the nodes would shut down, or a warehouse will go, we'll kind of activate that.
And then now the crisis has taken on a different meaning, which is also influencing the leaders. What has kind of adopted and grown through that is that the crisis has become more of a constant thing. And now it's more about what your next day or next quarter next year is going to look like, let alone thinking about five years out.
Céline Williams: Mm-hmm.
Ketul Patel: And that's why, [00:03:00] you know, that word of constant kind of comes to mind here.
Céline Williams: Years ago, this was probably eight years ago now. I was doing a talk and I was talking about the rate of change and how the speed of the rate of change at that point, and I think the data was even a few years old then, and saying, at, if this rate of change continues to grow exponentially the way it has are, we can't.
Comprehend that as humans, right? There's only so much we can do, and I, I bring that up because what, in what you're saying, what I hear is exactly that, is that there's a constant crisis, partly because everything is changing all the time in ways that as humans, as individuals, as businesses, we can't, we don't even know how to navigate it.
It's a lot for our brains.
Ketul Patel: Exactly. And, I think that is why it related so much to me. You know, when, when [00:04:00] actually I went through this journey that we were talking about at, and, hiking, trekking up to the Everest base camp, where every day is kind of a crisis mode that you are in, or you are operating in.
And, it was so relatable to what we kind of, you know, even today as I talk with the CEOs and executives in different organizations. That everyone is trying to figure out and not knowing what's to come and what's gonna hit them the next day, what story is going to hit them, and how they would have to react.
Céline Williams: Mm.
Ketul Patel: Which will then, reciprocate in decisions that, you know, they may or may not take the right decisions at that moment. And it may show up out in the market, out in their customer base, or with their employees. And it's, it's always something that the management has to look out for.
Céline Williams: Yeah. So, since you mentioned your trek up to Everest Base Camp, tell us that story.
'cause that is the picture I was [00:05:00] referring to behind Ketul for anyone listening, not watching. But tell us a little, you know, walk us through that a bit.
Ketul Patel: Sure. This was, this was certainly as, as, as you can imagine, a lifetime, once in a lifetime experience.
Céline Williams: It's not something you do every year.
Interesting.
Ketul Patel: That's right. And, something I, I also talk about as well in, in the book about the why, right? As to, 'cause I, I've also been asked those questions as to why I even think of. Going up there, there are so many peaks over here. You could just go and, you know, within, within the US or somewhere else, but venturing out all the way to 17,000 plus feet.
And so I think, but there was a lot that we had to kind of go through in terms of the thinking and. Understanding why I really wanted to do this, you know, as a personal challenge or something that I wanted to kind of go outside my zone, if you will. [00:06:00] Right. And, and, and, and one thing led to another.
And then, you know, certainly my wife accompanied me as well, and along with a few friends and, we, we started to do a lot of prep work in terms of really, it wasn't an easy decision by the way. And so it, it took us a while to kind of do a lot of due diligence, understanding, because normally people go through phases, right?
To get up there. Right. Okay. They would probably have different peaks go up, maybe. 10,000 feet, and sometimes they would go to 14,000 ERs or so, and then eventually think of going further up. And we were now going all the way, just the regular hikes that we used to do here. Yeah, we did some challenging hikes, but nothing on this scale.
And everyone kind of was in it and committed to kind of move forward. Then the preparation and everything started. And, we went through, you know, the most surreal, amazing, mesmerizing, spiritual, [00:07:00] challenging, heart-throbbing experience over the 12-day journey, in the Himalayas, right as we started out from Kathmandu.
And then, it came back, but it went through pretty much all the weather patterns, all types of terrains that you could imagine. Bridges, valleys, waterfalls, mudslides, snow, glaciers. And something that you also see behind there, which is a very close as we were getting close to the base camp and ultimately making it, all the way to the Everest base camp.
And, really fortunate to share that, you know, the entire team, we were 10 of us, and all of us eventually made it out there. Really, really a, a, a great learning experience, but it also kind of pushed my reset button and helped out in many ways. And, and, and yeah, it was, it was, truly, truly [00:08:00] amazing.
Céline Williams: So I have a few questions. I'm gonna start with this question because I imagine that in 12 days of hiking up to base camp, there are daily challenges that one would encounter. What were some of the biggest challenges for you, you know, as an individual, but also for the group, and the, I ask this because when we think about teams, sometimes what we think is the biggest challenge when we talk to the team after we talk to people after.
Different perceptions show up. So I'm, I'm curious if, you know, if you had those conversations and if so, what some of the challenges for the team, like your group was, were separate from what you thought the greatest challenges were.
Ketul Patel: Now this is, this is a great question, and this is, this is probably the, the biggest takeaway, right?
One of the biggest takeaways that I had there in terms of the challenge is, and as I call it, right as [00:09:00] you go up there, altitude humbles you.
And at that point, whatever the differences are or whatever the backgrounds are, whatever your professional backgrounds, and we had a team of, right, engineers, technologists, accountants.
Entrepreneurs are all in that group, right? So you can imagine the kind of diversity in terms of the thinking that it brings to the table. But as we started out, that's one thing we realized, right? As you start talking about altitude, as you start talking about the challenge is so magnanimous that all the differences look petty.
And because now you are focusing on the ultimate goal that you have. And a perfect example, as you talked about, right? As I also write in the book, we started our journey with a plan C. So in spite of [00:10:00] all the preparations and discussions and coordinations that we did with the guides, and one thing that they had alluded to us is that you are at the behest of the climate and weather in the mountains, right? And so you have to respect that and work within that constraint, right? You will never be able to fight it,
Céline Williams: Right?
Ketul Patel: And so how do you recognize it? And, it was the day before we were about to start, and we got the news. The weather pattern was not ideal, flying into Lukla, which was the airport we had to fly into from Kathmandu.
And so there was now, over the last couple of days, although we were hoping that it was going to open up and then the backlog would've cleared up, it didn't.
Céline Williams: And
Ketul Patel: So now we started to look at the typical. A backup plan. Right. Just as I was talking earlier, as part of contingency planning, we [00:11:00] knew that, okay, if the plane wouldn't land, probably we might be able to take a helicopter, right?
Although it might be a little expensive, flying from a different airport and flying to Lukla, and then plan B also failed. And so now we had to come up with an impromptu plan along with the guides, obviously under the clear direction of the guides. That we had to actually take a 19-hour, grueling Jeep ride into the mountains.
Wow. And then start our trek from a remote location. We didn't even know the names of the towns before, right? Because we never researched the remote part of Nepal.
Céline Williams: Right.
Ketul Patel: And that's how it started. But going back to your point, so there were a lot of discussions. But what we didn't have was time.
Céline Williams: Hmm.
Ketul Patel: And this is part of that, you know, as I talk about the plan C thinking is where today, leaders are always [00:12:00] under crisis. And, and, and how the leaders can adapt to that plan C thinking, where, you know, it's a mindset. You know, whether when the weather, terrain, or time constrained narrowed our options so quickly and certainty disappeared.
And, so it's, it is the plan C meant that we have to accept, you know, accepting that the original plan, even, which was the obvious backup, we're no longer viable. And, so how do we shift our focus now from optimizing our plan, right? To preserve our mission.
Céline Williams: It's a great example of you just can't control what you can't control, and at a certain point, whether you like it or not, you're faced with the, okay, so what? What can I control? It's not gonna be what I want to control, but what can I actually control in this situation? And how do I accept that?
Which is what [00:13:00] clearly you ended up doing. So it's a great real-life example of that and shifting and adapting with it. So, not getting too stuck in trying to control what you can't control, because there are people who would. The reality is that there are people who will, it will just wait another day or another couple of days, or they try to wait for the thing that they want to control as opposed to shifting.
It's also a great example of what is really applicable to leaders in workplaces, which is this idea of alignment and heading in the same direction. If you're heading towards that goal of getting to the base camp and you're in alignment, that is the direction everyone is going in; it's much easier to find another solution because you're solving for the same thing.[00:14:00]
Ketul Patel: That's right. I called it the illusion of control. Over there.
Céline Williams: Yeah.
Ketul Patel: When we were up there, we had made all the preparations, and every day it was a reset moment in the morning, right? So it started the night before, and we would regroup, the guides would walk us through as to what's coming up the next day.
They would give us, you know, initial indications of what the weather looks like and whatnot, and so that we can be better prepared. With that. What they cannot tell us is how your individual body is going to react.
Céline Williams: Of course,
Ketul Patel: especially as we were up further up beyond 10, 11,000 feet. Right. And, and, and, and that is, that is where, so we, we felt that okay, we had prepared with the gear, the food, and everything that's, that was needed there.
That was obvious. But still at the end of the day, we would, when we would be [00:15:00] sitting down for dinner again, it would be like, wow, what just happened? And then it's, again, another day. So I think it's that. That illusion of control, which kind of mirrors how right, in business or life, but we don't control every variable, but what we control is how we can respond to it.
Céline Williams: Yes, absolutely. And I love what you said about the illusion of control. I talk a lot about the illusion of certainty, which is that people want certainty, quote unquote, they search for certainty. There's no such thing there. You know nothing is certain. Oftentimes, they're looking to feel safe, and they're talking about certainty, and it happens whether it's hiking or in the workplace or wherever, where it's like if it, you know, comes with control.
If I, if this happens, then I am certain. There's certainty in that. It's like, no, you're trying to feel safe. And if we can shift that and let go of the, the [00:16:00] control, 'cause it is an illusion, and let go of the idea of certainty, also an illusion, then we can think about how do, how can I feel safe in this moment?
What do I need in this moment? That's not an illusion.
Ketul Patel: Absolutely.
Céline Williams: I'm gonna say first and foremost, it's wonderful, and I'm very glad that your trek up to the base camp was a, was a success. You mentioned that when you came back, you had a bit of a reset, I believe was the word that you used, that there was a reset.
Can you tell me a little bit about that? How the trek. What inspired you to reset, or where did that reset come from?
Ketul Patel: Yeah, absolutely. I think the biggest thing, as I kind of look back and see how I've changed, I think my understanding of perseverance, you know,
so much [00:17:00] into kind of thinking, perseverance to be more of grit. You know, you are pushing through deadlines and solving problems and outlasting the competition, and you, you are, you know, in these times, you are always. Thinking of, going into, by doing those things, you always want to be proactive and think ahead, and you feel that you are in control.
But on the trail, the perseverance took on a new meaning, right? And, and at, at altitude where you feel that every breath is borrowed, right? And progress isn't about just speed. Yes. We had a constraint that we had a flight to go back to India, and then eventually to us. But that was kind of the time constraint.
That did not mean that we, if we didn't hit that right, hell will break loose. But you, [00:18:00] you still kind of, you, you learn to walk deliberately, you know, one slow, intentional step at a time. And as we kind of framed our motto, which was a breath at a time and a step at a time. Right. And at a certain point, especially when the air started to get thinner, we literally had to time our steps.
Céline Williams: Mm.
Ketul Patel: So that the breath, you, you are not consuming too much air, and you are not being too aggressive in any of your moves, but you're preserving your energy, or you're conserving your energy to last longer.
Céline Williams: Mm-hmm.
Ketul Patel: Right. And, so I think the unexpected challenges, right, that we would kind of look at, I talked about plan C.
I also write about the day of 10 11, as I call it. We had to go through the mudslides that had happened just recently, and we had to pass through them. And it was probably the longest day of [00:19:00] our journey of, you know, 13 hours over, sorry, yeah, almost about 12, 13 hours with, upwards of 13 kilometers.
That we kind of trekked in, up and down in the mountains, at night as well. And so I think it was, it was the perseverance that became more about that. It's not about just pushing through, but pacing yourself strategically with discipline and with self-regulation. Right? And that may also mean that you may have to define your success.
So even though we knew. That our ultimate goal was up there, but we also had to calibrate ourselves that if we don't pass that particular day, what we are gonna achieve in 10 days from now doesn't mean a thing at that time. So we had to kind of define our success on a daily basis, how we are going to go through that.
I think that really [00:20:00] helped me kind of think through in terms of where that success comes from and how the mountain humbles you. And the leadership that we talk about is oftentimes right, it's about pushing through and looking at the next milestone and
moving on, but then you also take a pause, and think of yourself, and add empathy. And demonstrate more empathy with your teams and how you kind of take the team with you there. And I think that definitely provided kind of different perspectives on how, you know, I see things as I come across and work with organizations, helping them go through their crisis or transformations today
Céline Williams: I'm gonna pivot a bit. It's based on what you said to be clear, but it's a bit of a pivot from the story of Everest, and I'll connect the dots here because I think it [00:21:00] makes a lot of sense, the shift that you're talking about to one breath at a time, one step at a time, and being very deliberate in an approach to the mountain that then translates into life.
And it's almost in opposition to a lot of the language that you hear, whether it's as an entrepreneur or in business, or in the corporate world, where they talk about grinding it out, and you have to move fast, and you just do. And you do, and you, and it's, quite frankly, often not very deliberate.
It is just doing right. You are in action because action is the thing that matters. And. So I'm connecting those dots to ask the question, how has that shifted how you approach your work or the work you do with organizations in the work that you do because of how kind of built in or accepted or not questioned that [00:22:00] idea of grinding and just move, move, move, move, move is because it, it is very different than being deliberate, and it's okay to move slow because you're persevere, you're persevering, and there's progress in that.
Ketul Patel: Great, great, great question there. And this is, this is something that I encounter on a daily basis.
Céline Williams: I can imagine.
Ketul Patel: Right. And as we, as we said, right, um, none of us are going to be able to change the, the crisis environment that I talked about earlier, right. And, what it does is, and, and, and one of the core elements that I also recognized about the teamwork there, right?
And, the partner that we chose is our guide, our tour guides, the team of sherpas with us. And there were moments where we had become [00:23:00] totally vulnerable.
To what they were going to chart out for either that day or for the journey, right? Yes, we can ask the questions to understand, but it was such new territory that you have to rely on the people who have been there, done that. Yes, you can ask questions in a way that elicits that information from them, which gives you confidence to know that these guys have thought through that.
We did a lot of reference checks and things like that. And so I think there are people that you rely on in certain times for certain in certain areas, but then once, what really that showed us is that, how they helped, you know, with, with the quiet calm, that even though we knew in many days that there were, we were in a literally [00:24:00] crisis, even as we were going up there, we were still debating about, Hey, should we just take a chopper right now from here, there?
And, there were so many things happening, but they came with that poise, that calm, right, that quiet, the silent, leadership as you call it, and giving us the confidence that just stay the course, believe in us, and then we'll get there. Right. And, I think from also going back to your question about the leadership that you talk about is being able to pause, even if it's for a moment, and reflect on the larger picture.
As opposed to rush, rush, rush, we are not gonna be able to change a crisis. A crisis is going to happen. It's inevitable. But at that point, um, also, you don't have as much time just the way we did over there as well. But if you had enough information to kind of make the right judgment, take a pause [00:25:00] and reflect on your team.
And then many times we also saw that, which I also wrote about in situational leadership. So at times there are leaders that are unknown in the teams that you are around that shows up. In that moment. But what do you do as the leader to allow that environment to prosper there amongst the crisis, where there will be some situational leader that will evolve, devoid of titles or authority or whatever that may be, and that will take you to the next day, right?
And so we had every day there would be one of us you will see in a, in a leader role. Not as a designated leader, but they would be, you know, cracking jokes or providing some, you know, high morale and, you know, and, and be the champion for that day for the team. And the next day it could be someone else.
Céline Williams: I think there's a real, [00:26:00] it's a great example because there's a type of leader who does not allow or will not allow those situational leaders to pop up because they feel threatened by it, and there is a type of leader and often a situation, crisis situations are great examples where you have to allow that because one person can't do everything, can't respond to everything, and so it's a great example of why allowing people the space and allowing other leaders to step into a moment or a lifetime of leadership and take that spotlight actually benefits everyone ultimately. because that's what it did, right? It benefited everyone who was on the trek with you to have those situ situational leaders be able to step into that spotlight for whatever amount of time they were there.
Ketul Patel: That's right. And, and you know, as, as you know, we have, we have kind of [00:27:00] used this cliche quite a bit about servant leadership, right?
And. That is what I saw kind of firsthand there.
Céline Williams: Mm-hmm.
Ketul Patel: Right in, in the group of the guides that even though they knew that they were the ones who were leading the course and everything, but that, that, that quietness, the calm leadership from behind, making sure that, you know, their ultimate goal was our success.
They wouldn't, you know, you wouldn't see them, you know, being very heroic or, you know, calling out shots and whatnot. But it's a very subtle way that they influenced us and then made sure that the hurdles that we are, we may encounter on that day or two days later, they are at least staying ahead of it and trying to solve those when we get there.
Céline Williams: I want to go back to something that you said for a minute. And you mentioned the importance of pausing, [00:28:00] right? Pausing and assessing, being able to make a better decision.
Right. So, in a crisis situation, a dangerous situation, a change situation, whatever it is, there is a limited amount of time, but skipping the pause actually does a disservice to everyone who's involved in that situation. And I think we tell ourselves a lot of times, leaders, organizations, the world tells us, no, no, we just have to.
React, decide, move forward, action, react, decide, move forward. And we miss that pause. We miss it entirely. And the fact that you mentioned the pausing, I think, I don't, I didn't wanna skip over it because it is so important as part of the process of making. The best decision in the [00:29:00] moment. Noting information changes, decisions can change, et cetera.
But if we wanna make the best decision, if we want to actually use the time we have effectively, pausing matters.
Ketul Patel: Absolutely. And, and, and I think this is, this is great, a kinda way to kind of also look at. As we talk about the pause, what do you do in that pause? Right? Yes. And, in this day and age, now we know that we are, we are. So all the organizations are so, so data rich, right? And then the organizations are at a varying scale of being data savvy, right?
And so, there's an abundance of data. How the data gets used is what, you know, really drives what each of the organizations does in that pause.
Céline Williams: Mm-hmm. [00:30:00]
Ketul Patel: And how quickly can they leverage that pause time to kind of move on and make that decision? Right. And, in many instances, and actually I'm working with organizations where, in the absence of that, that information, the fact information, it all happens to be about opinions.
Céline Williams: Mm-hmm.
Ketul Patel: Right. Perspectives, and then a decision gets made. So I think it's very important to recognize when that pause happens, and even recognize how long of a pause you do have.
Céline Williams: Mm-hmm. Yes.
Ketul Patel: Right. And, but it's, it's being aware.
Of your surroundings, and which is something also I learned, you know, on my trek as well, is that every day, even though like that illusion of control that we were talking about, that it was, although we were prepared, but we had to be in that moment every day.
Céline Williams: Mm-hmm.
Ketul Patel: Looking at the signals around us, looking at how our body was [00:31:00] reacting. And it was not just at the start of the day when we used to measure how we are doing, but even in the interim during the day, we would have to see our oxygen levels. Where are we? Right? Are we feeling any headaches? Are we dehydrated? Do we have enough clothing? Are we shivering?
I, I mean, so we had to be in that moment to be able to recognize that, what to do about it.
Céline Williams: I'm gonna ask, I feel like there's so many more directions that we can go, so I'm going to not do that and ask the question instead, before we wrap up, is there anything that we didn't get to that you want to talk about or something that you might wanna emphasize that we did talk about before We kind of, you know, bring this to a close?
Ketul Patel: One last thing I would mention to the listeners is that, if I can, you know, inspire you with this [00:32:00] or right by reading the book to find your own Basecamp moments. And it doesn't have to be. Know that you have to climb or hike a mountain over 7,000 or 17,000 feet. It's something that is, it's, just enough for you to, for you to question that, Hey, is this even reasonable to do that?
Or, you know, if you are a, a, pick up a hobby, but that hobby and take it to the level that that really inspires you and unlocks. And it gives you an opportunity to know yourself, right? If you are a musician or if you have a ha hobby of playing music. Think of composing something or creating an album, right?
If you like working with cars, think of refurbishing an old vintage. [00:33:00] Getting it going right? I mean, whatever it is that takes you out of your comfort zone. And that is so important for us to connect with ourselves. And if I can inspire a single listener there, I think it would be worth it.
Céline Williams: I love that, and I think that is a great note for everyone because. While not everyone, I very much admire and respect hiking to Everest Base Camp. That is not my thing by any stretch. I always joke that I'm one of those people who like to go for day hikes if it involves camping, but that is not for me.
However, to put it into the perspective of where the places are that I can stretch myself that I can. Find something that is outside of my comfort zone, even if it's a hobby where it's like, well, now I'm gonna, you know, instead of sewing bags, I'm going to make a [00:34:00] jacket.
Right? That stretch. Whatever that thing is, composing a piece of music, it instills confidence, and it gets, it lets us know ourselves, and we, that growth and that learning. Testing ourselves and our ability to deal with the mistakes that are always gonna be made along those ways goes a long way. And I very much appreciate you bringing it, bringing it back to that 'cause I think it's a really important lesson for people to hear.
Ketul Patel: Of course.
Céline Williams: Thank you for sharing your story with me and with the listeners. It's extremely inspiring, and I hope everyone buys the book that will be linked in the show notes, checks you out, and learns more about you because it is truly your story is incredible, and, glad you made it safely and that you're here to tell us all about it and that you wrote a book about it, because that is pretty cool.
Ketul Patel: Thank you, Céline, and I truly appreciate the opportunity to share my thoughts [00:35:00] with your viewers and the audience here. And, hey, go find your own Basecamp moment.
Céline Williams: Go find your own Basecamp moment. I love that. Perfect place to end it.
Ketul Patel: Thank you.
Judith: You’ve been listening to Leading Through Crisis, hosted by Céline Williams and brought to you by reVisionary. To learn more, visit leadingthroughcrisis.ca. Connect with Céline on LinkedIn, and explore the show notes for resources and next steps. Until next time, keep leading with courage and clarity.