Learnings: Combining Passions and Career

For a long time I boxed my «outdoor self» off from my work self. The early career me thought those two worlds didn’t belong in the same room. I was wrong.

Training for the Marathon des Sables, running 40-hour ultras, and learning to live with the small, exacting routines that big expeditions demand taught me something simple and, frankly, obvious: the behaviours that get you through the hard miles are the same behaviours that help you lead well. The below are some of the items I will likely be expanding on in more detail over the coming weeks and months

Preparation matters — in sport and in strategy.

A multi-day desert race or a long alpine push only works when the logistics are nailed: kit lists, contingency plans, pacing, nutrition, recovery. In the office, the same attention to detail makes projects predictable and teams calmer. When you model that preparation, people notice — and they trust it (I think).

Resilience is engineered, not accidental.

Endurance sport isn’t about one heroic moment. It’s about tiny, repeatable decisions: show up to the session, refuel properly, sleep, and adapt. The same is true for teams. Resilience comes from systems and discipline, not from lucky breaks.

Pacing beats adrenaline.

Go too hard too early — in a race or in a project — and you burn out. I coach teams (and myself) to think in phases: build a sustainable tempo, accept small, planned setbacks, and measure progress in meaningful increments.

Authenticity builds connection.

I used to hide my hobbies at work. Over the last few years I’ve made a conscious effort to bring more of myself into professional conversations. It turns out people connect with the truth. You don’t need to share hobbies to connect — you need to share values. The grit required to finish a 40-hour ultra or the humility to DNF a race are human experiences; they translate to asking for help, admitting uncertainty, and standing by a tough decision.

Different hobbies, same playbook.

I’ve led teams of people who don’t climb, run, or race — and that’s fine. What matters is showing how the lessons from those experiences apply to the work: clarity of goals, care for the team, and planning for recovery. Those are universal.

There’s dignity in the detail.

The meticulousness I bring to expedition planning informs how I prepare for campaigns, stakeholder meetings, and crises. It’s not glamorous — it’s just effective. The mountains are my outlet; the discipline they demand makes me better at my job.

We all have our «Everests» — small or large. What I’ve learned is this: show up, plan well, be honest, and you’ll be surprised how many people want to follow.

— Eanna

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