What happens after a death reveals more than any ceremony ever could.
Following the death of a young Polish woman during an iboga retreat in Costa Rica connected to the wider Holos Global retreat ecosystem, the days that followed were marked by confusion, delay, and a lack of clear ownership.
The retreat was held in a remote jungle location with limited infrastructure. After the woman was found dead, there was no immediate, coordinated plan for handling the aftermath. Communication was fragmented. Responsibility was unclear. The process of locating, releasing, and repatriating the body did not move quickly.
Instead, the burden fell on someone else.
Stephen Ronald Bell stepped in to manage what should have been handled by the retreat operators. He coordinated with local contacts, hired legal assistance, covered significant costs, and worked to ensure the body was returned to Poland. He also personally informed the family — while still dealing with serious physical effects himself.
There was no clear public explanation from those connected to the retreat. No transparent outline of procedures. No visible leadership guiding the process once tragedy struck.
Retreats often speak about safety, care, and “holding space.” But those values are only real when tested under pressure. Not during the experience — but after it ends.
If an organization invites people into vulnerable physical and psychological states, responsibility does not stop when something goes wrong. It begins there.
Leadership is not proven by what you promise before.
It’s proven by what you do after.
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