I am curious about the sense of how much sort of the path back to profitability for this company runs through cars like the new Valen versus, say, you know, the core that we all tend to think about with regards to the DB12, et cetera, and Vantage.

Yeah, I think first of all, we need to be more profitable with our core products.

So you probably recognize that over the past year and a half or so, we've made major strides to basically bring down the cost structure of the company so that we can be profitable and cash generative at a much lower volume than we previously planned.

This isn't a retreat from growth.

It's a different way of getting there.

It's to create a solid foundation of a business with the core models.

So the Valhalla, of which this year will probably sell 500 cars at $1.4, $1.5 million.

So how do you maintain the craft and quality of a $2 million car, say, or even the more pedestrian, you know, $300,000 or $400,000 car while cutting back such a huge amount of your workforce?

[laughs]

... um, was back to the reality, back to the office, and try to assimilate the, the business situation.

So I've been there 22 months now.

Uh, what I found was a company that was hugely ambitious.

We'd invested literally billions amo- uh, billions of pounds had been put into the company over the previous four or five years, more than probably the previous 20 combined.

So you immediately realize this is a serious industrial scale investment with full commitment and full intent, n- no holds barred.

In fact, the eye-watering things that I found at first were the fact we were spending way more than I'd seen spent in similar activities in my previous companies or in known competitors.

What was the rationale behind that, and what else can we expect?