For you, having come from a legacy carrier like British Airways and moved into a sort of, at the time, a relatively new carrier that was in this mode of expansion, is there something that stands out clearly to you when comparing the differences between the sort of legacy airline culture and the sort of startup rapid growth culture? Airline culture is?

Well, one of the things that does stand out and always stood out and continues to stand out is that Emirates has very much a can-do attitude.

If it's decided at a high level and the airline is controlled quite centrally by all the senior executives, and when a decision is made that this is what we're going to do, The answer is, no, I'm sorry, we can't do that.

The answer is, yeah, how are we going to do that? And how quickly can we do it? So there were some challenges in terms of the A380 operation, for example.

We were told the aircraft was going to go to the west coast of the States and the east coast of the States.

And it was the ultra-range operation on the A380.

And we had to send teams of people across the world looking at the airfields we were going to fly into.

from the flight deck into these senior management roles and operations, is there any advice that you could give to them? Anything that you would suggest that might prepare them for that path or help get into that stream?