So Alice, is there a moment that where something you were once certain about turned out to no longer be useful or even that it was holding you back?

I think my reflection would be, and this comes back to this kind of role that we play between public sector and the private sector on big stadium-led infrastructure regeneration projects there's a certain i think thought process that i had around the way that projects should be run the way that a public sector might engage with the private sector in order to kind of enact a program this the sort of the structures the processes the ways of doing things that had, to a certain extent, served the public sector really well.

And I was very familiar with that from my background.

A lot of my work has been around advising government on how do you evaluate economic impact and how do you deliver more of it? And so I was very familiar with that world.

I think what the Birmingham Sports Quarter project, if I can kind of talk about that again, has taught me is that there are opportunities to unlearn some of that.

And actually, there's a need to unlearn some of that, because when you're working with private capital that has a very ambitious vision and a timescale and a kind of a... you know a desire to get things done and get things done quickly then you have to unlearn some of the stuff that you have learned around how do you get things done and you know that's also about us investors and the uk market and what can they learn from one another that's a kind of a very interesting thing in terms of how the two different cultures operate and for me i've learned a lot from working with us investors around you know Pace and urgency and ambition and vision and

And Alice, what about you when you think about what to learn more about as you speak to a broad market?

Yeah.