If I could sort of shift the gears a little bit and kind of move from what's the strategy to how did you develop it? You know, how did the strategy that you've got come about? If you could sort of take us into the rooms, you know, who would we see there? What would they be doing? How long did it take? All those sorts of questions.

I'm going to give a couple of answers to that, if that's okay, because I want to go back to something we talked about earlier, because I think it's a crucial part of the question you just asked, which is I think you have to have the right people in the right team with the right skills in order to build the strategy and in order to build the plan.

And a big part of that is having people who bring complementary skills and people who are willing to challenge each other.

So the worst case, and I've been here before, you try and build a strategy and everyone says the same thing.

And they sort of agree when the chief executive says what they want to do.

And then you end up with the chief executive's wish list, which is not a strategy at all.

And I'm very clear.

But what got you into this? And what kept you in

If I could sort of shift the gears a little bit and kind of move from what's the strategy to how did you develop it? You know, how did the strategy that you've got come about? If you could sort of take us into the rooms, you know, who would we see there? What would they be doing? How long did it take? All those sorts of questions.

I'm going to give a couple of answers to that, if that's okay, because I want to go back to something we talked about earlier, because I think it's a crucial part of the question you just asked, which is I think you have to have the right people in the right team with the right skills in order to build the strategy and in order to build the plan.

And a big part of that is having people who bring complementary skills and people who are willing to challenge each other.

So the worst case, and I've been here before, you try and build a strategy and everyone says the same thing.

And they sort of agree when the chief executive says what they want to do.

And then you end up with the chief executive's wish list, which is not a strategy at all.

And I'm very clear.

But what got you into this? And what kept you in