Was this a degree of your remit? And if not, what insight can you give to that process of employee augmentation at BTU?

We've been in the AI sort of like enterprise savings or the co-pilots or chatbots, all of that for nearly three years now.

So we have all learned a lot of those lessons, early lessons, doing the experimentation and bringing everything back to the people in the organization and how do we adopt this at scale, right? I think, again, it always comes back to culture for some reason.

No matter how much technology you put out there, it always and always comes back to the culture of rollout, the culture of using what you're doing.

The first step for anything was to quick experimentation.

That's what we did at BT as well.

We did not let the experiments run for a long time.

I mean, how do you define yourself in terms of your specialism, the value you're most able to bring in?