I find there's such a grace and a power in that that's really rare and I don't know if you realise that.

I suppose I don't...

I know I'm a lifelong learner and I know it's unusual to be as ferocious a learner as I am.

And the how I do things has become more and more conscious.

I think it was a very, I think, authentic leadership, whatever you want to call it, like, you know, being your true self, all of that stuff.

I'm very lucky in that that always came very naturally to me.

I didn't know how to filter.

I'm going to guess that you never default on that, do you?

Mm

...

but far more than that, um, and, and of course there's a pragmatism around the costs, so I'm not, I'm not gonna hide away from the fact that, you know, when you look at the P&L, the clubhouses are, are a significant challenge.

But they are fundamentally important to the work that we wanna do within community.

They, when they work well, they work brilliantly.

Um, so the decision was sort of several fold.

It wasn't just a binary, "We need to cut costs, let's close clubhouses." It, and, and actually some of the clubhouses that we've kept within the portfolio are still not profitable, but they, you know, wash their own face, and they deliver to the community.

How do you think about the opportunity, your own desire to make it work, and then the commercial reality sometimes that it's, it's a slow, sometimes a slow thing? Or is that not what you found? Um, I'm curious to how you, to know more about how you think about that.