So how do you look at how you define that brand luxury experience and maintain pricing that actually reflects the right level of guests to secure the opportunity you need?

Yeah, it's a great point and it's particularly challenging nowadays when we've got more macro and macroeconomic uncertainty and we have more luxury rooms supplying to London like we've never seen before.

So absolutely keeping in line with what your brand offers and continue to offer that brand value while also maintaining your pricing, not diluting your brand equity, which is really important.

It's been really tricky, of course.

But what I think is really important from our side is to remember who we are, the DNA of the hotel, really look at the type of customers that we are there for and who we're trying to attract and then not be one product for everybody.

So really focusing on those that are the right customers for us.

But also equally, one misconception in luxury is that if somebody has pricing power and if somebody has money that they don't care about value for money or they don't care about the price, that's absolutely not true.

What are some of the developments and real focus areas that you've had to do to ensure that you don't put those barriers digitally?