It's often

not that black and white.

There's usually a multiple reasons.

There was things that did happen on the tour, like some leadership elements that I wasn't that happy with, that I thought were done quite poorly.

So that kind of made me think slightly negatively about staying in.

When we got back, we had some new leadership team join the unit I was in.

And you know, they just, I just didn't enjoy working with them.

I think the way that you phrased it to me when we had the chat about doing Kilimanjaro was really... uh resonated with me um i've got that here that you came you came up with the idea for legend when you uh were mid across the atlantic so tell us about that

That's a skill set.

Yeah.

Oh, no, totally.

So we, you know, they have a gas cylinder, which they obviously basically have a cooking pan over the top of it where they can boil water or they can fry.

And, you know, we really worked on the food on the mountain because we wanted to try and make sure it was food that when climbers are coming out, and a lot of our climbers are from the US and from the UK, they have food that they're used to, so it's not too different for them.

Again, we're trying to build everything around them to some extent.

So like, you know, we had a meeting a few days ago with all the chefs to build a bit more of a set menu for the climbs.

And then what was the next step after that?

Dang, you're big.

[laughs] It's 'cause I eat too much.

That's what it is.

[laughs] And yeah, I just started training for it in my back garden.

Had literally a, a pull-up bar mounted on the wall.

And I just pretty much did exactly what I do with a lot of the events, where I just do like linear progression.

So I went, well, look, I'll do a, do a session where I'll do 50 chin-ups, and then over about six, seven months I'll build up to the point where I was doing about 2 to 3,000 in a session.

[laughs]