So, Sir John Lazar, what does it take to be a CEO? [upbeat music]

I think there's lots of different ways you can come at it.

I think the obvious one that most CEOs will point to is it does take an extraordinary amount of resilience.

So you as a CEO will just deal with an enormous amount of perturbation and uncertainty, and your ability to really, really deal with uncertainty and manage your way through it and inspire other people to manage their way through it is just a key determinant.

So I think the resilience one, and, uh, and I don't think you know this till you're in a job because, you know, people say it's lonely at the top and blah, blah, blah.

There is this moment where you suddenly realize that you thought you had a strategy, something's just changed.

As a company, you need to work your way through it, and despite all the help and support that you get, ultimately, you, you are the person who's in charge and has to, uh, sign off on the decision.

[chuckles] I imagine a world of guardrails emerging sooner rather than later in terms of where and what AI is able to get up to.