didn't even

preach.

That's preaching.

Because that God is good.

It's a Bible.

When it overflows, it mixes up.

Even in your normal ways, the word of God is a spirit.

Hello.

How do you actually develop that kind of spidey sense? Is it just going to conferences or is it more about looking at evidence-based research, liaising with clinicians? I'm interested to know how you can predict the future of where things are going.

Yeah, I mean, I'd like to say I could predict the future, but I think that's probably a bit much.

In terms of I mean, my background, I've worked in imaging transformation now for about 15 years in industry and consultancy and in the NHS.

So, you know, I'm an imaging improvement geek.

It's what I do.

And I think that there's a real...

i see in imaging at the moment the things that are driving transformation aren't sustainable people are finding an ai product and they're using that as the vehicle to drive transformation or there's a policy change in the center and that's driving transformation where i think that the two things i see that drive in real imaging transformation and i've been lucky to see this in a couple of places in my career is strong leadership and i think you know adam's a picture of that strong leadership the trust knows the direction it's going but then alongside that strong leadership you have to have a long-term plan and you know you need to know where you're going and what direction you're moving in because things can change really quickly so I've seen lots of projects which have you know started with a fanfare of we're going to use this AI and we're going to get this result and that's not delivered whereas if you work in partnership over a long period of time, you can focus on what's important and how that changes.

And John, I suppose from your perspective, is there anything you'd like to see be more efficient or improve in the future?

Did Brexit cause or has it caused extra hassles for kind of like internal processes and arrangement? Do you think that European-based firms and multinationals felt the whole thing about Brexit rather more than perhaps the UK market itself did?

Well, I think, you know, if I take this back to BAMAT, I think, you know, we really didn't see a particular impact in our European geographies for obvious reasons.

So, you know, at that moment in time, we were working in Germany, we were working in Belgium, we were working internationally.

You know, I think the biggest issue was the issues that Kelly's just spoken about, actually, you know, the significant impact on labour and resourcing, which was already, let's be honest about it, was at a, you know, a little bit of a tipping point, to be fair.

And I think, you know, one of the biggest issues we're constantly looking at in the UK is our ability to resource the supply or the pipeline of opportunities that is out there.

You know, other impacts invariably were felt, you know, as we moved post-Brexit in terms of, you know, construction materials.

And, you know, in your opening, Matt, you talked about, you know, I suppose the perfect storm of Brexit compounded by COVID, compounded by, you know, volatility across the world.

So I think Yeah, there's a dial that needs shifting out there and a public perception that needs changing, which is a hard one to do.