... to have all the individuals to be able to get the right result.

Those individual things are gonna add up to much more than they, they would sum up to mathematically, just because the, the, you know, the, the action and reaction and the bouncing off of the skillsets that you have, like, almost causes this additional momentum that you need to happen as well.

And I think people knowing that they bring a unique thing that this team needs gives power to the team as a whole as well, and respect to others.

Like, "I don't have that skill, but I know that Kirsty does, and so that's great.

I'm so glad she's on the team as well, because only together, you know, can we make this happen." And, uh, it's kind of one of my...

You know, one, one of the roles that I had when I was at ANZ was, um, called specialist channels, and it was basically we had branches, call centers, and then everything else.

[laughs] That consisted essentially of the ATM network, the foreign exchange centers, um, premier banking at the time.

Coming up with the, the right solution and getting people to think outside of the box, how did you look at that from a design thinking perspective as a leader? Like, how did you get your team to find that creative space and to keep challenging, um, to get the best result for the consumer?