I guess, you discussed the lateral move there, right? Was there any rejection throughout your career that shaped your career? Like, was there a point where you tried something and thought, that's not for me, I'm going to go a different angle?

Yeah, there's probably a couple of examples there.

There's one where I'd go a little bit earlier in the career where it was still in the technical roles and I was shouting on the commercial side.

But in the AstraZeneca world, it was, well, you're a technical guy, Nick, you've not managed a manufacturing operation yet.

Everybody does that, right? That's a classic part of the career journey is to be responsible for a manufacturing aspect.

I'd been responsible for development work, for building and starting up new assets, but that managing ongoing manufacturing operations I hadn't done.

And I had to be honest there and say, that's not me, right? And I actually said to the guy, I said, you know, And the guy that's looking for promotion and success would say, should I do that? Because the organization wants me to do, I'm ticking the right boxes.

So what's your approach to building high-performing teams?