The world of AI and governance, how much or how little is that making its way into the, into the discourse?

Yeah.

And it's really interesting, because my early career, my very early career, 'cause I'm a mathematician and statistician by background, I was working on some stuff [laughs] that now is sort of like almost every day, uh, which seemed very exciting at the time.

I think if you look at, you know, what, what can AI do for boards, I think y- you've got a number of different dimensions to that.

So can it help us make better decisions? And I think you're seeing already quite a lot of AI tools that are what are being described as augmenting decision-making.

You're seeing the early days of AI taking some decisions, but in a fairly low-level way at the moment.

Um, and then you're seeing, you know, uses of AI to improve the effectiveness, efficiency, all of that to do with AI.

Um, I think we'll be better off if we create an advisory board that doesn't have the statutory responsibilities, doesn't have the risk exposure, yet we benefit from their insight, their experience, their networks." What about that, advisory boards?

it could be quite exposing, I guess.

It can be.

Yeah, but i- if you've got a very big decision to take as well, I think the...

I've never really liked, 'cause I don't think it's a very effective way to make a decision, the idea that you have a big decision, you kind of tell the management you want a paper.

They kind of guess what you want in the paper, then they send it to you a week before, and it's usually too long 'cause they're guessing what, what you might like.

And then on a wet Monday morning or whatever it is, you kind of in an hour or less, you decide.

I think that's a kind of vulnerable way to make a big decision.

Mm-hmm.