Okay, which is the next question actually what conversations belong in board alone time probably three

and and so the first one sounds a bit Well, let's not qualify it.

The first one is do we continue to have confidence in the chief executive? So this is really important because the chief is our primary and generally only employee, however that relationship's structured commercially.

And if we're making decisions, we're asking the chief executive to implement said decisions.

So we need to have confidence that he or she is leading the business well, that is keeping the business safe and legal and all of that sort of stuff, and is advancing the strategy.

Now, if we lack confidence on any of those dimensions, we need to have a chat about it.

That's the first thing, right? Yes.

Get a

So my first question is, can you tell us about what your career was before

you became a full-time director and how that came about? Interesting, isn't it? So the first one, hopefully I'm not too much of a guinea pig for a start.

Hopefully this is useful for the audience and for what you're doing with Governance Bites, which is a great programme.

So my first degree was actually a triple major.

It was software engineering, manufacturing systems, management.

And it was now, over four decades ago, that I completed it.

So it was just a wee while ago.

What skills will future boards need that today's boards may not have? So at a high