Mm.

And, uh, the fact that I set myself a goal is generally enough to, to keep driving me through thick and thin and through adversity.

But early on, right, my goal was to get any job, and, um, I did get a job.

I worked in the civil service for two or three years, but it wasn't really a crushing ambition.

It was really interesting, and I really liked it, and I learned a lot.

I learned about how people view me, [laughs] as I definitely did, ex-public school boy working in a paving slab factory.

I definitely knew how other people viewed me.

style.What is your advice and tips to being a pro networker?

But I think the in-house leader has to show the business and help that business have its creative capabilities.

Yeah, I mean, you're preaching to the choir here, right? Not just me, but anyone listening to the podcast.

It's true, we're in our own bubble, aren't we? But we have to be absolutely aware that, you know, Todd Miller at Experian is no longer running the cooler because the Experian decided, for whatever reason, that they no longer wanted to have the thing you're saying is what they must have.

Now, I think we all have a sneaking feeling that it will all come back together.

AT&T very kind of loudly dismissed their in-house team several years ago.

When I was in Miami, I met several members of their in-house creative team.

So, you know, these things sort of maybe – reputations are very important things, right? And if you've come in on a C-level and you've made a massive – and you've made a massive decision yourself to do a big change, it's going to make a massive difference to the organisation, your reputation is going to carry through any kind of inherent difficulty and grumbling, shall we say, or worse, around the organisation.

But are there any conversations or any other themes that you're seeing that I haven't mentioned? Because I've kind of led the conversation today.