Ayao Komatsu

So it was pretty then clear to me what I needed to put in place to make sure that we can develop the car.

It's not actually necessarily the engineering thing, to be honest, because the issue wasn't the technical ability.

That wasn't the one actually stopping us developing a car pre-24.

It was more about communication, organization, the structure, mentality, you know, rule of engagement, how we work together.

So once I understand, let's say if this group of people tells me, oh, we saw this was the issue.

This group of people tells me, no, no, no, no.

We saw this was the issue.

Why was they not aligned?

You know, they're both technically capable people, but somehow it's just that they weren't working together on the same page.

So for me, really just making sure, you know, put everybody on the same page.

We are aligned regardless of if everybody agrees or not.

At least we go into a certain direction knowing why we're going that way.

For me, it's very, very important that everybody understands why we're doing things that we are doing, even if you don't agree.

Worst thing would be like everybody's thinking, I don't understand why we're doing this.

No idea this is waste of time.

Why are we doing this?

Having that every day, that's not very positive, is it?

Whereas even if, let's say, if you don't agree the direction we're going, if you know at least why, then that's still positive.

Yeah, again, everybody's doing it because again, Andrea is our technical director, great guy.

Honestly, since almost the first day I met him in my previous position, in his previous position, I knew he was a great guy.