Damon Hill

And it's, you know, I think that's tricky territory.

And I don't think, I've spoken about this before on previous podcasts, but I think that's a dangerous thing to be basing your business model on.

Because if there's a sudden switch off, if that group of people who are being entertained suddenly realize that it's not really what they thought it was, how solid is that?

As a story.

Yeah.

Yeah.

Then you start thinking, well, is that a desired outcome?

Well, it is, but it's not.

You don't want it.

Yeah, but are you legislating for that desired outcome?

It has to be genuine.

Exactly.

Even if it is real, but there are doubts about it, it's the same thing.

It's spoiled.

And I think that's what you really, really have to be careful of when you're doing things.

That's why I think Adio, for example, was ill-considered because it lends itself to that idea that you may be legislating for an outcome.

And also, it's where the teams would have got to anyway if you just let them compete.

Yeah.

Yeah.

And I think the more complications you put in that, the more susceptible you are to those theories taking hold.