Daniel McConnell

And I presume occasions like a Troy-powered hat-trick in Hungary do great wonders.

I mean, have you seen a natural uplift in interest even since that match?

And that's a very stable revenue system.

So just back to the money aspect, I mean, obviously on a much more stable footing than it was.

I mean, given this probably vicissitudes and ups and downs in terms of your cash flow, I mean, how do you then manage the numbers to a degree that you're not getting to a point where you're even into an overdraft or you're burning through an overdraft that you're getting into a position like that?

I mean, to what extent on that scale have you managed to stabilize things?

Well, I want to talk about the transformation because we in the Business Post have undergone two or three years of major transformation here.

We've turned what was a sleeping Sunday newspaper into, you know, an always on digital first operation and that, you know, turning a tanker while it's still moving can be very tricky.

Talk to me about going in and doing all of that, that change.

I presume that's your own leadership team around you.

You've had to make changes there.

Or what was your focus or how did you manage to implement the sort of change that we're talking about?

And that's a difficult conversation to have when you're, as you say, you're letting go of a particular skill set or kind of level of experience.

But I suppose you have to, if you're going to deliver on the strategies that you've outlined,

Was there any resistance?

Because, again, culturally, if you step into an organisation and you haven't been there and you might have longstanding people who might say, well, we've always done it this way.

Did you face that resistance when you first announced the plan or you first moved to mobilise the plan?

And that's a huge change.

Massive.

Talk about the League of Ireland because, again, it's often seen as the neglected child of Irish football.