Di Foster

Well, actually, that's what I came to do, to say, I want you to have the freedom over the next two months to actually do what you do.

And then when you get back, what I'd love to do is have a shareholders meeting with you to have a little bit of a conversation about from top down.

And then I want to talk to you about the rhythm of what that looks like.

And then I want to discuss with you who are the right people to have around you.

Because I'm not suggesting that I will be that person.

There's some of the things that Steve's got in here that I know that I'm not that coach.

I know that I'm not that mentor to do that.

And I don't ever want to overstay my welcome.

And that's part of my job, is to make sure that we've got the right people around you.

And if that means sacking myself, then I'm all up for that.

Because the one thing I would say about the next two months is I do think you need to talk about or think about the team and who you put around you.

Because one of the things that's coming through really clear and what you want going forward

is that you want to do the talent stuff and you want other people to take care of that back-end stuff, they're only going to be able to do that heavy lifting if you set up the culture and the direction for them to do that without you orchestrating every move.

So if, I think at the moment you've set up this incredible team, but you've done it in such a way that it goes through you all the time,

And I think that if you're going to build out and if you're going to grow, that'll be an essential part of it, is how do we get the culture right for those things to happen in the room without us?

Yeah.

Because this is like the complete opposite of where Steve's like, take everything.

If I don't have to ever see my desk again, it's okay.

The comment that I would make is it comes down to a season.

So it might not be the right time at the moment, but it will be when you get back, when there's a little bit more time and a little bit more breath.