Di Foster

It might make me feel better.

But it does remind you, as you said, in this moment, we are living the good old days because next year we'll think, remember when?

Yeah, I think it's harder.

Well, no, it's not harder.

It's just different.

I think that in a small team, there can be really, really big opportunities because you literally want people to take ownership of a whole area.

But actually, if we roll back a bit, I think it also has to do with the style or the type of business that we have.

Because in the businesses for both of us, we have, like, we are the product type business, which is entirely different to a normal service business or a normal product-based business.

So even in service-based businesses, you know, there might be other people that can do the deliverables.

But in our business, we are the product and we are the only ones that can deliver products.

you know, like quite a lot of the work.

So it is an entirely different sort of mix.

I always sort of refer to it more as a practice than it is a business because if you're not there, then, you know, things stop.

And that's okay.

It's just you've got to... So I think that in that style of business, it is different to others.

And I think it is particularly hard because...

of the energy that it takes to deliver.

And therefore, you know, also you've got to kind of save some of that energy for the team to make sure that, as we talked about, they know the values, they know where we're wanting to go, and you're actually giving them enough information that they can take responsibility and get on and do the job.

Tight's tight and too tight is broken.

I feel like you and I are taking a little bit of a leaf out of Stephen's book for next year.