James Vowles

You're like, yep.

And what I'm interested in is knowing when you are that brink and when you're over.

Because to your point, there's no point pushing ourselves to the point where we're just actually throwing away performance through mistakes, right?

I like the concept of aim high and fail if you have to, to reach that goal.

It's very similar to the first start of the conversation we had.

That failure will lead to success in my experience, but it will lead you to push yourself harder than you believed you could achieve as well at the same time.

And the answer to it is data and metrics.

Very boring.

I'm a very boring person.

I wrap everything with metrics, datas.

And that was the large change we had.

Every one of these projects had a wraparound to it where you could see how much resource it needed, what resource it was, how we're delivering against it.

And it allows you to stress the business and understand what's delivering and what's not delivering.

And if it's not delivering, is it a resource constraint?

Let's go and see if we can fix it.

The next is you need to have a relationship in the business.

So I was very much walking around speaking to everyone I could speak to to understand where their stress pinpoints are, how they're feeling about things.

And you get a really good feeling from that to understand where you are and where you're pushing and how much more you have to give.

I have no doubt that there was nothing more to give in these five weeks.

That was it.