Jonny Adams

You said some fascinating points around your time in the army.

You sort of teased us a little bit by saying the leadership course you did in Sandhurst.

And I'll just do a bit of pre-framing.

We've supported a number of leaders within wealth management across the UK and the US.

And we deliver commercial leadership support, so frameworks and tools that might help organizations grow, retain their clients, for example.

But you reference it as leadership within Sandhurst.

What's the difference, do you think?

And if you had a chance to bring in one or two frameworks from your time at Sandhurst, what would they be into the corporate world, which you might have already done already?

We're not talking about war here in the corporate world, but we are talking about every day is different.

You build a plan.

You mentioned that earlier.

There is proof and also baked an opinion with the world that we work in that traditionally leaders in financial services have been recruited because they're good performers within their technical role rather than potentially being out and out leaders.

And then the development that they provide is actually below par.

What I'm hearing is Sandhurst.

may have actually had those individuals come from all different backgrounds.

You might have not been an innate leader, but actually the training and the support that you got given in the Sandhurst gave you the foundation.

When we look in organizations, the leadership functions are some of the most critical roles towards transforming and changing.

But they're actually some of the most underdeveloped people.

This isn't just an industry challenge.

This is a global challenge.