Kemi Badenoch

Well, I'm now leading the party, so I think he's not. So I think he was right. But I wouldn't have been able to do this without his encouragement. I certainly wouldn't have been able to do it. And so if I hadn't met him, I probably I may have actually left because I wouldn't have been able to afford it. It's quite an expensive business being in politics. You take a pay cut.

So taking massive pay cards, but it was just, I needed something more than what my jobs in banking and engineering and software were giving me.

So taking massive pay cards, but it was just, I needed something more than what my jobs in banking and engineering and software were giving me.

So taking massive pay cards, but it was just, I needed something more than what my jobs in banking and engineering and software were giving me.

So I describe myself as a reluctant Brexiteer in the sense that I voted leave before I was an MP because I just couldn't see a way forward. We tried to negotiate and nothing was working. And we're giving this option. Leave or remain. My husband and I agreed on everything. He voted remain. I voted leave. And then I got into parliament and there was no plan.

So I describe myself as a reluctant Brexiteer in the sense that I voted leave before I was an MP because I just couldn't see a way forward. We tried to negotiate and nothing was working. And we're giving this option. Leave or remain. My husband and I agreed on everything. He voted remain. I voted leave. And then I got into parliament and there was no plan.

So I describe myself as a reluctant Brexiteer in the sense that I voted leave before I was an MP because I just couldn't see a way forward. We tried to negotiate and nothing was working. And we're giving this option. Leave or remain. My husband and I agreed on everything. He voted remain. I voted leave. And then I got into parliament and there was no plan.

And I thought this was completely insane. How can there be no plan? If you made everybody vote for something, you must have had a plan beforehand. And this is something that we keep doing wrong in UK politics. And the current prime minister has done the same thing of just talking, but not knowing how you're going to do something. We'll figure it out later.

And I thought this was completely insane. How can there be no plan? If you made everybody vote for something, you must have had a plan beforehand. And this is something that we keep doing wrong in UK politics. And the current prime minister has done the same thing of just talking, but not knowing how you're going to do something. We'll figure it out later.

And I thought this was completely insane. How can there be no plan? If you made everybody vote for something, you must have had a plan beforehand. And this is something that we keep doing wrong in UK politics. And the current prime minister has done the same thing of just talking, but not knowing how you're going to do something. We'll figure it out later.

So I come into parliament to a party that's gone backwards. It's lost seats. We're still in government because we're still the largest party, but there's no majority. And we're going round and round in circles. endlessly making concessions to the left. And that was the beginning of where it started going wrong. The first seven years were okay.

So I come into parliament to a party that's gone backwards. It's lost seats. We're still in government because we're still the largest party, but there's no majority. And we're going round and round in circles. endlessly making concessions to the left. And that was the beginning of where it started going wrong. The first seven years were okay.

So I come into parliament to a party that's gone backwards. It's lost seats. We're still in government because we're still the largest party, but there's no majority. And we're going round and round in circles. endlessly making concessions to the left. And that was the beginning of where it started going wrong. The first seven years were okay.

The second seven years were us making concessions to the left and compromising in ways that were not moving things forward. And we have paid for it now, seven years later, just endless sort of what I call managerialism. we moved into a space where it's no longer about what you believe in, but just being competent. And of course, competence is important.

The second seven years were us making concessions to the left and compromising in ways that were not moving things forward. And we have paid for it now, seven years later, just endless sort of what I call managerialism. we moved into a space where it's no longer about what you believe in, but just being competent. And of course, competence is important.

The second seven years were us making concessions to the left and compromising in ways that were not moving things forward. And we have paid for it now, seven years later, just endless sort of what I call managerialism. we moved into a space where it's no longer about what you believe in, but just being competent. And of course, competence is important.

But if there's no underlying philosophy, you're just administrators. There's no vision. You're not shaping the future. You're not showing the way. You're just managing the status quo. And managing the status quo at a time of Very high mass migration all over the world. It's not just affecting the UK. Rapid technological innovation, you know, social media, AI, all of that.

But if there's no underlying philosophy, you're just administrators. There's no vision. You're not shaping the future. You're not showing the way. You're just managing the status quo. And managing the status quo at a time of Very high mass migration all over the world. It's not just affecting the UK. Rapid technological innovation, you know, social media, AI, all of that.

But if there's no underlying philosophy, you're just administrators. There's no vision. You're not shaping the future. You're not showing the way. You're just managing the status quo. And managing the status quo at a time of Very high mass migration all over the world. It's not just affecting the UK. Rapid technological innovation, you know, social media, AI, all of that.

Soaring debts, as you described at the beginning. Low productivity. This is, you can't just manage that.