Mark Hughes

Yeah, okay.

I'm going to probably run out of time for that.

It's evolved, hasn't it?

It used to be the person who founded a team and who owned the team and who was boss and, you know, he'd do whatever he saw fit within his budget and within his own vision or their own vision.

And

I think as the sport has expanded and it becomes such a complex management job to control all these different departments and thousands of people, it's become the team principle.

Capital T, capital P has become a recognized principle.

It's a position.

It's an employed position within the management structure.

And he's basically there to run the team on a day-to-day basis and at the track.

And he's the face of the team.

But, yeah, it's quite often they have someone above them, an owner or a CEO or a COO.

I think also now that we have this system whereby you are a stakeholder in the team and each team has a percentage of the ownership of the whole entity and your place is reserved.

You're not fighting for your potential survival of your team, which you were before.

Before this system came in, there was probably three or four very wealthy teams and the rest of them absolutely on the very verge of being insolvent.

And so, yeah, obviously it took on any arguments about regulations and money splits and they took on an entirely more important dimension.

So, yeah, there's that.

That's sort of made a little bit less poisonous perhaps than it was.

But it's also, I think, you still had it with when Christian Horner was in.

He was very, you know, the most, is he the most recent ex-team principal?