Niall Tallon

Morning, Tom, and thank you for having me.

Yeah, no, thank you.

I did my first podcast just a month ago or a couple of weeks ago and happy to follow it up with seeing you this morning.

Yeah, I mean, I think at first we became aware that the company was for sale probably in November 23, really by a happy accident, which was I was sent a job description for the CFO of Imagine to help raise money or find a buyer for the company.

Yes.

But I remember looking at the financials for the group and thinking, wow, that's a challenge.

I'm not sure I could do that.

It might be a bit more than I can handle.

But then I think we decided to look at the market.

And I think it was really when we looked at the market that we could see an opportunity there.

I think there was an opportunity in the sense that there are four dominant players that represent about 85% of the market.

And then about 15% of the market is really very fragmented.

And then I think when we also look at what customers are receiving, we could see a real lack of transparency in pricing in the market.

We could see that it was sort of misleading and frustrating for customers.

And we thought there was an opportunity to do it differently.

Well, I think in terms of, you know, how we would like to serve customers, I think we see that there are people who want to switch every year and then there's everybody else.

And I think we can really speak to, you know, the market in terms of providing a good long-term saving and opportunity for customers.

you know, people who are just tired of switching.

When we look at the market, if you like, at the structural market level, I think what we see is there's an opportunity for consolidation.

So, you know, probably we would see our growth opportunity as a mix of sort of organic growth and M&A.