Surajit Ghosh

And in some case, when you look at the digital core and the backbone, maybe specific areas we can speed up because those are the areas that have maximum potential value.

And some of them we can deprioritize a little bit.

That we do all the time.

And thanks for the enticing offer, but I will pull out.

I tried to make it as unadvertising as possible, but...

Yes, you know.

Exactly.

So I'm quite aware.

I think there's a culture difference.

We are all very passionate about our brands and products.

And there's a lot of it is connection-based in the sense we create these connections with our customers, sometimes consumers.

And it's all about maintaining that.

And once you get a feel of it, you feel part of the family.

And that's a very good feeling to have.

And the fact that today where I am, if I look back, I probably would be happy to say very fortunate to have probably one of the best jobs in the world in the current times.

And there is no end to innovation, by the way.

And even within Heineken, yes, it's a traditional company.

Who is stopping innovation?

There's a lot more to it.

So I'll be very busy for the next few years.