So my background, I don't say this to people a lot. My background is not really business, my background or sports, I sort of, career. Really. I was playing looked a different counter sports. I was basketball and rugby and badminton, all sort of, swimming or athletics. All sorts of different types of things. Things background is much more in the sporting world and I was sort of training to be a physiotherapist on the background of those things. Sadly, unfortunately, ligaments in my left knee had a problem later, I then had to pivot career-wise, I sort of moved from sports science and human biology to computing business studies and on mathematics. And really, I make that, that change at that point by my dad actually gave me a stack of papers. I think we, like three or four days after the injury that I had, and basically said pick an industry that you think when you come out of your education will still be in a place where it really needs to be changed. But I mean, this was sort of early two thousands. I was looking at technology, see technology, changing the world, oil and gas, which is what my dad was in and financial services. So being greedy. I sort of plumped for two of those rather than just one, and went down the computing roots on the with a view to really specializing in focusing within financial services. Given it's such an important thing for everybody's life from a day-to-day basis, so the point I want to make here is that sort of sporting background, I was always just very naturally good at sports. I could do it without very much Effort, without really trying too hard and be kiss it the overlap between something that I was really passionate about and something that I was actually good there. I never really had to try very hard.And actually, if I'm honest with you, my schooling card, all the way away through in terms of my, my report card was, David is very polite, but he just doesn't try if he doesn't want to and really that stuck with me for quite a long period of time. And it was only if I honestly, when I came out of the underground degree that I was doing in computing in the UK, came out with a two won, which is okay. But actually, I realized the seconds that I stepped out of the doors, having picked up my crate, that I wasted a really big opportunity because the minute you step outside of the world of the sort of safety net safety blanket of education, you realize that the world out there is, there's a lot of people who look like you. There is a lot of heat and qualifications, and creating differentiation is really, really, really important. So that this switch went off in my hands right there. Right then, like I can vividly remember the yellow railings and I was standing and peeling open that envelope to basically just try harder than everybody else around me, and I deployed that for the rest of my career, I went from doing an undergrad in computing to doing a masters in business information systems, deployed that strategy. Got a double first,and that's what I've done for the rest of my career, basically, but stepping inside of financial services, I've worked in agency signs running usability and user research. I've run the digital transformation program for one of the biggest insurance companies on the planet, exactly the same for a big UK banking group. I ran the global dish banking practice for one of the biggest management consultancies on the planet and a very launch Indian offshoring company called Infosys as well. For me, I took that approach because what I wanted to do was really understand financial services from as many different angles as I could. Back to that point I made earlier on around You knowwhat if you can create different shapes should in your prespective then actually, if you really get to that point where you understand, really have to have a unique mindset and a unique perspective on the world, well, if you can have that and also you can create a narrative, then actually people will want to listen to that. So for me, having seen financial services from all of these different angles on fundamentally the financial services landscape is is in such a significant flux when it comes to all of the changes that are happening, we go an inherently analog-based business which is used to paper and branches and people and moving into the digital realm and actually, the challenges at those big incumbent organizations have. And also say that it is that that brings for small, nimble, innovative players, is really exciting. So the Fintech Financial Services sphere is one that we're again deeply passionate about in terms of the changes out there. But also it goes back to what I was saying earlier on. I was naturally good a sports, and I loved doing it. It was my passion. And now my passion is very much intact in financial services. So the job I have is as much a whole big hours, that is, it actually is much.

I mean, traveling these days it feels like a long time ago. We were doing that, but yeah, definitely. I mean, my sort of general week is pretty busy. I think the thing, that I think many people underestimate, the more senior you get is how unstable what it is that you're doing is so I mean if you're, mid-level, your month or your quarter is it's quite seat. You know where you're going to be. You know what you're doing and the responsibility that you get when you move further and further and further up the tree. I plan my next two weeks, but beyond, and actually, I'm very much and I think it depends on the time for the leader you want to be. But I really believe in servant leadership. I believe that I'm here to serve my media team and fill in the gaps where I can do to help them be productive in achieving anything that they need to. So I mean, just is an example. This week I'm ranging from to two-three years strategies for one of the divisions business. To immediately a hate child problem that I'm having to help people with creating a performance management framework for the entirety. The company To standing up to talk to people like you or pitching a client, and it really depends on where the business requires me to be supporting them to kind of move those things forward. I'd say in terms of the hours, I think there's, there's an interesting I think, particularly with everything that's happening with co-vid and also. In a world where the thing that you do for a job is also your passion, those bloodlines are really difficult. And actually figuring out, I speak I mean, Saturday morning, if you could tell me, I mean, I have this conversation with my wife. Sometimes, it's like that if nobody else was in the house and I had the decision of whether I played a computer game or watched TV or worked on something, I love my work and I'd pick the work. Actually, I think if anybody can ever get themselves into a situation that doesn't get me wrong, I like TV and I like computer games as well but if you can get into a situation where the thing that you do for your career is you love so much that you would choose to do it rather than being forced to do it. It creates a very different dynamic there. So my role is very, very, varied, myself and Zoe, my business manager. We are the sort of roving player on the pitch. She will fill in the gaps wherever we need to.

The challenges again, the challenges of very varied. But If I'm honest with you, the thing that, the thing that really sort of strikes me, as always, is that businesses just businesses get a veneer of various different things. But this is just people like, you're dealing with individuals you're dealing with, their fears, their hopes, their aspirations in terms of what they want to be, whether that's people within your organization and the way in which you address those defining the culture that you have is a company, or whether it's actually the people that you're dealing with outside of your organization, whether it's customers or media or whatever I always say, it's, I mean, transparency is, is everything From my perspective, we worked very hard to define our values of our company, but actually a lot of organizations do that. But then don't adhere to them. And I think that I've kind of definetely brought from my sporting world is Actually, if you define something, it's because you're setting a bar of Where to be. But also you're saying the ceilings of where your expectations are. I think the organizations that really know who they are through defining their values through to finding these things on then stick to them are the ones that, culturally, I think have the most strength to them, particularly when you talk about again, your culture is just a manifestation of actually how your people act on a day to day basis, right? But if you recognize the wrong behavior or you reward the wrong behavior, actually you set the game up wrong within your organization that is, a constant thing that actually you're looking at and refining and moving forwards, I feel that The nature of the work right now is will. Empathy is such a huge thing. I will say It's like you. I start with a presumption of positive, intent with everybody. I expect that from everybody as well, which is, if you presume positive intent from everybody and you set a framework and a culture that actually you can talk about anything. If you talk about it in the right way, then actually there's nothing that is so big that can't be resolved, and that, for me, is setting those boundaries set in those frameworks, creating the rules of the game on continually making sure that actually the outcome that you want to achieve on, not just from a literal outcome, in terms of the products that sets up whatever but realizing that your people are your strongest asset in terms of your business, not just in a professional services sense, but in a the understanding with the direction from a product perspective, people and culture of the answer to everything.