 What would you recommend as the value best practices in terms of mitigation measures and impact of conflicts in the society and population? Cool. Easy question, we'll answer in 30 seconds. We talk a lot about prevention, but actually I don't think we have a framework for thinking about how we really put preventive measures in place. There's lots of work that's been done that shows the kinds of things that happen in a country in advance of significant conflict breaking out. How you measure countries against that is something that we don't really do and say actually we need to pay more attention to this country because the rising hate speech, what is happening in terms of the media, I mean a whole range of factors which you can begin to track will have an impact on our countries. Some people will place the development sort of like in the corner, have colonialism where people take their sort of perspective and go on to other countries and tell them how it should be. And I mean like also looking at them where it's their development and also trying to see all the flaws of different approaches. And I'm just wondering like as development is now, is it actually making a positive impact and how do we even know? So I think it can make a positive impact. I think that there are lots of places and lots of examples where it is precisely what you describe. And I remember when I first became Secretary of State for International Development here and this was in 2003, people were very much looking to the UK because we had broken, we no longer had tide aid. So for such a long time countries were saying oh you can have this money but you must spend it on products from our country using the people from our countries. So it wasn't development, it was how can we export either in a humanitarian context. It was about how can we as the Americans do very often, how can we export grain that exists, for example even though it would help the country or the region if you bought it in the region. And in the case of other countries it was you need to take our expertise, our experts and you need to take our goods and services. So it was about developing that country. And this is a model that we broke away from in the UK. I regret that we are going back towards that. We have not wholesale that we are grouping back towards that. From your early experience working in all the organisations we have done, can you describe an example of where your own sort of model compass or belief system or value system has been involved with the direction that organisations have taken or decisions made perhaps easier in government than perhaps in the UN? And what have you done about that? Have you sort of stayed silent and gone with the organisations principles? You all know how difficult it is to get to people who require humanitarian assistance in some parts of the world. And Syria is a very good example of that where we were constantly having to find a government. They would say, oh yes, you can bring the aid in if you only give it in these areas which were government controlled areas or you could only bring it in once every six months and people were starving into it. So they would put conditions of bringing the aid in that were so appalling. So I would very often have conversations with my teams where I would say, shouldn't we just call this out and say we're not going to do it anymore? That we're not going to be your front. Now they always argue back at me and this is the people on the ground which is at least we're making a difference to some people. Now this has always been the hardest thing for me which is do you keep doing it and what you're doing is papering over the cracks. But knowing that if you stop people are going to die and I don't have an easy answer to that. And in the end I was always guided by the teams who were working on the ground and it didn't only happen in Syria. We had the same dilemma in South Sudan sometimes and other parts of the world. And it always brought me to the brink of tears because it's do you punish the people? And well it's their governments that actually aren't allowing you this. I have to tell you that that is always the thing that I find the hardest. What did you find worked in diplomatic terms in international relations terms to somehow move that compromise into a different space so it's not these villages are starved for? So one you had to work with everybody and I did. I worked with the Russians, I worked with the Iranians, I worked with the Americans, I worked with everybody, I worked with the Saudis. But you couldn't always say what you were doing. But also came under tremendous pressure from some governments and not just governments actually. I came under tremendous pressure sometimes from NGOs who wanted me to call out governments all the time. And I would say no the relationship is much more complicated than that. I had examples where the Russians helped me, the Iranians helped me, the Americans helped me and then they would not help me. They would not be helpful in another arena or in another decision that they took. So it was always quite difficult because you were working under the radar on some things and more publicly in others. I briefed the Security Council on a very regular basis so I was able to use that sometimes to call out governments. But you weren't always able to say what you were doing.