 It's a very important question, how do you keep running the business whilst you're transforming the business? And it's a far from easy question to answer. A related consideration also is how do you make sure that those who are running the business don't start to feel as if they're second class citizens, that the glory brigade is everyone that's involved in the transformation. Be very clear on who you're going to call out as heroes and don't just call out the folks who are on the transformation. Call out people who are running the business as well. And also think about rotations. Resilience is an incredibly important consideration in transformation. And no one has infinite resilience. Some people want to believe they do, but they don't. It also sometimes comes down to keeping an eye on leave schedules and making sure that people are taking a leave because sometimes your very best people don't. That gets to issues of sustainability. That doesn't mean you shouldn't ask a lot of people. The truth of the matter is that if you have a strong culture, if you have clear metrics and that the organization has confidence in the purpose of the transformation and in the leadership that's driving it, in the fairness with which it's been gone about, then most of the time the organization will go to extraordinary lengths.