 We're never going to achieve the outcomes if we try and think in a traditional individualistic approach. So I joined the investment industry, focusing on ESG and sustainable investment, and I became very determined to use sustainability and capitalism as a first forget. What I've done and what my impact today is, it's a combination of highlighting and flagging quantifying risks to our investment that are related to society and environment, but also trying to direct capital into the solutions to these global challenges. And today I lead the ESG strategy for the private equity environment of a big European asset manager. And I'm very happy to say that I can have positive impact even though sometimes some days doesn't feel like that, but I can have positive impact over billions of AUM. I think I moved from idealism to what I call now pragmatic idealism. One individual can have a massive influence in the world, but there's things I just can't change. I can't change the capitalist structure. My future vision in my lifetime would be for corporates and investors to pay what we call today the true cost of capital. We operate as translators. We are there between ethics, science and investors. We understand these two words. There's very complex scientific context and the reality of the macro world and what ethics and society may need into, you know, the day-to-day of generating profit for ultimately pensions, older and financial stability. So that's where I think roles like mine play a massive role in sort of advancing the sustainability agenda for a macro level. I see my leadership as a tree, me almost the centre and then all the roots being the impact that I try to generate going back into nature and you've got this feedback loop that continues generating and seeding the need for sustainability. I don't think we want to look at leadership as an individual. We can't afford that. This is a multi-stakeholder's effort that is necessary. And this is where, to me, the concept of the tree and the seed with the roots that connects to the rest of the world within the ecosystem is very much needed and speaks to the type of leadership I try to implement. The time where I felt the most out of my comfort zone was when I moved to London. In context, my parents don't speak English. I didn't know any adult when I moved to the country. I was 18. So you grew up in your own country and you grew up in your reality and you have your idea of what is the social norm, what is right, what's wrong. And then you go to London, which is not just English, it's international. I had to realise that there wasn't one version of reality, that there wasn't one way of doing things. And I think I was really scared at the beginning and it terrified me and then I completely fell in love with it. I challenge constantly the way I see the world and I think I've been very much more open to different views and perspective and I've become a lot more humble with my own views of reality because I've had to learn that everyone believes because of their own vision and perspective and upbringing. We're never going to achieve the outcomes that we're set to do if we try and think in a traditional individualistic approach. My key allies are believers in USG as well. I divide people by influence and knowledge. But if I think about outcome that I'm trying to achieve, then I would focus on the people that have the highest influence of the key stakeholders that are necessary for the outcome. And then within that sphere, I would focus out of them which one are my USG believers. And then I collaborate with them. They have roles that are completely different in my mind. They're not sustainability experts, but they are supporters of sustainability. And most importantly, they are influential within the business. And then finally I've got these other sphere of allies that are not influential. They might even be completely outside my industry. And they're basically people that are very knowledgeable in the outcome that I'm trying to generate. They are very knowledgeable about that topic specifically that helped me through that, but they're not going to directly impact my stakeholders. When I started this journey, I felt very lonely in it. As soon as I found the other people in this community, I straight away felt they were my people. So I would say first and foremost, trying the community. Also, I've got an amazing coach. She gave me a key piece of advice that I take with me daily, which is to connect my daily objectives to what I'm trying to achieve, to think about the big picture. It can feel quite overwhelming trying to tackle the global challenges in the world. I'd also say be patient, persevere, do not expect fast win. These are really big asks and they'll take time. So you need to persevere. And again, if you connect it to the big picture, that might help you with that. So I did the postgraduate in COVID, so that was a little remote. But I thought, okay, I'm going to try for this year and I'll do it part time and I'll see if I actually gain value out of it. I felt so in love with it that I continued to the master. I became an assessor for the short courses. I even did the CSL accelerator. So I think CSL for me is featured into so many aspects. There's this huge amount of knowledge and openness. People are willing to help. And there's this level of empathy, which you can get when you get yourself into the same room with people that come from a completely different background, completely different industry, yet struggling with the same topics and have the same alignment heart that just makes you feel stronger. And it's this invaluable body of knowledge and inspiration that is just magical. It gave me the confidence that I can face difficulties and have the credibility to do what I do.