 Before I took on the role, I already had knowledge, not as deep as now. I hope I've learned something over six years, not as deep as now. But because I was, I took on this role just as I was leaving the International Development Research Center, and IIED had been a partner of IDRCs over the years. So I had a sense that also one of my friends, David Reynolds, had worked at IIED in its early years, since he had been a graduate student working with Barbara Ward, who of course was the founder of IIED. So I already had a sense of what it was. I already had a sense of the culture of the organization because IDRC was very like it. The kind of people attracted to work at IDRC are very much like the people attracted to work at IIED. Passionate about making a difference in the world. Not that interested, quite frankly, in worrying about the organizational and managerial underpinnings of the organization. So they're like activist researchers anywhere. So that's what I expected, and that's what I found when I came, and I was delighted to find them because that's who I like to work with. I found hugely competent people, an excellent CEO. Camilla has been CEO now for about 11 years, and I've been a CEO at IDRC for 11 years. She's very, very competent. It's so wonderful stuff. So I expected that, and that's what I found. I don't think I had any surprises. I guess one surprise was how did so much work come out of that higgledy-piggledy, squashed quarters at Inslee Place before the move was made to this building. It was everybody on top of one another in stacks of paper and very decency in looking as a workplace. I wasn't surprised. It was what I hoped for. What do you think is the main value added than the role of the chair as chair of the board? What would you say is the things you have to watch out because it's really what you have to care for as the chair of the board? I think as the chair of this board or as the chair of any other board, you have to make sure that the board itself is actually adding value to the organization. Boards are peculiar institutions. They're key in governance. We are really representing, we're representing not only the, because this is an international board, it's not like a national board where you're really representing the taxpayers of your country. If you're getting donor money, here we've got to worry about taxpayers of many countries, both who are contributing through the framework agreements, the donor framework agreements, which very cleverly and with huge work IID has put in place, but we're innocent. We are the ultimate response. We are those who are ultimately responsible. But as a board chair, what you must always remember and what we must remember as members of any board is that we are here very few days of the year. Very few days of the year. Are we physically present? You know, basically three, if you had that. I mean, we're on the telephone too. And so we must be reflective, collaborative, and also critics in the nicest and friendliest way because we are part of the accountability mechanism to, well, to British taxpayers because, if it is a major funder, but also because we're a charity and that means we're an entity that does not pay taxes. So therefore we have to keep that in mind. But we also must, we must be, what we do must enhance what the staff is able to do in the organization. And that's true of any board. We mustn't be an obstacle. We mustn't load them down with things that just like interesting, we should never micromanage and we should be very good ambassadors for IID out in the world using all of our own connections to advance their work.