 I'm this person here. I'm Richard Pasco. For the last two years I've been a professional facilitator, trainer and coach, occasional consultant. But for 18 years before that I had a very mysterious dark past, which actually has very little to do with that. It has almost everything to do with that. And then actually that's mostly what I'm going to talk about. It's actually a very nice, not pre-planned segue from the section we just had. It's a very definite step on or continuation from the wonderful little talk Raymond did, setting up that challenge of you going, talk to a client or a corporate scenario, you talk improv, what happens. So, because 10 minutes, who knows how much I'll get through. I'm going to tell you my ending. This is it. To a man with a hammer, everything looks like a nail. So you can sort of guess and work out where I'm heading overall within all this. But a few months ago I had to come up with the title of who it was, so I will also talk about business. I will also talk about the mysteries, at least briefly. But business is the primary piece. So business, which business? Business is coming in lots of different forms. The one I'm going to talk about is this one, Procter and Gamble. My guess is some of you may have even worked for them. Some of you may at least know who they are. And plenty of you may have little or no idea. So to help, this is a much better description of who Procter and Gamble is. You'll recognise at least some of those brands. Or sometimes you'll recognise the shape of the logo but realise the name is different from where you live and shop. Actually, quite a few of you may even use some of these products between getting up and getting here this morning. Procter and Gamble is £65 billion worth of business a year. They're doing fine. It makes about the same size as Unilever. Nearly three times the size of L'Oreal. It's a big company. It's not an apple, it's not a Microsoft, it's not a Volkswagen, it's not a Tesla even and it's exciting. But it's a big business. It's 95,000 people around the world. Imagine trying to navigate your way around an organisation which is 95,000 people. And the number I find most interesting is it's 180 years old. There are very, very few companies which are still called the same thing from its formation more than 180 years ago. There were surprisingly few countries which can still call themselves the same thing after 180 years. So, Procter and Gamble, it's a big business. And why am I talking about it? You can guess because the dark mysterious past I had for 18 years was working for Procter and Gamble. I started in general sales as the easiest way of talking it. The middle part of my career was shopper and market research. And the latter part of my career was learning and development. Actually more knowledge systems than training strategy. If you're really interested in that talk, ask me about it some other time. And as you can see, I got better. These are my opinions on how good I was rather than anything official. So, I got better but I started and like all of us could start anyway. I started here not knowing a huge amount, 22 at this point. Across the first few years, I was expected to learn things. And in a big organisation, preferably quickly. Any company has a way of articulating the things they want you to be able to do as a manager, as an employee. But they end up sounding and using lots of the words which we'd recognise like the ones up there. They were the things I was supposed to get good at preferably quickly. And the company like P&G does in some ways a lot and some ways remarkably little to help you. And in the end a lot of it is just learn on the job, get it going. But yes, there's training, yes, there's mentorship, yes, there's coaching. But I learnt also outside of the work. And this is, you can guess where I'm going now. I also learnt outside by doing some of this. Now my assumption is everyone knows what a murder mystery is but maybe you don't. So, who has no idea what I mean by a murder mystery evening? Ah, okay, a few. Who's actually acted professionally in a murder mystery? Okay, that's what I was expecting. Okay, a murder mystery 101, I'll do it from here. So, I used to do it here and in other places. This is the old Swan Hotel in Harrogate. Don't really need to know other than it's in England. What's mildly interesting is this lady, when she went missing, was found there. That's Agatha Christie. And that's its front area when you come in. It's lovely and oaky and quaint and pleasant. It's the sort of place which runs murder mystery evenings. So, very briefly. Four to six actors. A room of anywhere between 15 and 150 people. They vary exactly how. But in the end those 15 to 150 people want to be entertained for an evening. And there is a murder mystery. And their main role in some very shape or form is to solve who done it. Now, in the form we did it in, the guy who ran it was lazy. So, he hired amateurs, hence me doing it. And he didn't really write a script. Actually, he didn't write a script at all. You turned up with a basic idea of the character, your relationship with the suit to be deceased, some idea why you didn't like them very much, and some bit of evidence which was going to come up against you through the course of the evening. But he had in no way bothered to work out who'd done it. We had to work it out as the actor who ran it through. So, as a 23-24 year old, I don't have to tell you what I learnt. But in a corporate world, I would be pointing out an awful lot of that stuff. I developed a level of confidence and resilience, a sense of performance and adaptability and agility, which, to be honest, my peers didn't get. There were lots of things that were better than that, but this sort of stuff I became good at because I did a lot of this. Okay, so, murder mysteries mandated for every business new hire. So, what we just can do is I can now get a prop from Gamble and say that. I probably could go to P&G and say that. At least if I've worked there for so long, so I know who to talk to. But in the end, that's not so useful for us. Really, of course, what I'm getting at is, can we go to people and say improv glasses for every business new hire? And yes, you can. And yes, you could. I think maybe yes, we should. But what I want to talk a bit about is, for the final three minutes is, some things to bear in mind when you talk to these people, because they're people. I was one of those people. I was even in L&D and there's things to bear in mind around how do they want you to talk to them and what they want in mind, and that's the stuff I'm going to get into. There's some of you, you're going to know all of this well beforehand, but let's still explore it. I actually originally came with just one thought, but actually I got so interested in the talks over the last couple of days, I wrote a list of things and have a look at it. And actually I'm not going to go through all of it, I just want you to run your eye over it initially. These all thoughts I think are important to us, or things it's worth asking yourself and considering, in terms of when you talk to a corporate client. Now there's one or two I am going to highlight, but actually over to you guys, is there anything up there you want to ask me about or get me to talk a bit about, because that way I can happily fill the time flexibly. So anybody shout out a number or a phrase? Three. Ah, good. You easy to categorise. I think actually this is one of the ones I would talk about otherwise. You're working in an organisation of 95,000 people, it's hard enough working out who the people in your office are and what they do. So when someone comes to you with, I think you should do improv for classes for every new hire, actually understand the first thing they're doing is, okay, who is this person and help me categorise and make it easy for me to decide what this is. Is it local? Is this just France or is this Europe or is this global? Is it master prestige? Are you sort of quick and easy and relatively cheap? Are you sort of boutique prestige high end or somewhere between the two? Are you a generalist or a specialist? Are you going to give me opportunities for lots of different things? Are you very much specialising in one place? Are you a sole trader or are you bigger even in part of some multinational? And the thing is don't be shy about what you are. The companies understand you can be lots of different things and actually there's real advantages at each side. A sole trader is flexible, a sole trader I can pull in and zip out, a sole trader I can phone up and just sort of get into a conversation on. A big organisation obviously is great for larger projects in the long term and knowing that if you're ill it doesn't matter if someone's going to be there. But just tell us, tell them, I'm not there anymore, just tell them what you are. So be easy to categorise, be easy to glance at and define what sort of thing you are. Someone should have that one more? That's five first, I'll take five. Oh, you have time for a formational story. We've had some of these. I thought Yannif's story from earlier in the week was wonderful, someone who can actually come and talk about something they've done personally within that. Have something like that is Mars. Thank you.