BS: Keeping the answer general. In terms of management are there any ways in which Techniquest is managed at the moment which you think don't work?
HF: I think there's a fundamental problem in that - people - Techniquest has grown and it's grown from very small beginnings to something that's quite large, and it's the classic problem that people - they get good at something and so they're promoted. It doesn't mean that they're a good manager it just means they're good at what they do and there isn't a consistent sort of - how you're managed, you know. I -my background was as I say, you know, comes from Boots the Chemist where there's a very specific, you know, anyone who's a supervisor uses exactly the same techniques to manage everyone and you know what they are and you can talk to your supervisor, you can talk to any member of staff and they'll know - what to expect. Whereas here - you know - it's wildly different. If you speak to someone who's got a different line manager and you say, you know "oh, have you had your appraisal yet?" "On no, I haven't had that." Or "Oh no, I don't get any feedback" or I, you know, it's so - just ((sound effect)) all over the place.