Mr. Richie Boucher:

Well, I mean I'm, I'm not sure, like it was a potential consequence were a concern. I recommended to the board ... that was my responsibility, you know, so once you become chief executive you take accountability and responsibility for everything you must recommend. Like I had tried to identify in an earlier question, I had had experience of work-outs. I said we are not going to be able to work out our property ourselves, we'll have a view on this. We're not going to be able to do it. I said we have to raise capital. The markets won't believe what our marks are on the property. We need to get these assets off our books. We might have a view that it'll work out okay - we might believe it, the markets won't. And if we don't raise capital, the only source of capital ... if we don't raise capital from the private markets, then the only other source of capital is from the Government. I think I used the phrases to the board "We're going to have to suck this up, we're going to have to participate in NAMA, we're going to have to persuade the shareholders it's a good idea because I don't think we can work it out if the whole system is in NAMA and we're not, the market won't believe that we'll be able to work it out." We could have believed it, and we could have been right, but I don't think it would have happened, and that's why I recommended to the shareholders ... I recommended to the board to recommend to the shareholders we had to participate in NAMA, because if we didn't, my view is the markets would just not have participated in the recapitalisation we had in 2010.