Ms Mary Burke:

I'm not sure I can tell you why that is, Deputy. You would need to ask some of the people that didn't approach me on various things. In fairness to people at that time, it was very fast moving. There was a lot of issues being dealt with my impression was, strategically, at the level of the seventh floor. The more issues came, the more BSD became operational, and much less strategic. We were literally fire-fighting and there were constant demands for information, be it why we didn't regulate conduits, to what the liquidity position on a particular bank was, etc., and I think, given the resource constraints within the wider organisation, the seventh floor and our executives became far more involved in those sort of strategic discussions where, in a more calm, business as usual mode, perhaps you might have expected the head of banking supervision to be involved. I can only tell you my evidence is I was not involved.