Mr. Pat Farrell:

And that allowed us, as I said, to retain some professional services, as we needed from time to time, and to pay the team of people that we had. What changes did I make? I go back again to the situation that from the very outset the whole environment, the discourse, the context for everything that happened in regulation was heavily weighted towards consumer conduct of business rules. In fact, when I think about all of my engagements with Oireachtas committees, I'd say 90% - up to the crisis - were all about consumer conduct of business-related rules. There was very little, if any, discussion about prudential matters. So there was a consensus around that the area that the focus was going to be, from a public interest point of view and from the regulator's point of view was consumer, consumer, consumer. That, kind of, led. So, as us ... as a representative body having to face off against regulatory authorities and so on in terms of representing members' interests, the majority of our skill sets and the people that we employed were in that space of consumer conduct of business. And even some of the things we did which we're, you know, probably associated with - like the switching codes, consumer protection codes, the debt relief protocol with the Money Advice and Budgeting Service - they are all testament to the fact that a lot of our output was in that whole space.

Post the crisis I was challenged, my team were challenged, to adopt to the change in environment, so we had to re-skill the team that we had. We brought more people in with more knowledge of prudential matters. We hadn't a head of prudential per se, I don't think initially, when I was appointed. We had a head of wholesale, which is something different-----