Mr. Tony O'Brien:

When I took office, I was in charge of what was to be a transitional change-oriented HSE for, essentially, a three-year period. When it became clear that I am expected not simply to see through change but to manage the existing system in the long term, when the vacancy arose it was clear looking at any other health system, and irrespective of whatever fundamental decisions would be made, there needs to be a divergence or complementarity between strategy and planning on the one hand and operational management on the other.