Mr. Brian Fitzgerald:

To be honest, I could not say. To be fair to my colleagues in the public system, and many of them do a fantastic job, there are so many different, diverse issues. I have found, coming to the private system, that we get on, it is efficient, we make decisions and we move on. To give the Deputy a percentage breakdown, 60% of what I do today is similar, publically and privately, in terms of managing a hospital, including dealing with staff, retention and recruitment, and operational issues that arise in all settings. Some 20% is different because of our governance structure. I call it precision governance. We have a small board which is made up of commercial and clinical experts, and they hold us to a level of accountability I had not experienced before. Some 20% is down to the commercial realities. We have to make a profit to pay salaries and to invest in our infrastructure. Just to benchmark, we must make at least 5% profit to reinvest in assets and to replace equipment. We have to do that. On the public side, there is a lot more complexity and a greater diversity of issues.