Thank you for downloading this programme. In this edition of the bottom line, we're talking about how you finance, build and manage an Olympic Games.

Hello and welcome to the programme. We're gearing up for the Rio Olympics today, the International Olympic Committee say.

The Games has the power to deliver lasting benefits which can considerably change a community,

its image and its infrastructure.

But is this really what you get, once the fireworks of the closing ceremony have fizzled out?

And how do you manage a company the size of a Futsi 100,

knowing that it's only temporary and you'll eventually have to liquidate it.

Well, my guest this week include two people who've been involved in organising a games

and the third is a sports economist who's looked at whether their numbers and the Olympic

legacy live up to the promise.

Let's meet the three of them now.

My first guest, Neil Wood, former chief financial officer of the London Organising Committee of the Olympic and Paralympic Games,

Lockeg, now a partner at Deloitte.

Neil, just how did you get involved in that journey and how long were you there for?

I got involved right at the beginning in 2003.

I was invited by the then London Development Agency to be the finance

director of the bid. I turned up only to hear Barbara Cassani, who was the chair at the time,

say, no, she wanted to go through a proper recruitment process. So the whole thing started

all over again. I applied for the role and got it the second time around. And it was, I think, assumed that it will be 18 months a convent,

as London was likely to lose to Paris in 2005.

London won.

So I ended up staying for about another eight years.

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