If I may, essentially what you're saying is that any contract management organization,

it has its map, right?

And then you can say, hey, look at the territory.

It doesn't match the map.

And then they'll say, ah, it couldn't be right.

It's not on the map.

That's exactly the attitude we had.

And this kind of led to, well, led to the demise of Railtrack.

Railtrack, this kind of private management organization

that was in charge of the infrastructure and it employed a bunch of signalers. That's pretty much

all it did. And then everything else, it kind of contracted out. It outsourced. And so, you know,

this succession of failures, along with yet another kind of faith of derailment,

Potter's Bar, ended up with rail track being reconstituted as Network Rail, which was up between

its creation and 2013 was de facto a public body. And then kind of in 2013, it became officially a

public body and was brought onto the statute book. So,

yeah. So at that point, Blair had done very little because all he could do was be reactive.

He did introduce one change, which was introduced an authority to kind of try and look long

term, but it was very much a sticking plaster, which his own government then disbanded in 2005.

So great work, Blair.

So one of the reasons that I wanted to talk about the 1990s and early 2000s and the Blair era

in rail and what Blair in heroin.

Yeah, some stone roses in the background. Did we have a good time on the railways? You could say.

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