Speaker 1: Hi everyone, I'm front scene and I can't wait for
Speaker 1: you to hear my next conversation with the chief executive
Speaker 1: of Rolls Royce. He really took over Rolls Royce from
Speaker 1: the brink and had a massive transformation plan. So we
Speaker 1: talk about how he did that, his leadership style, why
Speaker 1: he hates being called blunt, and also what kind of
Speaker 1: advice he gives to other British brands. Too funny you
Speaker 1: brought Rolls Royce right, a British heritage brand, back from
Speaker 1: the brink. I mean, do you feel sometimes like you're
Speaker 1: carrying the weight of British industry because you've made it
Speaker 1: a success?
Speaker 2: Yes? Sometimes sometimes because I think there's this discussions where
Speaker 2: their companies should move to the US market. I'm sure
Speaker 2: Frans in US we asked those questions. So actually demonstrating
Speaker 2: that you can be in this market and we are
Speaker 2: a global company, but obviously British shortage and frankly, after
Speaker 2: a point, it is never about you. You don't want
Speaker 2: to fail all the stakeholders, employees, investors, even government, so
Speaker 2: it is never about you anymore. Make sure that is
Speaker 2: sustainable success and actually you can build on it, and
Speaker 2: that's where your legacy comes.
Speaker 1: What can other British companies learn from Rolls Royce A lot.
Speaker 2: I always advise companies to business model level. Are they
Speaker 2: actually set up to win if not fix the business mode?
Speaker 1: That was part of our conversation on leaders with the
Speaker 1: chief executive of Rolls Royce that will play out next week.
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