""Everyone thinks the answer to every question these days is AI. It isn't. The answer to every question these days is all about the people. If you have a technically brilliant, aligned, energetic, committed, diverse, team, you can achieve absolutely anything,”"

"I mean we have been through quite a radical transformation as a company over the last five years."

"People regret far more what they don’t do rather than what they do."

"The part of our trust agenda is being a modern employer where whoever you are … you can bring the very best version of yourself to work without fear of any kind of inappropriate behavior."

"When I wanted to step up into my first director role. I started to look around when I was at Matalan, after Northern Foods, and that was the first time I felt I was coming up against a ceiling. It’s hard to get that first break because there’s a pool of people around that have already done it. When you’ve not held that role, but you’ve got all the experience and skills, it’s hard to be able to convince people that you’re capable of it if you don’t have the title."

"The situation is very fluid. We’ve been anticipating it for some time and we are confident that we will navigate through it. Our priority is always to make sure that we are securing supply of our medicines and vaccines to the people and patients who need it."

"I have a right to be at the top table in business."

"“I try to define myself personally by my job to deliver on those two things first first rather than by my gender. But I recognize the responsibility I have as a leader, in brackets a little bit, as a role model, because you’re just more visible whether you like it or not.""

"Think about the areas that interest you, move around and try them out. It’s so fast-paced that I’d say just throw yourself into it."

"We’re now a pure play biopharma and as you said absolutely after the major demerger of Haleon and absolutely resolutely focused on getting ahead of disease literally by preventing it and treating it and that is really taking advantage of this explosion in technologies, new vaccines technologies that we’ve seen, of course, mRNA"

"It doesn’t need to be a long list [of medicines], it needs to be a list of things that are going to make a difference."

"If you think about the plethora of organisations out there and public sector bodies, just making it easier for employees is a huge opportunity to gain productivity and just to not do some of the grunt work."

"But with Wimbledon and the others, you know, we're using AI for AI commentary, for example, predicting who's going to go through to the next round"

"That's really more about how do you drive a fan engagement, not just at the tournament but in the rest of the world where people are watching and trying to engage, so some quite interesting applications."

"There’s no reason why a male coach can’t learn to be brilliant at supporting girls and women through all of those different things that they won’t have experienced themselves."

"With me, I think it’s just always trying to step away so that I can see what’s actually important."

"We’ve got to support women in sport, but we need everyone to be participating."

"The resistance to change comes because it feels like something has been taken away from them."

"I think we see that the increased coverage has had a big impact. We need to remember that when we last looked at this, three or four years ago, about 4% overall of sports coverage was of women. We saw from your earlier evidence that the BBC now says that 30% of its coverage is female, although that still means twice as much is men’s. We know that there has been an impact. At the elite level there has been a shift: interestingly, it has been in cricket, rugby and football, which were the traditionally male team sports"

"The expectations and gender stereotyping start at birth."

"The people around the boardroom are a powerful statement of your leadership. I wanted to create a winning team. Finding talent, selecting it, appointing and developing it – that’s a huge privilege as a leader. I spend a lot of time communicating with people on our board, making sure they feel connected."

"There is still some coverage of netball, but virtually none. That was the major team sport for girls—and hockey, of course—before we were allowed to play those other big three sports. There still needs to be change at the top but, yes, that movement is very exciting. It is actually moving, for all of us who have been so frustrated by this."

"There can be only one person. And if that’s always the CEO, that’s limiting. In my experience, the best organisations have a depth of management talent who are clear on their accountabilities.""

"It’s really important that you know how things work in practice. One of the first things I did was to ask somebody to show me how we generate revenue, how we decide to allocate funding and how we track the return on that investment."

"My organisational style is based on two principles which I hope are making The FA a better organisation. First, what’s the aim?"

"Whether it is an opportunity we are trying to grasp or a problem we are trying to solve, it’s very important that we all understand the question we are trying to answer. Second, who’s accountable?"

"Once I understood that, it helped me to work with our executives to review and set priorities. I see my job as to run the board and our council and to work with them to shape our strategy."

"The second is the data and the insights that you gather from AI belong to the Creator and not the IT partner."

"The culture is slow to shift, though, isn’t it? The shift has not yet happened; we still have this heavy, early years stereotyping meaning that, on arriving at school, girls have less ability to throw, kick and catch a ball than boys."

"Our executives then communicate and deliver on that strategy. I try hard to give them space to do that, hopefully recognising when they need support to do so.""

"The question for all of us is not what is going to happen to our brand because of podcasting and all these wonderful tools - it's not about that"

"f you learn a language when you're three years old, you'll be fluent, and if you learn when you're 23 you'll have an accent. All of us will have an accent when using technology"

"They might be able to podcast, but most people in the world are boring and they've got nothing to say."

"My parents had to learn to watch television, and I've had to learn the internet"

"We do a lot to try to catch boys up with their fine motor skills when they join school, because they tend to be behind with writing, but we should be making sure that generalist primary teachers are fully aware that the girls are arriving with lower skills in sporting areas, so that there is extra to make up for that."

"So we work with Wimbledon, the US Masters, the Open and we just did a big piece with Sevilla Football Club, where we're helping them with talent scouting using AI"

"In football, we start with an advantage. Everyone that works in the game loves it and this unites us. I think of The FA as three very different organisations: a governing body responsible for rules and regulations"

"Media owners are too old to cope with new technology"

"We have some really important principles, one of which is that AI works alongside humans, so it doesn't replace them"

"There’s an awful lot of headhunters that give people career advice as they move into professional life. There’s not very many that give people advice on the way out."

"There’s a small bunch of us that are my sort of age, who’ve held senior jobs in the City and we’ve all headed to a change of job or retirement and experienced a sudden feeling of ‘gosh, life went really quickly, what do I do next and how do I do it?"

"My problem is that I try to do too many things - I never say no to anything"

"But as the CEO, you are right in the thick of getting the deal closed to the very, very end. Then you sort of fall out of the business and think gosh, now I need to think about myself."

"My 17-year-old daughter would tell you that I can’t even sort out my social media accounts and here I am trying to run a tech company,"

"I found it very difficult actually"

"My ex-boss at Capital said one of the things he'd miss most about me is the 15 minutes at the beginning of a meeting when I don't turn up."

"Virgin Money was my baby. I devoted 25 years of my life to it. I’d set it up from scratch, stayed with it and made lots of personal sacrifices. When it came time to sell the business, that was definitely the right thing to do."

"I honestly didn’t know that much about Salesforce. I hadn’t actively applied for the job and I wouldn’t have taken it had I not felt fully aligned with Marc’s vision and values"

"In my previous job I used to struggle quite a lot with IT - I wouldn't have been seen dead with a laptop a year ago"