Peter Henley: "We’ve increased the number of people in Head Office, because we didn’t have a Development department, which you need to grow.  We didn’t have HR department and we didn’t have the right operational structure.  We’ve put all those people in place.  And it’s tough to get people to, we wanted to try and our philosophy was to try and recruit people whether they be at hotels or corporate level, 'show us your medals' was the strategy we had.  We want people who’ve been there and done that in another organisation and did it well. We weren’t proud of the fact that we needed this expertise.  So to go out and sell, oh come and work for a little Thai based company, to people who are in the large chains is a difficult sell, but we’ve managed to attract people from Ritz Carlton, from Hilton, from Shangri-La ah, from... from Holiday Inn.  Who are all excellent companies who’ve done these things well and we’ve brought those people with their expertise into our organisation to try and infuse that experience with the very good basic qualities that we had in the organisation and have had for thirty odd years.  And so that’s pretty much been achieved now.  At the hotel level, as we  bring on new hotels, we’re trying again to bring in new people with this culture and experience which enables us to have the, build the right culture in the organisation and thereby achieve our aim.  It’s really really at the centre of what we’re trying to do.  I mean our our management trainee programme is all about that."  

Peter Henley: "In order to achieve this leading Asian hospitality ah provider goal, we need to get five things right.  One was, we have to have the right brands for the right segment. One is the right network and we’ve gotta grow and have the right network around the place.  The right operational standards of excellence.  We said okay there are certain things that you’ve  gotta have in order to be a regional provide, whether it be the right technology or the right ah CRM or the right loyalty programmes , we’re putting those in place.  But...and the right support was the fourth one, which is from a Board structure internally.  But the right culture, the right people.  Absolutely essential and ah so we’ve, we’ve  done that by a, a number of ways.  We’ve put in place a very substantial ah HR department and the, the owners of the company have supported this expense, if you like, before the revenue comes in.  Because, we said we had to get eleven different initiatives right.  We had no training strategy,  we had no...strategy,  we had no succession planning strategy, and  these are all really important to get the right people in place.  We had no management trainee programme in place as it were, and you’ve gotta start bringing in employees at the beginning and raise them to the end.  And we fundamentally believe that, as one of my old Chief Executives used to say, it’s the people that make the difference and it’s really a philosophy to keep on trying to burn into the company.  We wanna be more collegial...we wanna be more collective in our decision making process but we wanna make sure that the people who who operate in our business, whether they be in the hotels or the regional offices, are focussed upon the fact that it’s the people that make the difference."