You cannot say you support a values based human rights agenda and have your defense industry dictate the terms of your relationships between states to the extent that you won't criticize states who you sell weapons to. People see this for what it is, they recognise the internal and external inconsistencies and are tired of it.

The way an orchestra is normally structured is cast in the image of what people in the 18th century thought society should look like. It's very top-down, a hierarchical power structure… I wanted to subvert that by creating a new orchestral structure that reflected how society could be.

The difference now is that our actions are not isolated. Developments in communication mean that we now engage in a subtle yet continual process of peer-review which assesses the morality of our conduct as societies and individuals.

I would argue that it's essential to set growth aside and prioritise achieving product-market fit. The logic behind this is straightforward: if you manage to attain product-market fit, you'll thrive, but if you fail, your venture will falter. It's that simple.

Once you're able to reduce the human element, and automate the reporting of these statistics- you will be greatly reducing the potential for misbehaviour. This is where regulators can leverage technology, reduce their burden.