For us, it's about maintaining a strategic balance between streaming, which is clearly where the industry is heading, and the current reality of linear broadcasting. We often describe it as managing the clutch control between these two spheres. Linear television remains critically important and generates a substantial portion of our revenue. We're fortunate to be ahead of the curve, with 30% of our revenue now coming from digital channels – up from 22% two years ago and 16% five years ago. This significantly outpaces the industry average, where broadcasters typically generate about 10% of revenue from digital.

The most significant challenge emerged when we launched our "Fast Forward" strategy, which represented our pivot towards digital. This meant commissioning content with digital distribution as the primary consideration. The single biggest shift was cultural, with many colleagues initially apprehensive about what these changes would mean for their roles. In reality, it was simply a strategic realignment – understanding where viewing habits were trending.

Given what we observed with younger audiences, particularly 16 to 34-year-olds where 42% of viewing came from our streaming service last year, this transition was vital. We've now set a target that by 2030, 50% of our revenue will come from digital sources.

Viewing paralysis is a huge issue as content libraries expand. To address this, we're delivering a streaming experience that enhances discovery through data and user interface improvements, while maintaining our role as a trusted content creator.

What makes our approach unique is the balance between AI-driven personalisation and human editorial oversight. We launched what we call an "unalgorithm algorithm" to address the echo chamber effect that many recommendation systems create. While we employ algorithms like other platforms, we also curate collections and drive discovery of content that viewers might not realise they wanted to watch.

This stems from Channel 4's unique position. Our founding mission included representing otherwise unheard voices and reflecting Britain in all its diversity. So while we use technology to personalise the experience, we also deliberately expose viewers to different perspectives and content they might not typically select. We're combining the best of technology with a human-led approach that serves both advertisers and viewers.

When evaluating potential investments, market demand is crucial. We talk extensively with our customers about how we can help them and where they're heading. With the growth in our digital business, first-party data and partnerships with data providers have become increasingly important.

We test viability through small closed tests or soft launches with selected brands and advertisers. We typically look at a 3 to 5-year horizon for return on investment.

Our approach to technology involves partnering with companies at an early stage of development. This allows us to shape the product evolution and ensure it becomes genuinely fit for market purposes. The primary advantage is gaining early access to innovation, while challenges typically emerge when partners undergo significant changes or when our requirements evolve beyond their capabilities.