If you look at the sponsorship yields, Formula One - because it happens every year - generates more sponsorship money for a four-year cycle than anybody else. So it is very powerful.

If you run a country and want to put it on the global map you don't have so many choices. You can get the Olympics, the World Cup or a Formula One race. And the first two are only every four years - and you have them only once.

The fast growing markets - the BRICS and Next Eleven - are the key. The next billion consumers are not going to come from the US or Western Europe - they are coming from Asia, Latin America and Africa. Formula One follows our strategy: fast growing markets, data, and digital. All those three things Formula One has. And it involves a stunning array of companies. Now that doesn't mean there can't be more.

Formula One gives a platform to companies like Rolex - and that's just in media space, watching television or reading newspapers, digital or physical. You see the brand in the context of the competition and bring it to the attention of everybody on a regular basis.

There is much romanticism about Formula One of the past. Today it has to be more of a family sport, not less. It is a fixture in the Sunday afternoon TV programmes, and probably flamboyance - those white silk suits and devil-may-care attitudes - would be outworn attributes today.

In our business, except in media buying, there are few economies of scale. Client perception of creative agencies is that the bigger they are, the worse they are.

Formula One does very well. It is a very interesting asset. Could it be run in a different way? Sure it could be. Could it be improved? I'm sure it could. But all I can say is, it seems to do pretty well.