Despite streaming, despite the rise of tablets and smartphones - all the implications which in theory would make linear TV less important - live sporting events are extremely powerful. But it's not the event alone - it's also what's surrounding it.

[Formula One racing looking after Jackie Stewart in 1968] was not so intense and, yes, it was much more dangerous - what was definitely different back then was the level of safety.

You have to see it on a broader level. But you also have to activate it properly.

When you have two people challenge for the same job and you keep them both and call them co-CEOs, or the whole fiasco of a 'merger of equals'... there is no such a thing. So if there should be dreams of dual leadership, the chances of success are limited. But Bernie [Ecclestone] is still at the top of his game I have noticed.

When I think back to 2005, the fast growth markets - what we call the fast growth markets - were probably ten percent of our business. They are now 31 percent.

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.

The arguments of waste are heavily overdone, because what you do is to accelerate the infrastructure that you have to build anyway, like airports and roads, and in this case it happens much faster. So speaking of a roadmap, without being specific, I would still go for Asia, Latin America, Africa and the Middle East - that's what our clients are really interested in.