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Then I was at the Royal Bank of Scotland. I had no clue what it was about. "We're a big offshore company and we've got to be fair," I thought, "because the people who own the Bank of England are not going to get rich doing something they know they'll never do." In the early '80s, as I was heading to college, I met a company called Aon. The name was a little too long for my liking, I had no idea about it, but it worked out well. There was a big boardroom and people could work in the bank, and the bank was in business to finance our investment. This was in the early '90s and early 2000s. The company was called Aon, after the famous British offshore company, and it was run by an Irish-born, British-born director. The first one I met was the director of the Bank of England, Mr Sir Arthur Aon. He was the son of a former Scottish minister, and he was an accountant and a former general manager of a small business. He was a big guy, with an Irish accent. He was pretty much a good man. In the early '90s, I met a company called Aon. The name was a little too long for my liking, I had no idea about it, but it worked out well. There was a huge boardroom and people could work in the bank, and the bank was in business to finance our investment. This was in the early '90s and early 2000s. The company was called Aon, after the famous British offshore company, and it was run by an Irish-born, British-born director. Mr Aon was a big guy, with an Irish accent. He was a big guy. I did have a few friends who were in the same boat. One was a Scottish-born consultant, who was a member of the Scottish delegation to the UN conference. He was also a well-known name in the business, and he was a man of his word. Aon, a good man, was a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of a bit of