WS: How would you like to broaden the content offering to try and attract even more subscribers?

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WS: Sky is focusing on customer retention rather than churn prevention. Can you explain that?

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WS: Sports are a huge driver of pay TV. But in the U.K. there’s a strong publicly funded broadcaster, the BBC, which is part of the European Broadcasting Union and can jointly bid on certain big events. Has that made it any more difficult for Sky to acquire sports rights? How are you dealing with the escalating costs of sports?

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WS: You’ve been a main driver of PVRs in the market. Are you working with advertisers to find alternatives to the traditional 30-second spot, if those spots are being zapped through rather quickly by the PVR?

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WS: When you joined Sky, you became the youngest chief executive of an FTSE 100 company. Despite your experience at STAR, many felt you were too young and inexperienced to take on Sky. Can you tell us about those early days at Sky, what challenges you faced back then, and how you feel about being at the helm of Sky today?

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WS: If you hadn’t been born into the family you were born into, would you still be working in media?

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