YouSaid · the spoken record

Peter Burling

lines on the record: 51
first: 2024-12-25
most recent: 2024-12-25
sittings or episodes: 1
sources: podcast

Every line below is reproduced as it was said and linked to the record it came from. Nothing here is summarised or generated. Directory · Search · Corrections

“I think my favourite bit of advice is to make sure people really enjoy what they do. I feel like life Isn't massively long, and you've got to really be passionate about what you're doing and enjoy it, especially if you're really trying to get ahead and excel in that field because everything's hard work to a certain extent. And if you really enjoy what you do, it's so much easier to put in those extra hours or that extra little project or bits and pieces to really get ahead and push that area forward. Yeah, make sure you have fun with what you do.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Is a tough question. No, I don't think I have a particular, I suppose, motto that I live by, but I like to be relatively efficient with my time. I like to never be afraid to take on a challenge, never be afraid to put myself out there and just to continue to learn and improve. I feel like, you know. Always got so much you can learn from people, you can absorb, and you can get better. So yeah, for me, that's really the challenge and really, really enjoying it.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“To track that have been monitored by our Department of Conservation in New Zealand for the last 20 years, in that last 20 years, the breeding population had decreased by 70%. And to be honest, Have no predators on land, the species we were following, so the Antipoda and albatrosses and island 250 miles off the southeastern corner of New Zealand that you have to get a permit to land to it's pest free. I suppose a very isolated bit of the world. But yeah, still the species was absolutely free falling. Yeah, scary to see how quickly things can. Changing in a negative way unless you really shine a light on the issues.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“So, the foundation takes promising science and helps accelerate that and continues to promote the outreach. So we started off with a project around Albatross actually, which I sailed around the world in an ocean race in 2017. And when we were sailing through the Southern Ocean, you, I suppose, feel pretty out of your depth. You're on this small boat in the middle of absolutely nowhere with the weather systems down there are so powerful and they're these albatross just cruising around almost checking you out wondering what on earth you're doing doing down there but they just do it so easily and yeah the albatross mortell of biodiversity and how much the that they're as sentinel species so if they're struggling then then the ocean's struggling and you know we we chose a species”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Till the end of your career when you weren't too busy to take that on, but when we went and started talking to the science community and a lot of people in the area felt like the issues were too urgent to wait and it's been a really cool journey.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Live oceans are marine conservation charity that Flair and myself founded in New Zealand five years ago now so it's amazing looking back how much has happened during that time. In New Zealand have the fourth largest ocean space in the world and I mean the oceans the Thing that connects nations how it's really the heat sink of the world. It absorbs 90% of the heat, it does so much the heavy lifting with oxygen production. If you start talking about biodiversity, the oceans really, where a lot of that is left on the planet we live on. I mean, it's such an amazing... Thing that we race on that we felt like we were really had to do our piece to protect it. Normally you'd.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“I'm not too good at the hacker, to be honest. I more try and relax into my day. Pretty low-key person. Yeah, I find that just with the adrenaline of an event. And you've got to go up a little bit and find a good level for yourself. But it'll be a bit too intense for me.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Just seeing how the decision making process works, making sure all the athletes are really empowered to get the most out of themselves, but then you're also feeding the team at a really high level how they onboard people, how they build resilience within there, their group, I think. Yeah, it's really cool to see or to be able to learn from such an amazing team.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, I think the Sports are incredibly different and incredibly similar at the same time. And it's something that. The All Blacks have done an incredible job getting such a high winning percentage over such a long period of time and just continued to build those systems and resilience and continue to evolve themselves as a rugby team. It's been pretty amazing to see how they have their ebs and their flows, but they always seem to continue to perform at that super high level.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“I think if people knew it, it'd be easy to emulate. But yeah, I think we've, you know, as a nation, we're relatively innovative people and we just have a really good affinity with the water. Most people... I mean, so many fond memories of the water when they grow up and just love being in and around the water that, you know, I think that's just led through to a really high level of Sailing in our country, and it's yeah, for as long as I can remember it, it's just always been that way. I think success breeds success.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Water and so many people live so close to the coast, it's generally pretty warm climate, especially if you compared it to somewhere like Norway where a lot of the year you couldn't actually go on sail. In New Zealand you could sail all year round and it's just something as a young guy getting out there and kind of making some decisions with what to do with your boat and getting to race against some other people. I found really good fun and it's been an amazing journey.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, it was a little while ago now. But yeah, I grew up in New Zealand. So I grew up in and around the water and actually my dad had sailed when he was younger and kind of stopped sailing and got my brother into it so I was getting dragged along to start with and then decided to be more fun to go and give it a go than sit on the beach. I think where... Very lucky in New Zealand that so much of our nation surrounded by.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yep. Yeah, so this Americas couple was all biking. So that was really cool. And then you have obviously your reserves on both sides. So the power related guys end up rolling through, I suppose, people just because it's very intensive, you know, the level they've got to perform at. And then we have in the design group, you have a lot of people there. You can also communicate directly to them when you're training. You have people on the chase boat, you have your safety people, you have your boat builders, Mess, I suppose, little projects going on. But I think having a really good structure within that where you have a lot of people. Taking a lot of responsibilities really important Sure, I answered the question at all, but.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“That's the joy of sport. You get to guard and compete against the best people in the world and see how good you really are. And you've got absolutely nowhere to hide because everything's on the broadcast. There's so many camera angles. There's so much data out there that you've got to really go out there and put your best foot forward and be judged from that.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“You shouldn't be able to really tell Would have a few checks and balances within that if, say, there's a lot of action going on or it's a kind of very busy thing or there's kind of some indecision around what exactly we should be doing at a certain time and things are getting a little bit heightened, like having a good way of bringing things back down to the level they should be is really critical. But yeah, generally for us heightened to not a bit quiet is I suppose a very small band compared to what most people would operate with them. But yeah, you can really get to know people well enough and you compete with them enough that you know that whether they're working in a good window or they're feeling a bit of tension in a scenario.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“On the yacht, we all talk through a headset, so it's very loud. So you have your earmuffs on and you have your microphone right in front of your face. So you talk at a... Us, we try and talk it like we're talking here at a normal volume, and you can say things so much quicker if you're talking at a normal volume rather than having to yell. But yeah, being very careful of, I suppose your phrasing in our communication loop's really important, making sure you have ways of getting information across very quickly so you don't clog up the comms loop because essentially only one person can talk at a time on that comms loop and knowing kind of who should be feeding and what information at what time. So you're expecting to hear something from a certain voice is very key as well.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, so in the American Scup View, I sat on the starboard helmet, I suppose, skipper of our boat, and then I had another helmsman on the port side, Nathan Outeridge, who sat on the other side. And then we had two trimmers essentially sitting in front of both me and Nathan. So Blair sat on the port side and Guy Andy sat on the starboard side. But yeah, at certain times you can't see very much that way or you're concentrating very hard on keeping the boat going fast.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Engaged in that meeting to be able to not feel obliged to be there and go and do something else Yeah, just the efficiencies you can derive from that, I suppose, flexibility within a process is so key.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“So, yeah, I mean, you go back to an efficiency thing, like the process you're doing at the time on an efficiency thing is so important. Even if you look at the... Amount of meetings you're having, how productive everyone in that meeting's being at the time they're in the meeting Whether people are sitting in a meeting to say two words and they've kind of wasted an hour of their day or whether they're kind of fully engaged and it's a download of information to a wider group. There's so many points in a campaign and sporting. Environment where you can gain a lot of time in your day, or you can lose a lot of time in your day, and not just for one person for a wider group, which is, I mean, exactly the same business. If you're having a meeting, you want people to feel like they can walk into the meeting. And if they're not.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yep, yeah, I think I've always been very process orientated, but one thing I would say is you need enough flexibility within a framework to be able to create innovation and to continue to improve also. If you get too process focus and just go through and that's you and off you go, then you end up quite stagnant and it doesn't progress. So I think you need enough structure that people know where they should be, what tasks they should be doing, but you need enough, I suppose, space within that structure that they can grow and take risks and do different things and then to rebuild that process on a regular enough basis that it's still relevant to what you're doing at the time.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“In sport, you've got a hard deadline of a competition normally that you're building up against that time's the only thing you can't slow down. It kind of keeps marching. How much efficiency you can gain through the debriefing process and people being honest but also willing to, I suppose, push the boundaries enough and put their head out at times to take something on. I definitely feel like one of my main roles within the Americas cuff is really managing a bit of that risk profile and kind of understanding a lot of the big global decisions and how likely that is to result in us not being able to do a race or not being able to do a training session or what compromises we're going to have to make to keep a bit of equipment in one piece and that's all you know a lot of its efficiency related as well.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, I think in sport you have a. Lot less avenue to hide, so you know if you're not completely honest and transparent, people can tell straight away. But also everyone's, they're trying to push for the same outcome. So that's what I was trying to talk about before with the environment. You want to create an environment where People are honest about whether they think something's worked or not and aren't afraid to put their hand up and say something if they think it's not. The amount of time you can waste Going around in circles where someone's made a small mistake there and you haven't quite figured that out and they haven't put their hand up the inefficiencies that can flow on from something like that are massive and time is always the enemy.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, we'd have a debrief after every day and then a debrief. Either whether it's periodically or after events, depending on how long it's been, and just When you're trying to Suppose make some good decisions about where you should go forward. I think having a little look back is always incredibly healthy thing to do at that stage and not be afraid to make change. Also making sure you debrief the winds just as much as the losses. I think you can always learn a lot by what things have worked really well in a win. But also even in a win, there's also a lot of things that you still want to improve and get better on. So most people, I don't think are consistent enough on their review processes and their feedback loops as to how people can improve and get better.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Think we're really lucky that we have these moments where you get to compete and you get to put your cards on the table and see how things are performed and then go back and learn from that. So we generally would debrief we'd make sure we get feedback from the entire group.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“So, I think environment's such a big part of what we do, trying to give people the freedom to learn and grow and improve and see a progression in themselves something that's incredibly important, but then obviously trying to push it in a really healthy direction for the team's really important as well. Yeah, I think that. Part of how the feedback loop works is really important, how the debriefing works.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“I think you've got a show of frustration at times. You've definitely got to make sure you let people know where the boundaries are. But you've also got to create an environment where people aren't afraid to be innovative to try things, to develop, to take risk. So, I think With everything, there's always a real balance. You want people to not be afraid to take risks. You want people to put their hand up when they make mistakes. You want to really create that environment where people are really enjoying what they do because if you're enjoying what you do, it's so much easier to put in that extra bit of effort that you need to perform at the highest level.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“No, I'm pretty calm as a person. I think I think in our sport, if you lose your temper too easily, you can really throw away a lot of points or throw away opportunities to close out events at the margins are so small now that you just can't really allow that to happen.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“It's relatively passive, but yeah, just it's more around discussion as to. Coming up with theories as to why something should work or not.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“I think playing to your strengths a little bit. Me and Blair would be quite different people, but in saying that we've got a lot of similar passions, we both love the outdoors. We're both really competitive and we both often share the same goal. So just that understanding of you know that you're never going to make all the decisions right, but you're both trying to head to the same place. It's not always full happy families. You've got to be able to have good discussions, and I suppose some people might see it as minor conflict, but you've got to be able to have those healthy conversations in terms of how do you actually shift from where you are now to a better place. something that I think really keeps things fresh and pushes you forward.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yep, we've won three Olympic medals together. Two ended up being silver. So the first one felt like we were on this massive learning curve. And never really got to the Australians that ended up beating us. I can't remember how many events, but quite a few on the trial, and one with a huge margin at the Olympics. Rio, and then obviously”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“I started starting with Blair in 2009. So, yeah, a wee while ago now, 15 years or something. Yeah, we started our relationship in the 49er and then have sailed together and CalGP and also the America Scups. We go a long way.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“We've also done a lot of work with a few psychologists just trying to make sure you mentally get in the right headspace. And I think it's one thing in sport that has come a long way in the last 20 years is making sure and allowing people to be a lot more consistent with their players, making sure you kind of have tools within your own quiver to make sure you're ready to go out there and compete.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“So, yeah, it's an interesting conversation when you talk to people about whether when it comes to a competition, they've been eagerly awaiting that competition for a few days or whether they feel like they're just ready for the competition when their competition arrives. I'd say I'm more on the side of feeling like I'm ready for a competition on the first day of the competition. Normally try and continue to be trying to progress right up to that and right through the competitions.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“No, probably. Relatively low on my superstition factor if you looked at a traditional athlete. One thing I really like to do is make sure I come into a big event knowing that I've done all the preparation to the highest level I could, knowing that you've done all the, I suppose, hard work and you've really maximised the time before the competition to make sure you in the space you need to be but also all your equipment and you're really comfortable with a lot of the decision making processes, how things are going to unfold.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“It varies massively on how much load we're doing on the water at the same time, but yeah, we. Try and make the simulator as close to reality as possible because it's, I suppose, really good for the practice racing side, but then also it means that you can design a faster boat because your simulator is actually as close to reality as you can get it.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Traditionally, would have been if you looked at a five-year average. But yeah, the simulation has just become a massive tool, both in the design space, being able to make sure you're picking a good concept, also getting all your muscle memory around how you're using your user input devices. And then when it comes to the racing side as well, being able to get enough cadence out there racing. So do you have a similar”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yep, yeah, the simulators Huge tool in the world of sailing like it has in the world of motorsport. Not only for, I suppose, designing the boat, choosing kind of what compromises you want to make on the equipment because there's always, I suppose, positives and negatives to any decision. You know, there's times where you can, I suppose, take a gain on both sides of the coin. But there's a lot of times where you're trying to figure out where you're trying to position your package relative to. You're guessing your opposition might be, or where you're guessing the forecast might be, which is become incredibly hard of late with the, I suppose, forecasts becoming so far off what they...”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“The America scalp and in sailing, I think, in general for sure, it has a really big benefit. On the Americas carpets, it's very much being able to have a lot better conversation with the engineers and the designers, albeit they are at a much higher level than I ever would be in a specific field. Just being able to understand enough, I suppose, base principle around why something's doing, what it should be doing or how the global structures kind of. The big picture items are coming together, I think it's really beneficial. But also then when you're Trying to hedge one side or another of a problem, you know, just having a little more base understanding of what is actually going on within that situation is, I think, really, really positive.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“I wouldn't say more, but I think Trying to get the most out of a bit of equipment and being able to evolve and adapt that bit of equipment as you go is something I really enjoy.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah. Once a race comes at three minutes to go from the race, you're shut off and you're in your own little bubble. So you've got to, I suppose, monitor a lot of systems on the audit at that time as well. Make sure that things are all working as they should and that you aren't overloading anything on the package because I suppose there's a lot of things in the boat that are sitting right up against their peak loads a lot of the time. So yeah, I mean, it's a really fun space. Before I got fully into sailing, got halfway through an engineering degree in Auckland. And I really love that technology innovation side. Do you like that more than a sailing?”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“I think your human interfaces is really interesting and has evolved a really long way, the way you Interact with the boat, whether it's through the steering wheel or the control surfaces you use and then how that data gets projected back to you through the screens is a massive loop that continues to evolve very, very quickly. But also the way that now you can interface back with the shore. You can really cut down your iteration cycle time by having a lot of people watching live data and then actually going over the data and giving you more things to try. Are you allowed to communicate”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“I mean, it's Boats are getting incredibly technical. Yeah, I think. The composite side would be the most strained kind of composites out there in the world. Because we're pushing the boundaries very high, we have an incredible amount of monitoring on those so we can push right up against the limit and also that monitoring while you're sailing and then also the monitoring when you get back to shore to see if there's been any. Suppose start of degradation on the components, you know, you can pretty much go back in the data and look at whatever camera angle of whatever incident and hear exactly what was said on the comms. So it makes for this really kind of open, transparent conversations because all the data's there, all the comms, all the audios there. So you can really get to the bottom of whatever's going on pretty quickly.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Very well. Yeah. Yeah, we felt like we were really confident with our piece of equipment and how we sailed that and how we dealt with the decision-making process around the boat. The Americas cutboats have become very interesting because where you sit on the boat, you have a huge blind spot now, so you're kind of really relying on the people on the other side of the yacht to help you make some of the decisions and to utilize their view at the time to keep you in the correct part on the race course. And I think we did a really good job of that on our boat, is making sure we're always making good decisions around the race course and distributed the load really well around the bike.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“To just build something, I think it's incredibly hard to tell Say that because we don't really know the ins and outs of their program.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Think within a sport or a business, you don't have one super strength. I think you have, you know, to be a In sport now, everyone's very good. Everyone performs at a very high level, but it's making sure you do all the little things really well. You come together as a group well, you work well with your engineers, you know your equipment incredibly well. And just the level's getting so high that everyone's playing out at the moment that you're always trying to look for these little Wii gains that if you can find one or two little gains across an area, you very quickly get quite a significant jump. So that's what we try and do is I don't think just trying to continue to outlearn and out improve our opposition. I don't think, and I think the rate of improvement is more where the teams get defined.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, I think so My mindset's very much if there's an opportunity to make sure you take an appropriate amount of risk with it, whether it's how you're sailing the boat. But in saying that, I think as a sailor, you want to be technically good across the board. You don't want to have any weaknesses. So you can use all the tools in the toolbox for a very cliche way of saying it. And take what options you think are the correct ones at the time.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, oh, I mean, in our sport, there's so much of. What is actually conservative and what is actually aggressive in traditional sense, it's very obvious to a sailor what conservative or aggressive is, but when you actually play scenarios fully out to an end state, it's quite hard sometimes to tell whether something is, I suppose traditionally would have looked very aggressive but is actually what you think is the lowest risk option at the time or whether engaging with another boat and just kind of taking the conservative option is not actually a conservative option if you looked at it over a longer period. So yeah, there's a lot of whether you're trying to play against an opposition or whether you're just almost trying to time troll your race or”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, for me, it's variety. It's doing things slightly differently. I think we're really lucky we're on a sport where there's an incredible amount of varieties and also the technologies evolving very quickly. So you have different challenges you have to overcome on a regular basis. Sailings are quite a unique sport where it's very much a decision making sport. definitely do not get all the decisions correct and it's all about making one or two more correct ones than someone else and you know leveraging yourself and taking a bit of risk when you've got an opportunity to make a potential gain but you're also knowing when to cut your loss”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“Quite a while. Heppy is quite a hard thing to quantify, right? But yeah, you really, I suppose, get that sense of accomplishment and pride of what you've managed to achieve. I think the losses always hurt a lot longer than the wins are happy make you happy for. But yeah, either way, I think it just fuels you forward into the next adventure.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source
“It really depends. Normally, after a competition, you're pretty tired. Normally you're just trying to enjoy the moment with everyone that's got you there. For an America's Cup environment, there's 200 people in the team. There's all the friends and family. There's your own family. So yeah, there's just so many people that I suppose supported you along that journey. You know, it's really nice to be able to share a moment with everyone just because generally you end up so busy and the actual competition phase that you don't get a lot of time to really enjoy it with the people that have supported you to be there.”
2024-12-25 · In Good Company with Nicolai Tangen · Bonus: Peter Burling about sailing, risk and decision-making · IDENTIFIED FROM THE TRANSCRIPT · source