Two people.
Every skill you need.

Jennifer built the systems that kept large companies running while everyone else slept. The kind of infrastructure where, if something goes wrong at 3am, important people in expensive suits start making phone calls. She built it well enough that those calls were rare. This is not something she mentions at parties, because she is an engineer, and engineers don't do that.

She also has tens of millions of social media views. Not from one lucky video the algorithm stumbled upon and then forgot about. From consistent, scheduled, actually-good content, produced with the same rigour she applied to enterprise infrastructure. She is not a person who advises on social strategy. She is a person with a real audience, built from scratch, who occasionally advises on social strategy.

The combination is, frankly, a little unreasonable.

John's first decade in hospitality was largely involuntary. You don't choose to grow up in a takeaway: you just find yourself learning, at fourteen, that if the fryer breaks on a Friday night the world ends, that every customer has a strong opinion about how their order should be done differently, and that the margins in this industry are approximately the width of a cigarette paper. He has been working in the sector in various forms ever since.

The FTSE 100 years added structure to the instinct. He became what the corporate world calls a consultative sales professional, which means he asks a lot of questions before saying anything, and when he does say something it tends to be accurate. He will not sell you something that doesn't fit. Not out of virtue particularly, more because selling the wrong thing to someone and then having to look them in the eye is deeply uncomfortable, and he has a good memory.

He finds problems interesting. This is, professionally, quite useful.