Ken Hydes is such a prominent face in the Camana Bay Town Centre that some of his friends jokingly call him the mayor of Camana Bay. Although he’s quite happy in his current role with Dart Realty, Hydes still plays a critical role with another of his major life employers, the Cayman Turtle Farm. He discussed both jobs over lunch at one of Camana Bay’s newest restaurants, The Waterfront Urban Diner.
Growing up on Church Street in West Bay, Ken Hydes had an early childhood that was pretty typical of other working-class families in the district.
“Dad started off in the merchant marines like a lot of Caymanians in his era,” he said. “Eventually he came home and got into interior decorating/painting. My mom, pretty much all of her adult life was in… hospitality. She worked primarily in the duty free stores downtown. Eventually, when she left there she went to work for the Education Department.”
Things changed in 1978 when Hydes was 13-years-old, with the death of his father. From that point on, his mother, struggling to raise two boys on her own, had an increasingly important role in Hydes’ life.
One of his pivotal points came after graduating from the Cayman Islands High School in 1982 at the age of 16.
“When I finished school, I felt that I’d earned the right to sort of relax and take a bit of time off,” he said. “I remember one morning my mom coming into the bedroom and going, ‘OK son, you’ve got two choices: You can go and find a job or you can go and further your education. This is the start of a new week, by Friday you need to have a direction.’ I was like, ‘What do you mean? I need a break’. And she said ‘No, no, it’s time’.”
Hydes did what he was told and the die of his career was soon cast.
Education and early career
Given the choice of getting a low-paying job for someone just out of high school or seeking to further his education, it was an easy decision for Hydes. But, with his mother raising two boys on her own, finding a way to further his education took a lucky break.
“I obviously realised the opportunities for overseas education were very limited at the time,” he said. “I had done reasonably well in high school, but I certainly wouldn’t put myself at the head of the class. But I was very lucky; I went to the careers office, and Mr. [Edgar] Alan Jones was there at the time. I said my main requirement was ‘What do you have available that can actually see me leave the Island to get some form of education?’ And he said, ‘Funny you should say that. McAlpine Ltd, in conjunction with the Cayman Islands Government, has just posted a number of scholarships’.”
Since McAlpine was a construction company, the scholarships were for lines of work in construction trades.
“They have one for carpentry, one for electrical and one for construction plant/construction equipment management/fleet manager. I said, ‘I know a few carpenters and a few electricians, but… you know, there’s not too many of the other guys, so maybe I’ll take a shot at that’.”
Jones gave Hydes the particulars of the scholarship opportunity and set up an interview for him with Henry Propper, McAlpine’s former managing director.
“I walked in and he says, ‘Good morning. You’re Mr. Hydes?’ And I said, in a very low voice, ‘yeah, I’m Mr. Hydes’. And he went to shake my hand and I did this sort of lame handshake. So he said to me, ‘Ken, I’m going to do this all over again. I’m going to ask you to go back out, knock on the door, come back into the room, announce yourself, shake my hand like you mean it and do full eye contact at all times’.”
Hydes said that was one of those moments in his life that he’s never forgotten.
“It’s things like that that have probably impacted the direction of my career and my development more than stuff I would have learned in a formal academic setting,” he said.
After doing what Propper requested, Hydes was offered the scholarship to learn about construction plant management.
“So on August the 28th, 1982, I landed in the UK, very much feeling like a fish out of water,” he said. “I remember this very long, distinctive drive out on the M6, through Milton Keynes, and out through the countryside and every village I passed through… I literally prayed a small prayer and said, ‘God, please don’t let it be this one’ because my view of going to England and going to the UK for school was… large cities with all the excitement that a small Caribbean island couldn’t offer. And every one of these villages reminded me of [Cayman]. West Bay had more activity than some of these villages.”
Hydes arrived at Kettering in Northamptonshire and started to attend the construction management programme at Stafford College in nearby Stafford. He was originally slated to take a three-year programme, but that changed when he excelled to an unexpected level in his studies.
“In my third year, I won the award for the top student and I actually beat out people in their fourth year,” he said “So the government and McAlpine made the decision to let me do the advanced level training – the fourth year – and my performance was equally good.”
While studying in England, Hydes only came back to Cayman for Christmas. He worked during the summers, travelling all over the United Kingdom, getting practical experience and earning money while he was getting his degree.
“It was actually a nice [financial] package that they offered me,” he said. “I earned a salary, but I actually also had what they called back then ‘subsistence’ for people living away from home. So I did pretty well and was able to enjoy England… and travel around. So it was really a formative time.”
In 1986, Hydes returned to Cayman with the wife he had met and married in England and became an assistant plants operations manager for McAlpine Ltd. The first big project he worked on was the Great House condominiums, one of the earliest luxury developments on Seven Mile Beach. At the end of that project, he was promoted to plant operations manager for Cayman.
“At the time, I was the youngest plant operations manager within the global company,” he said.
Hydes went on to work on several of McAlpine’s iconic projects in the early 1990s, including Ugland House, the new George Town Fire Station and the South Terminal Cruise Passenger Landing.
Then in 1993, the construction industry experienced a recession and started laying off employees. Although Hydes said his job was safe with McAlpine, he started to explore other opportunities. He found one at the Cayman Turtle Farm, owned by the Cayman Islands Government.
Opened in April, The Waterfront Urban Diner is not like any of the other restaurants at Camana Bay.
At its core, it is just what it says it is: an urban diner. It’s not a fine-dining restaurant, but a place where you can go to get a good, reasonably priced breakfast, lunch or dinner.
It might seem strange to call a restaurant in the Cayman Islands an “urban diner” considering the population in Cayman would barely qualify it to be called a town in many other countries. But the ‘urban’ part of the name comes from the modern décor and from the eclectic menu which offers cuisine items that draw from many countries around the world, which is definitely an urban concept.
The vibe inside is urban like as well, with lots of conversations bouncing off the hard surfaces, giving the Waterfront a city-like atmosphere.
Although the menu features a bit of the exotic with starters like Moroccan meatballs, they are meatballs all the same and meatballs are comfort food wherever they come from. The best way to describe The Waterfront’s menu is that it’s comfort food with inventive ingredients that will likely appeal to Cayman’s cosmopolitan population.
Dishes like Mac n’ Greens offer macaroni with a blend of three cheeses and a side salad of mixed greens; the Aussie Burger has double-smoked bacon, pineapple and pickled beetroot on it; Chicken & Waffles takes diners to the American South for fried chicken over corn bread waffles and then smothered in gravy; and Canadians will enjoy the Poutine – hand-cut fries topped with real cheese curds and then doused in gravy.
For our lunch that day, Hydes had the Fish & Chips while I tried the Caramelized Onion Soup and the Spicy Mahi Sandwich with a salad instead of fries. Neither choice was fancy, but both were tasty and satisfying, which is the obvious goal of The Waterfront. But both courses were jazzed from the ordinary in unique ways – the soup by using caramelised onions and the sandwich by using scotch bonnet aioli.
For desert, we tried – well, I tried and Hydes took it to go for colleagues – one of The Waterfront’s divine Cinnamon Buns topped with house-made icing. I can tell you this: Cinnabon holds nothing over on these guy and I was an instant fan.
The Waterfront shares a kitchen – and ownership – with the ultra chic Mizu, the Asian bistro that opened the week after Hydes and I sat down for lunch. Between The Waterfront and Mizu, the restaurants offer two distinctive choices, both of which however have a very urban feel to them, making them a perfect fit on Market Street in Camana Bay.
When Hydes took the job as the Turtle Farm operations manager, Jim and Fern Wood were still there in the respective capacities of managing director and research director.
Less than two years after he started, the Woods resigned and left the Cayman Islands and Atlee Ebanks became the managing director. However, Ebanks wasn’t in the position long.
“I think it was 1996 that Mr. Atlee resigned and I remember upon Mr. Atlee’s resignation, myself and a great friend of mine, Mr. Joe Parsons, who was the research manager at the time, decided we better go in an check with the ministry to see what was happening,” Hydes said. “So we went to see the ministry. We had a meeting with Mr. [Kearney] Gomez. We were having a chat with Mr. Gomez about… where we were going to go from there with the farm, because obviously the managing director was leaving. And the Honourable John McLean, the minister responsible for the farm at the time, came into the room. He sat and we chatted for a while and then he looked over to me and said, ‘So, if I offered you the position of general manager of the farm, would you take it?
“I said, ‘No, no, no, absolutely the best guy for the job is Mr. Parsons. And Mr. McLean said, ‘Here’s how I see this working. When Joe wakes up in the morning, I don’t want him to worry about the business aspects of the operation. And when you wake up in the morning, I don’t want you to worry about the biological aspects. So you’re the general manager, he’s your deputy and would you take the job on that basis?’ So I said, ‘Well, I guess I will’.”
Hydes said he was the youngest member of the member of staff when he took over the general manager position and that he got great support from the Turtle Farm’s board of directors.
“At that time my board was made up of great people like Captain Charles [Kirkconnell], Frank Banks and Richard Coles,” he said. “These are people who have hugely impacted how I perceive things and how I go about conducting my day-to-day life. I think that’s sort of a common trait that’s been woven throughout my career. My opportunities to interact with people have led to different opportunities, but have also led to helping to formulate how I think about things.”
In total, Hydes worked at the Turtle Farm for almost 15 years and he saw many changes.
“I arrived at the farm at a time when it was profitable,” he said. “On a good year we were probably showing a half a million dollars in profit on gross sales of probably $3.5 million. But the overall operation was in need of upgrades – everything from the water distribution systems to the [point of sale] and accounting systems.”
One big reason the Turtle Farm was profitable back in those days was its tourist market share, Hydes said.
“Back then we were, from a land-based tourism attraction perspective, the only game in town. We were probably at about 24 per cent of all visitors to the Island; both cruise and stay-over were visiting the farm at that time. In the current environment, with a much more diverse and increased competitive set, we’re probably at 13 to 14 per cent, so we’ve dropped some percentage points.”
Troubles on the farm
A declining market share at the Turtle Farm were only part of the troubles for the Turtle Farm in the 2000s. Some were caused by Mother Nature, like extensive damage by Hurricane Michelle in 2001, a catastrophic lightning strike in 2004 and more damage by Hurricane Ivan in 2004.
All of that damage forced the Turtle Farm to improve or replace a lot of its internal systems – everything from the pumping systems to the accounting systems – and to consider moving farther away from the shore, where it would be less susceptible to wave damage. There was also a perceived need to try and create a better tourist attraction, one that could increase the declining market share.
The government decided to create the Boatswain’s Beach tourist attraction, which incorporated a relocated turtle farm into a theme park. But the project not only went significantly over budget and was shrouded in controversies over the way it was financed, the way it was tendered, it has also lost millions of dollars and been a major drain on the government’s budget since it opened.
The Boatswain’s Beach project became a major political talking point and Hydes left in 2007, the year after it fully opened.
After the May 2009 general elections, Hydes was called back into service at the Turtle Farm by the new government, this time as chairman of the board. In the time between when he had left as managing direction and when he returned as chairman, the global financial crisis had begun, exacerbating the financial stress on the government caused by the Turtle Farm’s losses.
When Hydes took over the chairmanship, there was a lot of work to do.
“When I took over the chairmanship in 2009, my mandate was to essentially try and reduce the dependency on government for subsidy.”
Hydes said that in the financial year that ended before the current board took over, the subsidy was in the region of $12.7 million.
“Now it’s $9.7 million or round it up to $10 million,” he said. “We have looked at every aspect of the farm. We’ve made the very difficult decisions on staffing. We’ve tackled the retail, we’ve tackled the food and beverage, we’ve been more aggressive on our packaging… putting packages together for cruise lines that we would have previously been dependent on third parties putting together for us.”
Although Hydes thinks the current board and management have “gone a long way toward rectifying and adjusting” some of the things that were adding to the Turtle Farm’s losses, he realises that the public doesn’t necessarily see that as a victory since the government is still having to subsidise the Farm with almost $10 million a year.
“There seems to be a prominently held concept out there that what we need to get some third party to come in and buy up the unprofitable parts and leave us with the Turtle Farm,” he said. “I think that if you say that a couple of times with prominent business people in the room, you might find that it doesn’t quite sit well.”
Hydes said the ultimate reason why the Turtle Farm is losing money, beyond having to repay the bond issue that financed it, is that it simply hasn’t met its revenue projections.
“The price that we needed to make it profitable and the volume we needed to make it profitable, neither one, the market wouldn’t bear,” he said.
The redevelopment has also caused a major increase in expenses, everything from utilities and maintenance to labour costs. Even now, after the staff numbers were trimmed, there are still close to 90 people employed by the Turtle Farm.
In 2010, there was a lot of talk about privatising the Turtle Farm or even selling it outright. But a sale or private investment has never been close.
“In my tenure as chairman, there was one group that started to take a look at it,” he said. “One of the things they said was… we think this would be a good venture, but what we need is we need government to continue to pay the bond issue.”
Not surprisingly, the government wasn’t very interested in that proposal. Hydes said he never saw details of any other real interest in buying the property.
“As a [member of the] board, I only knew of one expression of interest,” he said. “I understand there were others that never quite made it to the board level.”
Hydes doesn’t think it’s feasible from an investor’s standpoint, at least not with the current visitor numbers, for someone to buy the Turtle Farm and run it the way it is.
“If you go in there and you look at the salaries, you look at the efficiencies…I would be hard pressed to see a group that would come and maintain the current operation and could actually take it from where we are right now – with a $10 million a year subsidy – to profitability,” he said. “The Farm has a considerable land holdings, there could be the possibility that someone could buy it and just shrink it back to the original format. We know that if you just shrink it back to the original format, cut your staff – probably take your staff back to 25 to 30 – and just run a small, tourism-based operation with a commercial farm, and get rid of all the other assets, you may be able [to make it work].”
Hydes said that the site, even with its landholdings, has a lot of specific buildings and constructed features that would have to be demolished for someone buying it just for the land.
“It’s not like it’s vacant land where you can build a condo block,” he said.
Beyond that, there just hasn’t been a lot of interest expressed in buying or investing in the property.
“First and foremost, we haven’t had people clamouring at the door,” Hydes said, adding that although the Farm hasn’t been extensively marketed, the government’s public statements have certainly made it known that the Farm is partially or entirely available for purchase to a private entity.
Not only have such offers not come, Hydes said that, given then circumstances, any offers the government and the board were to likely receive would be so low they’d be “insane”.
But Hydes doesn’t think getting some private funding for the Turtle Farm is out of the question and nor does he think having the Turtle Farm subsidized to a certain extent is unreasonable.
“As a country, we need to recognise the uniqueness of the operation,” he said. “In other countries – of much large magnitude, granted – places of scientific significance in a lot of jurisdictions are subsidised because of the value they bring to the broader learning process. So I would challenge the public not to throw the baby out with the bath water, but to look at what can be done. I think that one of the things that is really an untapped resource and future boards will have to deal with will be looking at how the whole research and education component can be capitalised on. Research projects can be funded. Opportunities can be identified for people to donate. We just haven’t got there yet.”
In addition, Hydes thinks that the amount of the subsidy given to the Farm by the Cayman Islands Government can be reduced further.
“The one thing that can be done… is increase the numbers, increase our market share and that’s been a primary focus in recent times,” he said. “You get the numbers up through an enhanced sales and marketing programme.”
Still, Hydes is realistic in his forecasts.
“Am I painting a picture that if I was to remain chairmen for the next four years that somehow I could get [the subsidy] down to… $4 million? I think we could continually chip away at it. In 2019 the bond will be paid off and the number that we’ll be dealing with at that time will be roughly $3 million of subsidy. I can see how the general public could find it somewhat hard to palate, but I think the message I want to get out is that where we’re at right now is not because the current management and the current board haven’t actively done everything within its remit to basically push back the tide.”
As part of the exercise of looking at all of the Turtle Farm’s cost centres, the management and board examined the sale of turtle meat and decided it had to raise the prices.
“We had to try to bring it more in line with what it would actually cost to produce it,” he said. “One of the big expenses at the Farm is the supply of water because it’s all electrically generated. We had to keep that in mind.”
He said the idea was to put the price closer to where it should be and let the market dictate it from there.
“There were two reasons for that: One, we were trying to get the price up and two, because the production and the hatchery output was somewhat low,” he said.
So in early 2010, the Turtle Farm basically tripled the prices of its edible turtle products, causing some in the community to object.
As turtle production increased – Hydes said it’s “on a nice incline” now, the Turtle Farm was able to reduce the price to about half-way between where it was in 2009 and where it was when the prices were first increased.
“We wanted to see where [the price] would balance out,” he said. “I think right now we’re at about $12 a pound and that seems to be [a position where] our demand can sustain that and the market can bear that. So it’s sort of reached a price elasticity… that is quite healthy.”
But the price of turtle meat hasn’t been the only controversy on the farm production side of the operation. Last year, the Turtle Farm became the focus of a scathing report by the World Society for the Protection of Animals.
Although the Turtle Farm’s management and board of directors didn’t agree with all of the WSPA’s report findings, Hydes said it has been very useful.
“I don’t think it would be a departure from anything established that we’ve said, but there are aspects of their report that have shed light on opportunities for us to improve animal husbandry techniques and general visitor experience.”
Hydes said some of the things highlighted in the WSPA report were a “call to action” for the Turtle Farm.
“We’ve actually moved forward on some things that from a budgetary perspective is a bit taxing, but from a best practices perspective, it’s absolutely necessary – like the hiring of a full-time vet,” he said. “So, there’s good that has come out of this report. But I think we’re still a long ways off from what I think the national position on this issue is and where the WSPA would actually see us being.”
Two of the big things WSPA wants to see is having the Turtle Farm cease the production of turtles for edible consumption and limiting the numbers and ways any turtles kept there are displayed.
“On a personal level, I believe that their ultimate objective of closing the Turtle Farm or basically bringing it to a point where it’s mainly a display facility, with a small amount of turtles on display… really takes away from the true value of the Turtle Farm. It has allowed the Caymanian people and people who have now come to call Cayman their home, the opportunity to continue a practice of enjoying an edible turtle product that otherwise we’d be reliant on the wild population, which is not really in the best shape to be that resource.”
Hydes said that he eats turtle, something that started when he was a child in West Bay.
“As a young boy, I was definitely expected to go walk up to Morgan’s Harbour up the Batabano Road on a Saturday morning with my pot and money in hand to collect my turtle meat for Sunday lunch,” he said.
Hydes said that eventually, as the culinary tradition of eating turtle fades, demand for turtle meat will likely decrease.
“But I don’t see that happening anytime soon,” he said. “Certainly there’s still a demand for the product. It always catches my attention when I hear the teens and tweens expressing the fact that they want to have some turtle, so I don’t see [the demand ending]. If that ever happens, I’ll long be gone.”
Dart Realty and Camana Bay
After he left the Turtle Farm in September 2007, Hydes started a couple of businesses; one a consultancy called Mydas Consulting and another a company that maintains larger generators called Mydas Generator Services. Both companies were named after the scientific name of the green sea turtle, Chelonia mydas.
During his time consulting, he was engaged by Dolphin Discovery and their local partners “to basically shepherd through the construction and getting their operation open there”, something Hydes said was a very dynamic and thrilling time when he learned a lot.
But after the project was completed and global financial crisis set in, Hydes started looking for other opportunities.
“It was time to look for a really sustainable organisation,” he said. “I was actively looking for some new direction and new opportunities and ended up applying for a job here with Dart Realty as project manager-tenant improvements.” In July 2009, he started working with Dart Realty, mainly coordinating the fit-outs and move-ins of new tenants in retail and commercial space.
Hydes said working for Dart has been an “amazing step” in his career.
“I came with the intent of doing a really good job and I stayed here to do a really good job.”
One of the things he’s really enjoyed at Dart is being able to have interactions with bright, young, motivated Caymanians like Brenton Rankin and Dulian Terry-Swaby, both of whom worked under him when they were first hired and both of whom have been promoted to different and higher positions since.
Hydes has been steadily promoted himself, from a project manager to the Town Centre manager to his current title, vice president of place management and experiences.
“Within my department falls Town Centre management, sport and recreation – that deals with the swim programmes, the rental of fields, rental of venues, general sport programme development, cultural programme coordination, the ambassador programme – then we have a special programmes unit and I still maintain the tenant improvement unit as well,” he said. “Camana Bay is meant to be a place where people can come enjoy; where all the different competing interests [can coexist]… For example, one of my daily challenges is managing the relationships between residential tenants upstairs and (the restaurants and retail tenants) and God help me during the fit-out process.”
Hydes said the goal with a lot of his team’s efforts was creating a sense of place at Camana Bay where both visitors and tenants can do a variety of things.
“We’ve worked to try balance all of those stakeholders that have an interest while delivering a place that truly is unique,” he said. “It’s unique in Cayman but I want to say it’s also unique in our competitor set.”
It’s taken some time, but Hydes thinks Cayman’s resident population “gets what we’re about now”. One thing he feels strongly about is that Camana Bay is not a place just for rich expatriates.
“Absolutely not,” he said, “A lot of the experiential programming – Moonlight and Movies, Live on the Paseo, Imagination Playground, Drummer’s Circle, Christmas Tree Lighting – doesn’t cost anything. Whatever the demographic of the visitors to Camana Bay, they can find something to do that will be meaningful to them. I have people who come here, park and just go for a walk. But I do have people who come here, go to one of our fine dining restaurants and have a three- or four-course meal – so there’s a wide range of products.”
Although prices of Camana Bay’s retail outlets that sell luxury goods are understandably higher, there were many businesses that sell their goods or services for the going rate in Cayman, including The Waterfront Urban Diner where we were eating.
Hydes, who gets to interact with many overseas visitors at Camana Bay, said he attended the Caribbean Development Bank conference and that during a reception he spoke to a delegate from one of the other Caribbean islands.
“He was saying, ‘Can you explain this to me: With a place this pristine and this prestigious, where are the gates’? I said. ‘There’s no gates’. It’s open for everyone. The fundamental philosophy behind this place is it’s a place for all. It’s a place where everyone can come see, be seen and be engaged in or involved in some level of activity.”
Now that he’s been with Dart Realty for nearly four years, Hydes said he feels “woven right into the fabric of this organisation”. When people say they don’t like coming to Camana Bay or they don’t like the Dart organisation, he will try to tell them about his own experiences.
“I think if you look at what we’ve done, what we’ve continued to do, and if you take it right back to the core values, this is an organisation of integrity,” he said. “A lot of times people focus on acquisitions and what’s owned, but there’s an aspect to this organisation, which really talks about our desire to develop better futures, better opportunities and that’s why I show up here every day and go to work.”
Hydes said there are a lot of misconceptions about the Dart organisation because of people not understanding “who we are as an organisation”.
“I relish the opportunities [to talk to those who don’t understand] because it gives me the opportunity to tell people about my experiences with working for Dart as a Caymanian,” he said. “I didn’t arrive at this organisation in the position that I am. I arrived her at a junior managerial role and in four years I’ve worked myself into the role of VP.”
One of the misconceptions Hydes said he hears sometimes is that the only Caymanians working for the Dart Group are “paper Caymanians”.
“Over 60 per cent of the people who work throughout our broader organisation do not need a work permit,” he said. “If you break that down, it’s probably approaching the 45 per cent range that are what we call native-born Caymanians and a large percentage of that are the young and up-and-coming.”
Hydes said he’ll sometimes have new, young Caymanian staff members express surprise at the working conditions at Dart.
“They’ll say to me, ‘This isn’t like my last job. Everyone is so supportive. Everyone is so willing to share. I get the things I need to do my job. They’re talking to me already about thinking about what educational development programmes I am going to want to engage in after I come out of my probation’. This is the organisation I know.”
Hydes said that when many organisations hire a young Caymanian, it becomes an article in the local media, but Dart doesn’t view its employees as public relations opportunities.
“We hire a new individual, we support them, develop them and watch them excel,” he said. “Our traditional view is our human capital is not part of our marketing campaign to the community because they’re individuals and we respect them at that level.”
When people express doubt about the number of native Caymanians working at Dart, Hydes said he invites them to see for themselves.
“One of the things that I’ve always said to people is that if you want to see what Dart looks like on the ground, come and visit me, tell me a time you can come and visit and I’ll have you to my office and I’ll just let you sit in my office in the doorway and just watch who goes by,” he said. “There’s a huge disconnect in our community between what the perception is of this organisation and what this organisation is really about. I’m not the exception to the rule. I’m just part of a system that really works.”
Hydes knows however, that many people object what the Dart Group does, especially when it comes to things like the controversial closure of a section of West Bay Road.
“I think parts of [why people object] is some people just don’t want to see new development,” he said. “They think that as a whole, everything should remain the same. I think that there are people who are sincerely and adamantly opposed to this and I’m still glad we live in a country where people who object to things have a voice and a strong voice. But I also think the intent of what has transpired [with the closing of a section of West Bay Road] is a forward-looking, forward-thinking plan for development of the country. And I’m happy that I’ve had the opportunity of being a part of explaining it.”
Two years down the road, Hydes said he thinks there will be a “maturity of thought” over the West Bay Road issue.
“I think eventually people will say, ‘You know what? That was actually a good thing.”