I think probably a bigger piece of the answer to the question you're raising is this: when we see a business plan, what's our response? Every balance sheet and every business is going to have certain categories of assets, certain categories of liabilities. You have to line up the liabilities with the categories of assets and then set a debt repayment structure that enables the business to flourish as best it can. For example, if you're buying land, you don't want a five-year repayment program. You want maybe a 25-year repayment program.
It's a question of a number of things that we all build into our products. The first thing is what is the useful life of the asset, and how do we best accommodate what the length of the loan should be? A second thing could be that when a business undertakes an expansion, is the cashflow going to be impeded for some specific period of time? I'm adding x number of head capacity to my hog barn and it's going to take me six months to generate the revenue from that. Is it possible that we can defer principal payment for a period of time? That's an example of one of the things.
These are the things we think about. What is the business going to do physically to make happen what it wants to have happen? What are the categories of assets involved? How quickly will the revenue begin to flow against when the costs have to be incurred? Then we line up the loan so that we give a package that gives flexibility at the front end to enable the business to get started.
A business has to be viable. It ultimately has to have the capacity to service the debt that it places against it. But we can do certain things at the outset of some of these projects to expedite getting them moving.
If you're asking me what key thing we would do, I'd say probably it's how each of us address the need to be flexible up front to get the business rolling.