Thank you very much for your question.
As I was saying, I can't speak about the past, but since arriving here, my priority has been to listen to the teams so that I can understand what they were going through and what they had in mind, with a view to boosting team spirit.
Earlier on, I mentioned the importance of building the institution's internal capacities. That begins with individuals. My management style focuses on individuals, and it proved successful in Joliette. Since my appointment, I have accordingly spent an enormous amount of time meeting the National Gallery of Canada's teams, with a view to understanding what they think would work well or less well, and where improvements might be made, all with a view to continually improving our working relations and methods. It is already paying off, at least in terms of the overall atmosphere in the institution.
What I've been feeling from the very outset, and it's truly remarkable, is the strong desire for internal capacity-building and for developing outstanding projects that will put Canadian artists on the map from one end of the country to the other, as well as internationally. I think a management style that puts people first will enable us to build tomorrow's National Gallery of Canada.