Yes, there are probably a number of examples. The one I have talked briefly about is the Canada Pension Plan Investment Board. That would be an example where I had.... It was a very big change in the structure of it, to set up a separate board that would invest in equities, bonds—a diversified portfolio—rather than government bonds.
It was a management style where there was a lot of pressure to deliver and a lot of complex issues needing to be sorted through. We developed a team within the federal government, and through all of the difficult negotiations we had with provinces and the public consultations we had, we were exposed many times to difficult issues that we had to sort through to decide how to present our advice and what advice to present. Through it all I tried to demonstrate to the team that we needed to do the proper analysis, we needed to do our due diligence, we needed to be open to all the views that were coming to us; then, at the end of the day, we needed to be clear when we made a decision what our advice was, going forward. And we needed to manage all of that in an environment where we were not only consulting with the public and their diverse views, but also with our provincial colleagues, who had a very direct stake in what we were doing.
Being able to manage those relationships both internally and externally with the various people and have a successful conclusion—not only developing the policy, but implementing it and seeing it years later be rewarded—I feel is probably one of the better examples of how I managed an effective file for the government.