You're right, that's one of the bigger challenges, I think. Even within the FIU community, we have different types of FIUs. Some FIUs are administrative and might be under the Ministry of Finance or might be under the central bank. They might have a little bit of a different culture than, say, some of the other FIUs that we have that are actually under the police or judiciary. Those have different philosophies, and different types of people typically work in those. We even have challenges with trying to get them to communicate together. Even within government, for example, there are FINTRAC, RCMP, and your intelligence services here. Try to get them to not work in silos. I'm not saying that they don't work well together. I'm just saying that historically you'll see there are challenges, because you'll have different cultures and different regimes. It's about building trust between these entities. There are different ways you can do that. This is not necessarily an Egmont perspective. My own personal perspective from working in U.S. federal law enforcement and on task forces, on which there were a lot of different people assigned from different agencies working together on specific tasks, is that they were incredibly successful. One of the best money-laundering task forces that seized the most money was El Dorado out of New York, run by U.S. Customs. At least 22 different agencies were assigned to it, working at state, local, and federal levels, and it was tremendously successful.
That's one idea. I'm not saying that it's what Canada should adopt, but it does help prevent the silo effect.