The other, in Afghanistan, the Kabul Serena Hotel, was an early investment, partly also to try to spur a whole series of other private sector investors in the country at a fragile time.
I think the other requirement is that you have to have long timeframes. I don't think you can run this kind of private enterprise with simply a quarterly earnings mindset. You have to believe you're investing in the long term, and what you're creating is effectively permanent capacity in the country. You also recognize that these are fragile environments, so there's going to be a certain level of volatility.
The right combination of patience and persistence can pay off, I think, if you have the long-term thinking and if you've got the right score card. Profits are essential. You can't do sustainable economic work if you're not able to cover your costs and more. But you also need to be deliberate about identifying other outcomes you're seeking to achieve and measure them. They have to be measurable. I think where we've had enterprises able to do both, we've seen that kind of impact.
The Serena hotel chain now, of course, floats on the public exchanges in east Africa. It's a public company in Kenya. So it's another multiplier effect, because now the actual equity ownership of a firm like that is democratized.