It has changed a little bit, because I've had the advantage of seeing it far more closely. For the first six months I didn't actually spend much time in the head office. Not coming from the operation, I decided I'd better get out there and talk to as many of our people as I possibly could, on the night shifts and on the evening shifts of our plants, see as many of our letter carriers as possible in our 1,500 letter carrier depots across the land, look at as many of our retail outlets as I possibly could, and hear from our supervisors, the 2,800 men and women who, 24/7, are there making sure the mail gets out to everybody in Canada every day. That was a great educational experience, to see the company from the ground up. I think that's how you get the real feel for what a logistical piece of work it is. That's number one.
The second thing I've realized more now than when I first began, from my discussions with customers, many of our customers...I'm very pleased to say that Canada Post has probably some of the bluest chip customers in the business list of any company in Canada. Getting out and actually talking to our customers, finding out how they see our services and what alternatives they have, what the competitive alternatives are that we must meet every week, every month in this country, to keep those businesses as our customers, meant that I learned a lot from those conversations.