Actually, I happen to believe it's an advantage. It really is. It's a good point, because the problem is that people want too much out of a set of financial statements. They want that to do the work of too many things. They want it to be both good for stewardship reporting, accountability, telling the picture, telling the story, and they also want to be able to use it for cashflow management and all those things, and I don't think it's very good at that.
If you were to focus your cash management and say, look, don't confuse that with reporting, but focus on cash management--how you're going to invest your surplus moneys, where you're going to put it, what debts you're going to pay, what liabilities you're going to pay, what assets you're going to liquidate, and so on and so forth--in a specialist, focused way, I think it's much better than trying to say, I'm going to mix it up with accounting and everything else.
So for me it's a plus. In private businesses you have the treasury function that deals with investments and how they invest and what they pay and all those functions, and they're not the same people who prepare financial statements, so I think it's a plus.