I'll give a couple of examples. First of all, entrepreneurs and aboriginal businesses need to know how the procurement process works—how to put in a bid, what's expected—just so they can kind of get to the qualification table. So training, telling them how it works face to face, is important.
Second is telling them what they need to do in order to be a qualified vendor, the expectations of capacity, skills, and things like that. So if we have an incumbent in a position that has our business, tell them what and why it's got that business, so that they have a benchmark to go against.
Finally, I'd say the perspective, which I pleasantly see in many of these communities, is to have a longer term plan. Every piece of opportunity that comes to you isn't necessarily the one you should pick. Know what you're good at, know what your own long-term strategy is and your labour pool and capacity, and then pick that path that has decades' worth of opportunity. Many of the ones we've dealt with have really done a good job of knowing what they are good at, or going to be good at, and then we can daisy-chain into their longer term plan.