I'm only going to talk about RFPs.
We participated in it. Just as an example, there was a PPP RFP. Our organization does public-private partnerships. We have a new model. I've written a book about that model. We have an alliance with KPMG. We are a small company, but we are very good at doing what we call adaptive procurements or adaptive relationships, the outcome-based procurements he's talking about. We've done it in many different areas in Ontario and here with the federal government, but then there was this PPP RFP. To get on this PPP, you only have the big guys: KPMG, Pricewaterhouse, EY, and Deloitte.
The way the gates are set up, only these guys can make it, because they're looking for a global firm, somebody who must have done it before somewhere else, and they don't restrict it to Canadians, so it has to be somewhere else. A lot of these guys have done something maybe in Australia or in the Middle East, and they bring that experience. They went through that experience, but their local capacity or ability to do anything is zero.
They refer to something called “reach back to bench”, meaning that when you have tools, you reach back to get a tool from the bench to do something. This reach-back mechanism most of the time doesn't work, so they bring in somebody from the U.K., from Australia, to provide some high-end advisory stuff, but we know how to do this right here. That's one example.