Thank you very much for the question.
Through a number of projects, what we were finding—and a bit of perception, a bit of reality here about the nature of some of the military requirements as they were stated and whether they were specifying a specific product, whether they were overstated—at times we would get feedback from industry indicating that what we're asking for in a combined set of requirements is not achievable. One of the difficulties about industry feedback...to be candid, we call it almost like an amorphous mass of industry; a number of players are competing against each other for work. Sometimes they will take on requirements that perhaps don't suit them and their product. We were looking for a means of an arm's-length, upfront look at the military requirements and struck a panel. It's quite a cross-section of people from industry, a former associate deputy minister from PSPC, an ex naval officer and deputy minister, an academic who could take on the role on behalf of our minister of challenging all the high-level mandatory requirements to ensure they were realistic, achievable, defendable, that they stood in policy, that it wasn't the military making policy of its own by just looking at what our allies had.
It is one of the best practices. Before when we talked about reforming defence procurement, it's one of the things that came to the fore in talking to our allies. It's already proven to be very effective for us. Again they report directly to our minister and write exclusively to him about the requirements for all the larger projects, and already we're seeing the benefits and the dividends of an early challenge, which could otherwise happen much later on. It could be at the time of an RFP when all of a sudden industry is pushing back on us, and we've moved forward. That's why it was created and why we're finding it effective today.