I have a few comments.
First, we've looked at how we could accelerate the adoption of digital, from both the bank's and the SMEs' perspectives.
Second, one very important output of this strategic review—it was done by both McKinsey and the team internally—was to better understand from a numbers perspective and a qualitative perspective what the market share was that was up for BDC to serve more and better.
It was helpful to take quality time to understand which of the 1.2 million SMEs in Canada are to be served and supported by BDC. We were able to quantify this total addressable market for BDC. We were also able to qualify those clients that today are not receiving the support they should from other financial institutions. It brought us to conclude that if we had started over 10 and 15 years to support some underserved clients, then we need to accelerate this—especially in supporting more women, indigenous, Black and newcomer entrepreneurs, to name only a few.
I will say that this was often discussed internally at the bank. One thing that my new colleagues shared with me when I joined in 2021 was that we would like to keep on being a bank but to put a capital D in BDC, so that we fully play our role as a development bank.
This was a very important outcome of the strategic review. We were able to get there from a number and a qualitative aspect because of the combination of the know-how internally and the expertise we brought in from McKinsey.