Thank you, Mr. Chair and Minister, for the question.
The navy's example is a good one to explain how we leveraged McKinsey's experience in this case. In 2019, one of my predecessors issued a digital navy strategy, explaining how the navy would embark with digital at the core of everything we do, because that was essential to our operational effectiveness.
We released a strategy that set the broad guidance for what we needed to do and how we wanted to do it, but operationalizing that was not something in which, in the navy, we had a lot of expertise. There were a total of four contracts with McKinsey. One was for less than $25,000, so I won't touch on that one.
Effectively, the first contract was, how do we take this strategy and translate that into tangible, meaningful things that we can practically do that will deliver the best value for money? Once we settled on that, it was clear to us that, in HR management, a tool that would digitize our process for assigning sailors to the places where they were needed, maximizing their operational tempo, would help a lot.
We embarked on the second contract to establish that process. We realized the value of that—