I'm building. It's almost like I'm a scientific architect. I started 10 years ago. I know that commercialization is important, and that's why we started this company in Burlington. Last year, we started selling materials. We don't need to do high-end stuff. We sell materials. Last year, we were at about $500,000 in revenue already, after year two. We've set up global networks. We just got a distribution hub in China, and one in Australia. I'm using that part to build that scenario, to build the expertise, so that when we're ready academically, I have a place to translate it.
This is just my own strategy, but again, not everybody has those kinds of strategies. The thing is, because we don't have a network in Canada, that's what the seven cancer nanocentres are doing. They're focusing on getting collaborators, industrial partners, and clinical trials. I'm also related to a couple of those centres, in terms of collaborations, where they need expertise from us.
Again, it's like you either, as a academic, build it because the expertise is not there or you let industry do it, but sometimes industry doesn't really understand emerging technologies. You also have to train people so that they're able to translate. Because these are newer areas, some people who might want to start a company may not understand why nano is important. It's experience; they read it, but sometimes they need practical experience associated with it.