There are two key things that I think we should keep very much in mind. You described the success of Connaught. There was a reason Connaught was so successful. One of those reasons was that it was very explicitly, right from the beginning, committed to the public good. It stated its goals very clearly as making medication affordable and available to all who needed it. Now, that's a public interest definition. That's very different from what private pharmaceuticals do. I think that inspired loyalty in its staff and in scientists.
The other thing I'll just say quickly is that Connaught was based at a university. It was based at the University of Toronto. It expanded way beyond that. That meant it could draw on the expertise of the university, the scientific expertise. In fact, they could share research with private pharmaceutical companies. There tends to be an unwillingness to share any proprietorial information with other scientists. Connaught wasn't like that at all. They were constantly contributing to other medical advances. They became a hub for scientific inquiry. I think it's very important that if we go back to recreating Connaught, we once again replicate that model as a real hub of scientific innovation and collaboration with other scientists.