What was really required was.... The infrastructure we had was getting tired. The previous owner didn't reinvest.
We put together a group of Bay Line communities, along with communities north of us in the Kivalliq district, and we were introduced to Fairfax and AGT in terms of coming up with a plan, so that the plan would be long-term, and making sure that regional ownership is key and critical reinvestment continues to happen.
By doing all of that.... It doesn't take long to think big and go big. We have to remember, again, that the assets that were invested into Churchill going back to the 1940s, 1950s, 1960s and 1970s weren't designed for Churchill alone. They were designed for moving agricultural products from the Prairies out to the world: Mexico, Brazil, Europe, Russia, places like that.
Today, we will look that way again. Our strategic partners have the wherewithal.... They're in the industry and will look north.
What's really critical here is that we have the infrastructure. It just needed some attention, and we're getting it that attention. We have a huge runway. In fact, we have two runways, which were designed by the U.S. military going back to the 1940s and 1950s. Those assets serviced the north. What happens is that at times there are duplications. It's hard with infrastructure; if you don't reinvest, it gets tired. Strategically, we have partners and we're prepared to be partners and reinvest in our infrastructure.
I'll tell you that nutrition north is a challenge, with the high cost....
Let's utilize the regions of Canada and use key regions like ours and Tuk so that we can help the regions that we're responsible for.