It requires a significant overhaul.
We just secured a new contract with the Department of National Defence for our CTOS project. It's a Canadian tactical operations satellite. Just to give you an example, from the time it was awarded to when we had the contract signed, it took us more than, I would say, 14 or 15 months. That is a forever time in a start-up life cycle. A company can easily go under before that contract even materializes.
A big part is that these programs are not designed for the new generations of companies coming up. They're trying to build rapidly. They want to iterate as fast as possible.
When you're looking at, for example, the U.S., almost every regiment, like the special ops, the Air Force or even the CIA, almost has their own investment funds. From an idea up until investment, it's a one- to three-month process. You do a pitch and put your product in front of them, and they say, “I like it. Here's the first round of contracting.”
If you're looking at start-ups and not at larger primes, we need a better approach, more like a venture capital approach. I feel like even organizations like BDC are still moving at a government scale and at a government pace. There is a lot to learn from the venture world on how to keep up with the pace of start-ups and support their innovation.