One of the things we have shied away from.... To Mike's point about how we operate very transactionally, we look at everything on a procurement-by-procurement basis, which means you don't get these very large economies of scale. You also don't get business capital being invested because the buying is too small and it's lumpy.
If you want a very large prime—whether that's Canadian or even foreign-owned—to start integrating parts, components or sensors from your own supply chains, you have to be doing that much further up front. You have to have a relationship, which is going to guarantee that they are going to get their return on investment from you over time.
It's a little bit like flipping our minds around from doing buy-by-buy to a more longer-term strategy where you have a partnership with a particular company that you know is going to evolve a product over time. Think about Microsoft Office, and the next generation is coming.
If you build partnerships, with either foreign OEMs or.... I would argue, really good ones are like what we've done in our national shipbuilding. Then you can start looking 20, 30 and 40 years down the road. You then have more leverage to say to those firms, “Can you please integrate my Canadian technology within that very large and guaranteed longer-term investment plan?”