As I said, I have been in the marketing field to the United States. I've been under a U.S. owner. Mr. Thompson is a very capable engineer, but he's not in this field of marketing.
When we were owned by a U.S. company, our U.S. work went up. Not only did it go up, but we became the number one company in the world to build ground stations for high resolution satellites for the U.S. government, and we are that today. That employs over 100 people in Canada today. All of the work, except for some very small amount, is done in Canada.
What he was referring to about RADARSAT-2 was that we were trying to import U.S. technology into Canada to build RADARSAT-2. We were trying to buy a satellite bus from our own parent company, and the U.S. government blocked that export permit, just as Canada can block the export permit of Canadian technology to the U.S.
When they block that export permit, we have to go buy from another country. There is no block going the other way.
Now, having said all that, the ITAR regulations are bureaucratic. They're slow. They're there to protect a whole pile of interests, and they do get in the way, but they're workable. We work with them today. You need to facilitate some people on both sides of the border. If you have that, it's very workable.
We did it for five years, and under Orbital Sciences, our company doubled its employment in Canada. It was the highest growth we've had in our history, and you can't blame it on the president or give the credit to the president, because I've been the president for a long time in both scenarios.