We built that company because we were in the level of technology most of your customers or governments are in. It's just the level of technology that does that. We diversified our marketplace by quickly becoming an exporter.
But we used to do the first system--we still do, I guess--by having it procured by the Canadian government. We developed the technology, and the thing that happens.... It was part of what was in those days called the unsolicited proposal program, which got shot in the head at some meeting of bureaucrats at some stage.
The beauty of that program was that you could make a proposal to the government and the government would say “Yes, we want one of those. We'll buy it from you.” In effect, they were a friendly customer. We then adopted the paradigm of taking that and exporting it. We became the world's leader in remote-sensing ground stations. Ultimately, as you know, it became a space company.
The R and D takes place in the corporation. You develop the knowledge base inside the company, so it can respond to changes in the marketplace more quickly. That's extremely important for all of these science and technology-based industries, because we live in a world where the technology changes very rapidly.
I think it's important to understand that policies that put the knowledge development next to the market are important. Canada's done a pretty good job in the tax system area. The SR&ED arrangement works pretty well. We even took a little bit of advantage of that at Day4.
Finally, regarding the granting system, grants have their place, but I'm not a big fan.