There are two ways, just as we alluded to in our comments. It's been a combination of organic growth and some inorganic growth.
Up until 2007, it was all a function of organic growth, just building one satellite after the other, getting them up there, building the base of the business, building the revenue stream, and the like. Then in 2007, when Bell Canada sold us, one of the companies that acquired us—it was PSP Investments, the Canadian pension fund—and Loral....
Loral operated a smaller satellite operator that didn't really provide service in North America. I mentioned that we had two satellites licensed by the FCC, one in Brazil and one in Tonga. Those all came over from Loral.
In 2007, we took that business, integrated it into Telesat—Telesat was larger—and overnight grew the size of our fleet by 50% and grew our geographic reach from a North American-focused company to a global company. Now, our global coverage is a little thin; we only have a few satellites serving those overseas markets.
So that's how we got to where we are today: a lot of organic growth, and then we were catapulted to a larger global position through this merger with Loral.
From that time, we've launched probably another four satellites. I mentioned that we have two more under construction, soon to be three. It's been a combination of those two.
And that's my expectation going forward. It's a combination of more organic growth, but it has to be complemented and accelerated by inorganic growth, and that's the area in which we need the restrictions removed.