Thank you for the question, Mr. Masse.
I want to go back to the strategy discussions at the Rogers' board table over the last few decades, including when Ted Rogers was at that table, up until 12 years ago when he passed. There's been a conversation around deepening our presence in [Technical difficulty—Editor]. That's been a question on the table from the very beginning and the reason for the stake in Cogeco, the reason for always looking at opportunities to go further and go farther. That's why we bought Fundy Cable in New Brunswick and we bought Cable Atlantic in Newfoundland. Having [Technical difficulty—Editor] helps us get the scale to make the investments. This is a scale business with massive fixed costs, so adding Cogeco or adding Shaw brings those efficiencies with fibre or spectrum and allows us to do things when otherwise that wouldn't have been the case.
We needed to answer the Cogeco question. We held the shares for 20 years. Quebec remains a very important market. The timing of this is not something that was anticipated. The timing happens when the timing happens. The Shaw opportunity came to light in the last little while, and we at Rogers said to ourselves that this is a great opportunity to drive forward on the strategy and deliver the benefits for Canadians and the abilities that such a scale will allow for the future.