Thank you, Brad.
We spend about a billion dollars a year in capital. About $300 million of that is in wireless, and $700 million is in our wireline business, which of course is exclusively in the west. Those investments will continue, but as Joe pointed out, there are opportunities [Technical difficulty—Editor] that Shaw would not be able to take advantage of.
The best example of that is probably the rural and remote areas in B.C. and Alberta that are currently being served by fixed wireless, an asset that relies on a series of spectrum bands. This is a collection or portfolio of spectrum that we simply don't have today. The 25-year head start that the incumbents have had on this means that, while we have participated in the recent auctions, we simply don't have the depth of spectrum to be able to provide that product to rural and remote B.C. and Alberta. What that means for many of those communities is that they simply have one carrier, a simple monopoly.
The advantage of this synergistic marriage is that we are able to go to those communities with a product and do so in a very rapid way to give them choice in the market [Technical difficulty—Editor]. We also believe that with the benefit of the combination, we'll be able to reach communities that otherwise would not have been served.