Thank you, Mr. Chair.
Thank you for being here today, sir.
Before I got into elected office, I worked for a few different companies, and I've seen different managerial cultures. Certainly, there a great spectrum. At times, poor management can be a result of the individuals who are there, and at other times it can be a result of the general culture or ecosystem being poor. If you don't have strong processes in place, it can allow bad people to do bad things, whereas if you have good processes in place, at least you can ensure those people are following the rules.
I did note in your opening statement that you talked about the great work that SDTC has done. You do think it's a valuable enterprise and that with some changes it should be able to continue doing that great work, but when you were talking about the toxic work culture that exists there, I'm just wondering, could you go into a little more detail on that? I'm trying to understand. Was that a result of the fact that there were bad people there, or was it bad processes, or was it bad people and bad processes that allowed this to fester?