To begin, I want to emphasize that this is part of a process that starts with that face-to-face meeting, perhaps in a faraway land. The people at head office do most of the work of the actual completion of those things. And we spend a great deal of time out in the marketplace as a staff when the transactions come to light.
So what we're talking about, the people on the ground--the 10--are true business development folks who are keeping contact with strategic foreign buyers and facilitating visits for Canadian companies when they are there. They work hand in hand with the trade commissioners in the consulates or the embassies or high commissions. In fact, their offices are normally right beside them. We co-locate. So there is a very cohesive relationship there.
We have a plan for expanding this. We're starting to get good payoff from those things. We have, if you like, a kind of machine going in terms of how we do these things, and so we expect that will rise steadily over the next few years. But it is expensive, so we research very carefully and look for the outlook of those markets and what we are actually going to be able to do for Canadian companies before we do it, so we're not just going everywhere, but we're being strategic about it, and it will go up.
Also, as Mr. Siegel was saying, under his leadership our whole delivery system has changed to one that is fully integrated. So if the front-end person is there representing a sector, they're talking to the right person, and they have stacked up behind them all the key people who can fulfill the demands like that. It's not a compartmentalized model, but a fully integrated one.
Perhaps my colleague would like to add something.