If I had to pick a favourite to specialize in, it would be this: the business model I've described is evolving in such a way that it's face-to-face business. One needs a presence in Saudi Arabia in order to take advantage of the great growth possibility. One needs a presence in China to take advantage of this. It is that presence and the ability to have an ongoing conversation that creates the business.
For that, we need more feet on the ground, and we particularly need more feet on the ground from our International Trade people. I'm sure you could increase the trade commissioners by 50%. That would make an enormous difference to this picture, because of the numerous meetings they must try to orchestrate. They're just run off their feet, and we see this directly when we visit them. We organize events with them, and we get more people in the room. We participate in these things; they are the kinds of resources that make those things actually happen. A Canadian company has a body when they show up in town to take them to the right meetings, see the right people, and get a transaction done.
My second one is FIPA, the foreign investment protection and promotion agreements, because once you get there.... When people look at the benefits from NAFTA, the biggest one came from the investment protection side, because then people in the automotive business could invest in Mexico without concern that they would be treated differently from any other company. It was the bit of extra assurance that makes an important difference: that their government has negotiated something with the other country making them equal. That would be the big facilitator.