I am certainly looking, as I said in my remarks, at the locally hired staff. What I have found over the years is that these people are passionate. They're in the country. They know their market. They want to help and they want to be engaged. One of the challenges they're having is how to actually engage their community.
As you've figured out, I'm in the same business as Brent, and we've been fortunate that the trade commissioner service has dedicated and focused resources on the aerospace side. In many countries there are full-time, locally hired staff—in China and Japan, to name a few, and Belgium, France, or the U.K., as well—who are solely focused on the aerospace side.
Obviously I have known these people for a number of years, but where they should try to do more, where the service can do more, is to get them a better understanding of who is doing what in Canada. If you're in the trade commissioner service, you know Bell Helicopter, Bombardier, Pratt & Whitney, CAE, and when they're doing their in-country visit or their outreach call back to Canada, the natural tendency is to focus on the larger company. The business model in our industry is that those large companies are doing less in Canada. They're more globalized, and doing more and more on the manufacturing side outside of Canada.
What they could do is actually get a better understanding of who's out there in Canada and who's their client.
For me the trade commissioner service is.... I'm biased. I'm working for an SME with 400 employees, and they are there to serve us. I'm not sure how much value they do have for the Bombardiers of this world and the larger multinationals in our sector. At the end of the day, these large companies do have the resources and the capability to do what they need to do in the export market.