Part of it is time to allow these results to start delivering, because, at the end of the day, the general partners that are fundraising and allocating funds have to deliver results to their investors. Eventually, when you exit a business, ultimately it has to be an asset business, and so they have to demonstrate that their thesis is correct and that these businesses are succeeding.
As compared to the U.K., I'm not quite sure how we benchmark. I don't have the stats in front of me, but just to give you a sense of the gaps between the Canadian and American markets, at the height of capital allocation, 2021, Canada had about $16 billion deployed into the asset class. By comparison, in the U.S. it was $300 billion. Of course, that right there gives you a sense of the gaps that exist in capital allocation, so when I talk about how, perhaps, the priority is to grow those pools of capital, I think that goes to the core of the argument.
As for the biases that exist overall, whether it is in the U.S. or Canada, we're no strangers to that and we see those same biases. We're looking to address them, but I think that perhaps there's also an element of just waiting for the sector to mature.