Certainly it demonstrated that Canadian industry can coalesce around requirement, where we'd had a hiatus in shipbuilding before that, between the building of the Tribals and the building of the Halifax class. So industry was able to coalesce around requirement. It illustrated to us the benefits of contracting out on a performance-based requirement, specifying the operational performance requirements rather than the fine details of how that performance would be delivered. Those have certainly been lessons that have been brought forward into subsequent shipbuilding programs, such as the Kingston class and currently the JSS.
One of the things that it did also illustrate, though, was that when we delivered 12 ships within a four-year period—they were all commissioned between 1992 and 1996—that then has continued the issue of boom and bust that the admiral referred to earlier. So that has also been a lesson that indicated to us that we wish to try to—again going back to the expertise question—phase out our deliveries in order to provide more of a stable demand on industry that they can plan for and work ahead to.