We talk about lessons learned and feedback loops. CANOSCOM works in a very dynamic environment. I've been in place for just over two years now. We have been constantly engaged in operations over that two-year period, so I get constant feedback about whether we are providing the right level of support for what we do. I'm not trying to be coy by any means, but very clearly, our ability to deploy and support operations is probably my best litmus test of whether we have the right capabilities and the right measures in place.
Then what I need to do, and you're highlighting that, is be attentive to lessons learned, from a technical perspective specifically, to allow us to ensure that if there are weaknesses in my training or in my competencies I can address those as we move forward.
Much of it ends up being technical. Whether I'm talking about materiel management or accounts structures or some other matter, I have a very knowledgeable team that works in Montreal and I have a supply unit there. They do all the theatre activation of supply accounts. I won't say they're a “one of”, but it's a different type of activity in terms of how they conduct their business of support to deployed operations.
They have never been out of work. They are working day to day. It's almost like a business practice. You essentially take operational activities that are happening and address those, based on whether you see weaknesses, and if you do, you temper them.
But I would say it's incremental pieces. It's not huge things, cases in which I've had to go in and say “not good enough” and we have changed systematically our whole approach. I would say the operational tempo and the environment and responsiveness have allowed me to view capabilities on an ongoing basis and make sure that we are managing it to the best extent possible.