The defence renewal team, which holds so much promise for us, will be working on new ways of streamlining our defence processes. I speak hesitatingly about that because it's a new business for us; however, we know that it holds potential for high profit. This week alone, the deputy minister and I, together with the vice-chief of the defence staff and the co-leader of our defence renewal team, were in Toronto speaking with some of the leading businessmen in Canada who have gone through these very difficult transformations that relied on business process renewal. We're ripe for that, and I'll speak a little bit. As I was the wing commander in Trenton, for instance, I worked in a silo. I owned not only where the rubber met the road on base for our Hercs and our search and rescue aircraft and our C-17s, but I also negotiated with the shop stewards. I was well trained for the first, not so well trained for the second, and had to learn very quickly.
There are a lot of other things in taking care of a base—and we have 27 of these bases and stations across the country—that we believe we can probably do better. Rather than being in a silo, we can do it across our 27 bases and stations. That's only one of the business processes that we think show room for great profit in streamlining the process. There are others. The infrastructure and engineering processes and real property processes are ripe for renewal of these business processes.
I think that's where we're going to find the next tranche of efficiencies so that we can reinvest back into “tooth”.