Thank you for the question.
I think what's critical, whenever you're implementing something new and you have to maintain either current operations or legacy systems, is overlap and backup. We can use any number of methods to implement something new. We can put a tiger team in place to write new policy and implement new program, but I think what's critical is not cutting off the people who are doing the legacy work from the forward-looking work.
In the defence department, just like in the Coast Guard, if we take a new approach to doing something, it's a transition from one to another. It's making sure that's seamless: people understand the training, that they are trained, they understand what's expected of them. I'll be working very closely with the vice-chief of the defence staff to do just that.
It depends on exactly what the defence policy review says—how much there's a pivot, or how much there's an expansion, or how much there's a change of what's being done.