That speaks to the performance of, essentially, the contractor. It doesn't necessarily speak to the performance of the overall procurement process and output, of which the subcontractor or the execution arm is only one element.
Do you have a feel for the global performance metrics? How do we ensure at the end of the day that the military is achieving the capability it deserves and needs within the budget and timelines that have been specified? How do we ensure that we're achieving Canada's goals in the defence industry, technology transfer, and those other kinds of things? I'm talking about all the things wrapped up in procurement. What kind of procurement-modernization performance metrics are you envisioning on that front?