Thank you for the question.
As indicated, I sit at the Conference of National Armaments Directors, where I have engagement a number of times a year with my colleagues, both in plenary and in bilateral engagements. We have other bilateral engagements and we speak a fair bit in a Five Eyes context.
In the broad approach of how we typically do major procurements, government establishes policy and makes those decisions. We then have a project or program approach that speaks to two gates entering definition, and then implementation is pretty standard among all our large allies.
We may be structured differently. In Canada, we have a separation between what my organization does and what Public Services and Procurement Canada does and what Industry, Science and Economic Development does, but almost all of our peer nations, I would say, have a similar breakout. It may be within their department of defence, but nevertheless they break it out that way.
I would say that in the context of all the things we need to do, ensuring we are gaining value for taxpayers' money is pretty common across the broad allies. I have not come across the silver bullet that we would adopt from somebody else's system, where they've kind of cracked it. We're pretty similar that way, in authorities and how we do things. Timelines can ebb and flow, but there are a lot of parallels and similarities between us and our allies in terms of large military procurement.