I think there are some areas that I would call “quick hits” or low-hanging fruit, where we know we have resident capability within the country and, in the case of the war in Ukraine for example, we know we would need to restock. We have a lot of armoured vehicles. We're world leaders in armoured vehicles, so that would be identification of one capability that we know is resident in Canada, and if we needed to source that very quickly, we could source it. We know that's going to be a capability that we're going to need for the long haul.
Another example would be something like cyber, where you have a lot of nationalistic interest. We know that it evolves rapidly. We know there are people in this country who do it. If you wanted to procure it like a service, you would set up a long-term sourcing contract with a vendor in Canada and you would move forward on those things.
I think it's a sort of double-pronged approach, where you continue with your strategy on one side, because it's a very long-term item, and in the short term you look at where we already know we want to keep capability in this country, where it's world-leading already, and make an investment in the quick hit in that area.