I'm a developer so I'll use a practical example.
BC Hydro in the early seventies went of its own accord to drill its own geothermal wells, and if you know anything about the subsurface business, you should know that you should actually have some experience in it before you start. So the results of BC Hydro's experience was that they spent about $75 million—this is seventies money—on three wells that produced nothing. So their institutional memory around that experience, I think, is quite sharp.
What we try to do, both at the industry level and at the individual organization level, is convince them that the risk-return—a sort of cost-benefit analysis—can be influenced by applying new technologies. In our case, since we're dealing with subsurface reservoirs, we really are taking a lot of what has been learned from the oil sands, frankly, and reapplying it. So they're not necessarily new technologies in the sense that they've come out of nothing or that they've just been created. We've seen them used intelligently and productively in other applications. We want to repurpose them to change that cost-benefit ratio and if they believe that, which to some degree I can never force that belief, then they'll take us up on it. I can't explain why, but to date we have not been successful.
Does that answer your question?