I think it's important to clarify, too, that in the example of niche products, I went to the most extreme, right? It's great when you can do it. It is true that an industry has to operate actually at multiple scales. I think that's one of the challenges. The way our industries are structured, we tend to have either very large-scale, or increasingly large-scale, operators and mills, and they are not flexible enough to operate at the smaller scales or serve those niche markets. From a strategy perspective, we have to work across the different scales in the industry.
In terms of niche market opportunities, we can't anticipate all of the products that may be produced, but we can create a viable timber supply that is diversified and we can create market structures that are flexible and dynamic so that those best opportunities can be achieved.