Thank you.
The good thing about STDC is that they have a very rigorous process and they have a very good investment board and they have advisers. I'm allowed, ex officio, to sit in on the investment board. There are two, the biofuels board and the sustainable technologies board. I've spent days with each one of them to see how they process.
I have to say that it's a very good board they have, beyond the STDC board, and we as Canadians are fortunate to have them do what they do. I've seen the quality of the team that Vicky Sharpe has built. I'm impressed with them and their commitment and dedication. I think if they went into the private sector, they could probably make more. They have their processes and they evaluate them carefully.
The other thing I'm particularly impressed with by STDC is that they have metrics on what they do, capital they've levered, jobs they've created, sales they've created, and they've been audited many times. I'm impressed by what I've seen in terms of the rigour of the process.
As to what do I bring particularly, I would say my strengths particularly. I have a unique strategic eye, so when somebody has an emerging company, I mentor a lot of people in terms of the strategic navigation, the tactics that go with it. You may have one good bullet in your gun and you can shoot it at a moose or you can shoot it at a rabbit. How you navigate that is something I try to bring to that discussion with them, wishing them well.
I'll feel very good in five years when this term is up if STDC has stayed on its track of bringing more jobs and bringing more sales. Scaling these companies is the really big challenge I see with them. I try to focus on the nexus of hitting a commercially scaling arc. That's something I've done throughout my career.