The honest part is that I didn't sleep when I retired because I had too much energy.
The automotive side is a good one, but I might go around your question a bit here.
It's important to realize that the value chain is very immature. The processing part of the industry to get the fibres we need is very immature. We need to develop that in the industry, and it will be taking place here very shortly, either through myself or somebody else.
Then there's our plant, and then there's the secondary processing for.... Let's say we decided to make insulation—that's a huge market—or we do a fibreglass replacement; that requires another factory. There is investor interest in that, and we will deliver on it, but the trick is that this whole area is very immature, whether it's refining wood fibre or refining hemp or flax. When we get that maturity, it will open up a lot of markets, such as the aerospace industry or making bulletproof vests for the military. We've had all those inquiries.
This fibre is very strong, and it can be engineered. How do we go about that? There are different ways that I've done it. One is through a team. I have a team that develops products, but I limit them to four products at one time. The secondary way I do that is to invite other innovators to use our equipment and develop their products, using natural fibres, and we enter into business arrangements afterwards.
For example, insulation is that way. I'll invite other innovators in because I don't have the time or energy or the people to do it and not focus on those four.
I'm not sure if I'm answering your question, but—