These are complex projects and the regulatory processes are complex. I wouldn't say they're obstacles but they're quite rigorous. I started on this project in April 2013, and it took us until March of this year to get our third environmental assessment certificate. I think most Canadian companies understand that three years is about right. But I represent a company that's coming from overseas and works in different jurisdictions. Particularly when there are changes, because changes do occur, it makes them very nervous and uncomfortable. They come to North America not because we're necessarily the most economic place all the time but because we offer stability, rule of law, and process. When we disrupt that, it makes foreign investors very nervous.
Obviously we're trying to bring in foreign direct investments. But that's the past. We've achieved the things we've had to do, and we're proud to have received those certificates. Going forward, what remains are the economics. The Americans, who were our customers in the past, are now our competitors. They were able to sell gas out of Louisiana, the south-east, and the Gulf of Mexico at very low rates. They are brownfield projects. We need to be able to compete with that.
With our economics we have an advantage because of distance. We're closer to the Asian markets but our economics are very critical. We are going through an optimization process right now to lower our costs. It's a good time to do it because the markets are down.
We also need to make sure the fiscal regime in North America is competitive internationally. That doesn't mean we have a low tax environment or giving us some sort of break. It just means to be aware of the competitive nature out there. What's Louisiana doing? What's Australia doing? They're going to sell the gas that we probably should be selling. Otherwise, we won't have a customer, because the Americans are producing their own.