It might be faster.
I think, again, with regard to executives, a lot of times it was someone who was friendly with the executives. That's why I mentioned this inner circle of people who were above regular Canadians going through the regular process. When I talked about some of these fast-track processes and issues like that, in certain cases it was an executive who was purposefully helping a company connected to a board member. When it was a situation like that—even in cases where, let's say, the project was rejected to the point where it was unfeasible even to take it to the board—a lot of those projects were then kept in the background. At any point, they were suddenly reactivated, whereas if someone had a real project rejected, they were specifically told it was rejected and “Here are all the requirements you need to come back to apply.” For other projects connected to board members, it was never a case of that. It was, “Okay, let's wait six months. Then we can move it along or try to pick it back up.” Timing was one thing, but a lot of it was a little more like that.
All the rules that existed were good to ensure everything was done correctly, but everything that happened that I'm talking about was more on the obfuscation of rules. There were all these ways to manipulate but still pretend like you were meeting all of the requirements that existed. When I'm talking about executives, there would be situations, in other cases, where an employee would write a specific finding or recommendation that executives would change themselves and then send it up to the board. Again, it's not that every person at the board level was corrupt. A lot of them were just, frankly, morons who didn't see what was happening.