Yes. Thank you.
My point may not be relevant, but given that we've talked a lot about contracting and outsourcing in firms, there are a couple things I'd like to leave you with, given I'm moving out of the public service.
One is that there is no world where we're going to do this modernization without using third party help—we just will not. The volume of work, the labour intensity that it requires, and the fact, which was well pointed out, that we have difficulty bringing people into government with speed are all going to play into our using third party firms.
We've launched a digital talent strategy this year to attract.... We have an indigenous apprenticeship program that we're launching. There are some leading things that are going on in government. That's thing one.
Thing two is that I think in every firm I've ever worked in, I've fired every one of the firms, because they've not performed on a specific project. You name the firm—IBM, Deloitte, Accenture, EY.
In order for large organizations to maintain integrity of competitiveness and to get the best talent available, you need to be able to take the lessons from those bad projects, apply them into the new projects, make sure there are consequences in contracts—which I believe our procurement team does—then move on and demand better work for them. Having bad feelings around firms, because they have failed.... By the way, the Government of Canada is the consistency in all of these relationships, so we also need to put a mirror on ourselves in terms of how we work with partners.
I just wanted to make sure I shared that whole perspective. Thank you for giving me the opportunity to do that.