Thank you for the question.
Basically, our sense is that despite the $975 million investment, and despite the quality of shareholder they had and the lenders, Aveos was not able to be competitive when compared to other international MROs. They were not able to regularly attract third-party business for several of their business units, including, in particular, the airframe area.
They had three business units: airframe, engine, and components. Our understanding is that try as they would, several other carriers came in and found that the productivity was not adequate, which led to turnaround time that was not adequate, which meant that over a period of time these airlines decided to go elsewhere. So the business did not grow.
Contrary to some of the other business units created and sold around that time by Air Canada, this one was not able to attract adequate third-party business to build their business case, largely because of, I believe, productivity issues.