That's a perfect segue into my next two questions with respect to CATSA. Of course, with the current situation CATSA is rather in a box: they're in one line of work. With that said, the expectation is that the new entity will have additional business opportunities not just within the box that CATSA's been in traditionally, but with what they may be involved in in the future as an organization.
The statement from Air Canada noted as irresponsible “[r]ushed implementation without consideration of operational realities leading to unintended consequences”. Mr. Liepert asked a question about the process, and we're hearing support of the process for the sale to a new entity. With that said, would it not be understood clearly that, once the sale is complete, a process would in fact then follow to recognize many of the realities of what you're all talking about?
It's not in fact a rush to implementation. A sale may be going through in the short term, but in fact it's going to be a process wherein much of what CATSA was in terms of its operating capital—and of course, any financing of their debt, operating or capital—the new entity is going to be able to recognize. They're going to recognize, in fact, first what their capital is now going to be on their balance sheet; second, what debt has to be financed as their operational vis-à-vis their capital debt, old and possibly new; and then lastly, the opportunities that might present themselves to add more revenue, as an entity that can get into more business opportunities than CATSA could at one time, being in that small box.
Would you not agree with that?