Thank you, Mr. Barton.
Much of our discussion at the committee has centred around this perceived conflict of interest. We have a relatively small number of players who are all playing different roles at different times in the same organization.
It feels like there are some questions the Canadian public would want to ask about how that perceived conflict was managed. For instance, McKinsey had you as the head of the advisory council and also landed this $1.5-million contract to advise the CIB. Based on our previous questions, McKinsey clients ended up coming forward, proposing investments and being involved in the bank on a commercial basis. There was a document that members of the advisory council on economic growth were asked to sign to guard against real, apparent or perceived conflicts of interest.
Because there's been a lot of discussion in this meeting, and some qualifiers added, I'm wondering if your acting in a pro bono capacity, versus your McKinsey role, is an effective way to manage perceived conflict of interest, in your opinion.