Thank you, Richard.
My idea was similar to Silicon Valley. What made it so successful? It's a very concentrated pool of talented people who have a deep understanding of the technology. It was concentrated capital and it had government support.
Right now, we have similar elements in the hydrogen supply chain, in that we have very unique technologies. Similar to my own, Monsieur Goyette has a very unique technology. The hydrogen economy, or the SMEs in it, are very, very innovative.
However, as you say, to scale, we need the concept of having someone buy and put together these projects. These hubs are a half-billion dollar project. To raise the 50% for that is incredibly difficult for one company, or a consortium of companies, to have that kind of scope and reach, attention and management skill and time. It's overwhelming.
If you want a hydrogen connection between all provinces, it's going to be expensive. People need support from the government to do this kind of deep infrastructure and grow these companies. That's why I suggested this idea of a Crown corporation, even temporarily—Petro-Canada was a temporary entity—to grow the industry, share team metrics, and grow key technologies that have to traverse that valley of death.
On their own, it's hit and miss. It's very slow, very difficult. Look at Ballard. It just celebrated a 40th anniversary and they are only now gaining traction. That's how tough it is.