Again, as much as some get to see the "big picture" from the inside, others get to see the "big picture" from the outside. I get to work with automakers in both roles: sometimes doing internal proprietary work, and sometimes doing independent consulting work. When I do internal, proprietary work, I get to see lots of fun and exciting things that no one gets to see from the outside. I am genuinely humbled by the level of expertise and dedication I witness. When I do external consulting work, I get to see lots of amazing market relationships that automakers do not get to see from the inside, but are critical for the success of their work, and it is my job to show it to them, and help them include it in their plans. Too many times I have seen automakers work tirelessly and feverishly in a vacuum, only to see their efforts thwarted by external forces that had been there all along, but the automaker refused to acknowledge and include in its planning. Yes, automakers own the information on their internal production costs, and no one outside is privy to them, but those are not the only costs they need to worry about when they make decisions. Often I see automakers giving more credit to internal information because it is "theirs", and less credit to external information because it is someone else's. In my experience, success and failure walk a very fine line, and success lies in balancing the two: doing a complete, thorough internal job, while making sure that all that hard work will leverage existing consumer and market forces that can carry and multiply its impact. I appreciate you showing us those sketches and sharing those plans, because I need all the help I can get to keep believing. But I also need to point out how FCA's decisions fit the wider world and are taken from the outside; otherwise I wouldn't be doing anyone a favor.