SNB has become increasingly aware of the need to manage its intellectual property. In the early days, anyone who asked about the business model and technology strategies employed at SNB was given that information. As the success of the SNB model becomes more well known, the value to the province of New Brunswick of this model becomes more tangible. Competition for economic opportunities has become more intense and SNB has become more attune to the value of their assets in terms of these competitions. They are less willing, reasonably so, to share freely the very things that give them this economic development edge. The open door policy of the early days, which served SNB well, has been revisited. Requests for visits to SNB, by government and non-governmental delegations are considered differently now than in the “early days.” Sales of software tools and applications have become a new market for SNB and recognition of the market value of these products has changed the nature of many conversations at SNB. Managing intellectual property rights, like tracking and publicizing citizen satisfaction, appears to be good business for SNB.