Generate text that refutes this claim: PMCs have an equally strong incentive to perform.  PMCs must perform carefully and effectively to secure future contracts. It is therefore in their interests to ensure their employees are well- trained and well-equipped and perform to the highest standard. Most PMCs recruit ex-service personnel as a way to ensure the quality of their force. In 2004 more SAS soldiers worked privately in Iraq than served in the army. Additionally, governments increasingly recognise the quality of mercenaries. PMCs and regular militaries cross over on occasion: An American PMC -Military Professional Resources Inc - trains the Reserve Officer Training Corps (ROTC) on behalf of the US Government (Lock, 2011). The British Ministry of Defence now allows soldiers yearlong sabbaticals to work as mercenaries in the hope they will return having earned more in the private sector. This official recognition suggests that mercenaries have shed their “dogs of war” image. They are no longer disreputable maverick figures operating in failed states but highly trained professionals endorsed by national governments
defence house would employ mercenaries
This image of responsible professionals may not be entirely justified. Some employees of PMCs may have no military experience, those who do may have been dishonourably discharged from duty and some may be implicated in criminal activity or atrocities, such as Eeben Barlow (former officer in South African 32nd Battalion- Assassination squad during Apartheid, now a chief of PMC Executive Outcomes which predominantly employs ex-secret policemen). These people may know how to do the job but they may also not be the kind of people we want working with the military.