Kai Ryssdal

She's also worked in leadership on the international side of that organization as well.

Yanti, it's good to talk to you again.

You know, I was looking back at the very first interview we did almost two years ago now, a year and a half or so.

And it was all about supply chain management and how critical that was for you and what you were doing with Save the Children U.S.

And it occurred to us, and this is why we've called you, that supply chains now are getting tenuous again.

And I wonder how that's affecting you.

Did I read somewhere that there are shipments you've got going where the supply chain costs are worth more than the relief supplies themselves?

Is that happening?

When you speak with your regional directors on the ground in the more troubled parts of the world right now, what are they telling you it's like?

You know, the second time we had you on last year, it was a conversation about USAID cuts and what that was going to mean for your relief efforts.

And you talked about how tight the budgets were back then.

So oil prices up, logistical prices up, supply prices up.

I imagine you're even more squeezed than ever now.

You said optionality a minute ago, and I picked up on that word because it sounded very corporate to me.

You, of course, have a corporate background.

We've talked about that.

Any sane corporation at this point with a regular for-profit business would look at the Middle East, would look at Lebanon, would look at places where you are and say, you know what?

It's not worth it.

We can't do it.

Is that an option that you are thinking about?