Maria Bartiromo

And we show up, we're invited by countries. We show up at the worst possible moment a country is dealing with an outbreak. to help them bring it under control. And that is just support. It's not placing blame. It's not saying something is wrong. It's just bringing people, you know, to use your best minds to say, okay, where are we in the outbreak? How do we bring it under control?

And how do we alert the world to get them ready to have their system agile to scale up and scale down if needed?

And how do we alert the world to get them ready to have their system agile to scale up and scale down if needed?

And how do we alert the world to get them ready to have their system agile to scale up and scale down if needed?

There's international law. The international health regulations is law that countries have signed up to to agree to share this information, yes.

There's international law. The international health regulations is law that countries have signed up to to agree to share this information, yes.

There's international law. The international health regulations is law that countries have signed up to to agree to share this information, yes.

Yeah, I mean, criticism is not a bad thing. I mean, criticism for me, unfair criticism, I have a problem with, but criticism that pushes us and drives us to do more. I mean, that's why we're here. We think every day, what can we be doing better? What can we be doing more? And I have to say, you know, at WHO... For me in particular, I don't have to work here. I want to work here.

Yeah, I mean, criticism is not a bad thing. I mean, criticism for me, unfair criticism, I have a problem with, but criticism that pushes us and drives us to do more. I mean, that's why we're here. We think every day, what can we be doing better? What can we be doing more? And I have to say, you know, at WHO... For me in particular, I don't have to work here. I want to work here.

Yeah, I mean, criticism is not a bad thing. I mean, criticism for me, unfair criticism, I have a problem with, but criticism that pushes us and drives us to do more. I mean, that's why we're here. We think every day, what can we be doing better? What can we be doing more? And I have to say, you know, at WHO... For me in particular, I don't have to work here. I want to work here.

Like, I want to be part of it. I've drunk the Kool-Aid. I believe wholeheartedly in what we're trying to do and wanting to make it better. And so many of my colleagues want to do the same, including our director general, including Mike Ryan. But there is criticisms of us. I mean, one of the things learning, and we're criticized of this, of, like, not acting fast enough.

Like, I want to be part of it. I've drunk the Kool-Aid. I believe wholeheartedly in what we're trying to do and wanting to make it better. And so many of my colleagues want to do the same, including our director general, including Mike Ryan. But there is criticisms of us. I mean, one of the things learning, and we're criticized of this, of, like, not acting fast enough.

Like, I want to be part of it. I've drunk the Kool-Aid. I believe wholeheartedly in what we're trying to do and wanting to make it better. And so many of my colleagues want to do the same, including our director general, including Mike Ryan. But there is criticisms of us. I mean, one of the things learning, and we're criticized of this, of, like, not acting fast enough.

I mean, one of the lessons you learn every single time is to act fast. And I have to say, you know, this is one of the criticisms I find the most strange. Could we have done more? Absolutely. Could we have done better? Absolutely. There's no other answer to that question. But in terms of acting fast, what we were able to do is from that first

I mean, one of the lessons you learn every single time is to act fast. And I have to say, you know, this is one of the criticisms I find the most strange. Could we have done more? Absolutely. Could we have done better? Absolutely. There's no other answer to that question. But in terms of acting fast, what we were able to do is from that first

I mean, one of the lessons you learn every single time is to act fast. And I have to say, you know, this is one of the criticisms I find the most strange. Could we have done more? Absolutely. Could we have done better? Absolutely. There's no other answer to that question. But in terms of acting fast, what we were able to do is from that first

instance of this cluster of pneumonia of unknown etiology, we activated what we call our emergency response framework. We do this for every outbreak, whether it's a big signal or it's a small signal. We knew right away something was wrong. A cluster of 27, no health workers involved.

instance of this cluster of pneumonia of unknown etiology, we activated what we call our emergency response framework. We do this for every outbreak, whether it's a big signal or it's a small signal. We knew right away something was wrong. A cluster of 27, no health workers involved.

instance of this cluster of pneumonia of unknown etiology, we activated what we call our emergency response framework. We do this for every outbreak, whether it's a big signal or it's a small signal. We knew right away something was wrong. A cluster of 27, no health workers involved.

We didn't know the cause in a country that has very strong lab surveillance, meaning it's not flu, it's not MERS, it's not SARS, it's not adenovirus, it's not Legionella, it's not, not, not, right? What is it? I immediately thought coronavirus because that's my background, but that's just, you know, what we, but immediately red flags. We set up an incident management team.