Seth Berkley

they bought five six seven vaccines and so at the end it was very difficult to get access and that's why it was important at the same time to put orders in was to begin to do technology transfers to scale up manufacturing in developing country manufacturers to work with contract manufacturing organizations etc to try to get as much vaccine produced as possible and by the way

extraordinary outcome, 327 days.

And we, you know, we originally were talking about much longer time periods.

You cover this in your book, Super Agers, when you talk about vaccines.

You know, the previous fastest vaccine was four years.

We said maybe we can do it in, you know, two years, 18 months.

327 days was extraordinary.

And obviously we can even do better now because we now have tools like mRNA, although there is a movement to move away from this, which is, you know, I think one of the, you know, really terrible things that are happening now because you want these tools in your armamentarium for it is evolutionarily certain we will have new epidemics and pandemics.

We had no idea.

And in fact, you and I had a podcast together where we talked about these things, you know, during this time period.

And, you know, the other thing about it is, and this is an important lesson that comes out of the book, is people don't like to talk about risk.

And in a pandemic, you have to do things at risk.

So we did see in the U.S., I mean, I think probably President Trump's greatest accomplishment in the first term was his Operation Warp Speed and opening up the U.S.

Treasury to say, we'll take that risk.

And that's a big treasury, and they can do that for us.

We were taking money.

We, of course, were transparent with the donors, but we were taking money and investing in things that we had no idea whether they were going to work.

So imagine my head would have been on a stake if we had invested billions and billions of dollars in products that ultimately didn't work.

And people would say, oh, my God, what's happening?

And