Wendell Potter

We repurposed that front group, Healthcare America, to try to get Americans to believe that what was being proposed would not be in their best interest. It was paid for exclusively by big insurance companies.

We repurposed that front group, Healthcare America, to try to get Americans to believe that what was being proposed would not be in their best interest. It was paid for exclusively by big insurance companies.

We repurposed that front group, Healthcare America, to try to get Americans to believe that what was being proposed would not be in their best interest. It was paid for exclusively by big insurance companies.

Yeah, there aren't too many of us, but I worked as a health insurance company executive for 20 years and I was in positions of responsibility that gave me great visibility into how these companies work. And I left after a crisis of conscience and ultimately became a whistleblower.

Yeah, there aren't too many of us, but I worked as a health insurance company executive for 20 years and I was in positions of responsibility that gave me great visibility into how these companies work. And I left after a crisis of conscience and ultimately became a whistleblower.

Yeah, there aren't too many of us, but I worked as a health insurance company executive for 20 years and I was in positions of responsibility that gave me great visibility into how these companies work. And I left after a crisis of conscience and ultimately became a whistleblower.

I worked for two of them, Humana for about four and a half years, and then Cigna for a little over 15 years. So all together, about 20 years at these big, giant corporations. And I was in the communications department. When I left Humana, I was running that company's communications department. And then I was recruited to Cigna and was running that communications department.

I worked for two of them, Humana for about four and a half years, and then Cigna for a little over 15 years. So all together, about 20 years at these big, giant corporations. And I was in the communications department. When I left Humana, I was running that company's communications department. And then I was recruited to Cigna and was running that communications department.

I worked for two of them, Humana for about four and a half years, and then Cigna for a little over 15 years. So all together, about 20 years at these big, giant corporations. And I was in the communications department. When I left Humana, I was running that company's communications department. And then I was recruited to Cigna and was running that communications department.

I was vice president of corporate communications. My job was to handle financial communications. I was the company's chief spokesperson. I was a gatekeeper for any media that wanted to talk to anybody at Cigna. Also, my staff and I wrote talking points for our lobbyists. So I was involved in lobbying, government affairs work, financial communications. I worked with the investor relations team.

I was vice president of corporate communications. My job was to handle financial communications. I was the company's chief spokesperson. I was a gatekeeper for any media that wanted to talk to anybody at Cigna. Also, my staff and I wrote talking points for our lobbyists. So I was involved in lobbying, government affairs work, financial communications. I worked with the investor relations team.

I was vice president of corporate communications. My job was to handle financial communications. I was the company's chief spokesperson. I was a gatekeeper for any media that wanted to talk to anybody at Cigna. Also, my staff and I wrote talking points for our lobbyists. So I was involved in lobbying, government affairs work, financial communications. I worked with the investor relations team.

All of that gave me this great visibility into this industry. I also worked with our chief medical officer and all the clinical staff at the company as well, too. So it was a unique position. Very few people in any company get that kind of visibility into how the company really operates and what motivates the C-suite.

All of that gave me this great visibility into this industry. I also worked with our chief medical officer and all the clinical staff at the company as well, too. So it was a unique position. Very few people in any company get that kind of visibility into how the company really operates and what motivates the C-suite.

All of that gave me this great visibility into this industry. I also worked with our chief medical officer and all the clinical staff at the company as well, too. So it was a unique position. Very few people in any company get that kind of visibility into how the company really operates and what motivates the C-suite.

Geez, I'm not surprised.

Geez, I'm not surprised.

Geez, I'm not surprised.

No, it makes no sense. We have a system in place that a lot of Americans just think that it is the way things must be and the way the rest of the world must operate. But it's entirely different. And we're unique in the world in that we did not have any plan to... create a healthcare system that's logical and fair and has some mechanisms to control cost.

No, it makes no sense. We have a system in place that a lot of Americans just think that it is the way things must be and the way the rest of the world must operate. But it's entirely different. And we're unique in the world in that we did not have any plan to... create a healthcare system that's logical and fair and has some mechanisms to control cost.