Wendell Potter

when I paid attention to these lines was that in many cases, they were leading to animal stalls. Volunteers had cleaned up the animal stalls. This was the county fairground. And just weeks before, they had prized horses and pigs in these animal stalls. They had doctors who were volunteering their time and nurses. treating people in animal stalls. And it just did something to me.

when I paid attention to these lines was that in many cases, they were leading to animal stalls. Volunteers had cleaned up the animal stalls. This was the county fairground. And just weeks before, they had prized horses and pigs in these animal stalls. They had doctors who were volunteering their time and nurses. treating people in animal stalls. And it just did something to me.

I couldn't believe that I was seeing it, that this is what so many Americans had to resort to to get the care that they needed. I came to realize almost instantly that I had to accept some responsibility because what I did for a was to mislead people about our healthcare system, about how it operates, and to make people think that it has to be this way. Doing this for the benefit of our investors.

I couldn't believe that I was seeing it, that this is what so many Americans had to resort to to get the care that they needed. I came to realize almost instantly that I had to accept some responsibility because what I did for a was to mislead people about our healthcare system, about how it operates, and to make people think that it has to be this way. Doing this for the benefit of our investors.

I couldn't believe that I was seeing it, that this is what so many Americans had to resort to to get the care that they needed. I came to realize almost instantly that I had to accept some responsibility because what I did for a was to mislead people about our healthcare system, about how it operates, and to make people think that it has to be this way. Doing this for the benefit of our investors.

For quite a long time, my top job objective was to enhance shareholder value. So even in my job, that was job number one for me, what I was measured on. At first, I thought, well, what's wrong with that? Till I saw people face to face. And then I realized what's wrong with that. Because what I was doing for a living was making it necessary for people to get care that way.

For quite a long time, my top job objective was to enhance shareholder value. So even in my job, that was job number one for me, what I was measured on. At first, I thought, well, what's wrong with that? Till I saw people face to face. And then I realized what's wrong with that. Because what I was doing for a living was making it necessary for people to get care that way.

For quite a long time, my top job objective was to enhance shareholder value. So even in my job, that was job number one for me, what I was measured on. At first, I thought, well, what's wrong with that? Till I saw people face to face. And then I realized what's wrong with that. Because what I was doing for a living was making it necessary for people to get care that way.

I think that's exactly right. And even the insurance industry plays some role in what you were describing there. Early on in my career at Cigna, we got a lot of bad publicity because the company began to implement a policy of refusing to pay for more than 24 hours in the hospital for a delivery or a mastectomy. The media at the time, and this was in Connecticut at

I think that's exactly right. And even the insurance industry plays some role in what you were describing there. Early on in my career at Cigna, we got a lot of bad publicity because the company began to implement a policy of refusing to pay for more than 24 hours in the hospital for a delivery or a mastectomy. The media at the time, and this was in Connecticut at

I think that's exactly right. And even the insurance industry plays some role in what you were describing there. Early on in my career at Cigna, we got a lot of bad publicity because the company began to implement a policy of refusing to pay for more than 24 hours in the hospital for a delivery or a mastectomy. The media at the time, and this was in Connecticut at

I started calling this drive-through deliveries and drive-through mastectomies. The insurance industry had decided, or my company had decided, that new mothers didn't need to stay in the hospital more than 24 hours. It was perfectly fine for them to be discharged and go home.

I started calling this drive-through deliveries and drive-through mastectomies. The insurance industry had decided, or my company had decided, that new mothers didn't need to stay in the hospital more than 24 hours. It was perfectly fine for them to be discharged and go home.

I started calling this drive-through deliveries and drive-through mastectomies. The insurance industry had decided, or my company had decided, that new mothers didn't need to stay in the hospital more than 24 hours. It was perfectly fine for them to be discharged and go home.

There were a lot of OBGYNs who were balking at that, and that's what made it initially a local story, but ultimately a national story. That was because of pressure from the insurance industry because the insurance industry didn't want to pay for more than 24 hours for a new mother in the hospital regardless. Now, the company said, well, those are just guidelines. That's not set in stone.

There were a lot of OBGYNs who were balking at that, and that's what made it initially a local story, but ultimately a national story. That was because of pressure from the insurance industry because the insurance industry didn't want to pay for more than 24 hours for a new mother in the hospital regardless. Now, the company said, well, those are just guidelines. That's not set in stone.

There were a lot of OBGYNs who were balking at that, and that's what made it initially a local story, but ultimately a national story. That was because of pressure from the insurance industry because the insurance industry didn't want to pay for more than 24 hours for a new mother in the hospital regardless. Now, the company said, well, those are just guidelines. That's not set in stone.

But that was the expectation. And that's what would happen to you unless you or your doctor went to the trouble of objecting and saying you needed to have more time in the hospital.

But that was the expectation. And that's what would happen to you unless you or your doctor went to the trouble of objecting and saying you needed to have more time in the hospital.

But that was the expectation. And that's what would happen to you unless you or your doctor went to the trouble of objecting and saying you needed to have more time in the hospital.