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Based on my experience, I want to emphasize that the next administration will definitely face challenges related to infectious diseases. This includes managing existing chronic infectious diseases, which already pose a significant burden. However, more importantly, be prepared for a surprise outbreak. It's not a matter of if, but when, so pandemic preparedness is crucial.

In the near future, the US government plans to enforce mandatory vaccination, disguising it as voluntary. They intend to create a pandemic, causing widespread flu infections. If many people die from these inoculations, there may be a rebellion among the population.

In the near future, there will be mandatory vaccination, potentially causing a flu pandemic. If there are widespread deaths from these vaccinations, there may be a rebellion against vaccines.

Based on my experience, I want to emphasize that the upcoming administration will face challenges in the field of infectious diseases. These challenges include both chronic diseases that are already prevalent and new outbreaks. It is certain that there will be a surprise outbreak in the future.

I have served in 5 administrations and want to emphasize that the next administration will face challenges in infectious diseases. There will be both chronic diseases and surprise outbreaks. History shows that these challenges are inevitable, so it is crucial to be prepared. Many have underestimated infectious diseases, but they remain a significant threat.

In the future, obesity and political corruption may increase, with attention-seeking individuals dominating media. A new virus from Asia could spread globally by 2020 due to easy international travel, causing widespread illness similar to the flu.

The world's perception of influenza needs to change in order to address the problem effectively. There is a possibility of a novel avian virus outbreak in China, which could have devastating consequences. If another pandemic were to occur, millions of people could die within a short period of time. Disruptive and iterative approaches are necessary to tackle this issue. The government has a role to play in pushing the industry to prioritize public health over profit. The perception of influenza is not as serious as other diseases, which makes it difficult to bring about change. Resources need to be allocated more efficiently during crises, and synthetic-based vaccines could revolutionize the field. The goal is to align different capabilities, funding streams, and incentives towards a common goal. More resources and financial incentives could attract new talent to the field.

There will be another pandemic; it's just a matter of time. The annual risk is around 2% to 3%, and we must prepare for future outbreaks, including unexpected ones, often referred to as "black swans." The work we do now is crucial for readiness, as we will inevitably face new challenges and different types of viruses. It's essential to acknowledge that surprises will arise, and we need to be equipped to handle them.

A highly infectious virus could kill over 10 million people in the coming decades, especially if we face an airborne pandemic without proper preparedness. Future administrations will inevitably confront pandemic challenges, making prevention and preparedness a top priority. With Trump as president, his impulsive and fact-averse approach could exacerbate the situation during a major epidemic. The likelihood of another pandemic is high, as seen with the emergence of a new coronavirus. There is potential for outbreaks from novel viruses, such as an avian virus in China, which could lead to the rapid development and self-administration of vaccines using RNA sequencing technology.

In 2010, the Rockefeller Foundation published a document predicting a pandemic leading to authoritarian control and surveillance. China's quick response was praised. The document also mentions Event 201, a simulation of a coronavirus outbreak in 2019. Misinformation was highlighted as a major issue during the pandemic. The World Health Organization warned of a highly lethal respiratory pathogen causing a global catastrophe. Bill Gates previously warned of a major pandemic causing millions of deaths. The current situation is seen as a result of long-term planning.

There will likely be a deadly airborne disease in the future, so we need to establish a global infrastructure to quickly detect, isolate, and respond to it. This was emphasized by multiple speakers. A document from 2010 predicted a pandemic similar to what we are experiencing now, with China being better prepared and implementing strict measures. The document also foresaw increased government control and oversight, which has become a reality. A simulation called Event 201, held in October 2019, accurately predicted the coronavirus outbreak. The speakers discussed the importance of managing misinformation and disinformation. They believe that controlling access to information is necessary to combat the pandemic. Some speakers expressed skepticism about the coincidences and the level of control being exerted.

We can't just shut down our current vaccine system and immediately switch everyone to a new, untested vaccine. To move beyond traditional egg-based vaccine production, which has served us well, we need a demonstrably superior alternative. This requires extensive clinical trials, potentially taking a decade even under ideal circumstances. Perhaps we need a disruptive entity, free from bureaucratic constraints. It’s difficult to alter perceptions of influenza unless we address the problem disruptively and iteratively from within. Imagine if a novel avian virus emerged in China, we could obtain its RNA sequence and transmit it to regional or even local centers, possibly even directly to homes, to print vaccines on patches for self-administration.

We are addressing real and critical threats related to a novel coronavirus called CAPS, which is similar to the viruses that caused the SARS epidemic and MERS outbreaks. We need to be prepared for a fast-moving and highly lethal pandemic of a respiratory pathogen. This disease is more transmissible than SARS or MERS and as contagious as influenza. The virus can be easily transmitted through the air, making everyone susceptible. Asymptomatic individuals can also spread the virus, leading to a severe pandemic that affects people worldwide. Many countries will be affected simultaneously.

If a highly infectious virus kills over 10 million people in the coming decades, it will likely be due to an airborne pandemic. Without prior preparation, millions could be affected. Future administrations will inevitably face pandemic challenges, making prevention and preparedness a top priority. As Trump becomes president, his response to the first major epidemic may reflect his impulsive and fact-averse tendencies. Another pandemic is almost certain. Welcome to Event 201, which addresses a potential severe pandemic involving a new coronavirus. The idea of a novel avian virus outbreak in China is plausible, and we could potentially develop vaccines quickly using RNA sequencing and self-administration methods.

Bird flu could potentially lead to a pandemic that is much more severe than COVID-19. It's not a matter of if, but when this will happen. When bird flu infects humans, it has a high mortality rate, estimated between 25% and 50%. The situation becomes critical once the virus can attach to human receptors and spread from person to person. Given these factors, it is likely that we will face a bird flu pandemic in the future.

In 2010, the Rockefeller Foundation published a document predicting a pandemic like COVID-19. It described a scenario where governments imposed strict measures, citizens gave up privacy for safety, and misinformation spread. Event 201, a simulation hosted in 2019, eerily mirrored the pandemic. Experts warned of a highly infectious virus causing global catastrophe. The current situation is seen as a result of long-term planning.

Speaker 0: Nobody knew there'd be a pandemic or an epidemic of this proportion. Speaker 1: There may and likely will come a time in which we have both an airborne disease that is deadly. And in order for us to deal with that effectively, we have to put in place an infrastructure, not just here at home but globally, that allows us to see it quickly, isolate it quickly, respond to it quickly. So that if and when a new strain of flu like the Spanish flu crops up five years from now or a decade from now, we've made the investment, and we're further along to be able to catch it. It is a smart investment for us to make. It's not just insurance. It is knowing that down the road, we're gonna continue to have problems like this, particularly in a globalized world. Speaker 2: The CIA, they really love it when a new president is elected, and he has no background in intelligence or foreign policy. Barack Obama, no experience in foreign policy, no experience in intelligence. The day after an election, the director of the CIA authorizes a president-elect to begin receiving a PDB, a president's daily brief. And so the day after the election, they go with this this 16 page document and they say, Mr. President-elect, wait till you see the cool things we're doing all around the world. And they've sucked him in. They made him one of the guys. And then we get the feedback at the CIA. Oh, the president loved this. The president had a follow-up question on that. Oh, the president said, oh my God, when he read this. Speaker 3: It almost sounds like you're psychologically profiling the president. Speaker 2: Oh, I think that's exactly what they do. Speaker 3: And so they use the tools that they have employed for decades to subvert foreign governments, to subvert their own government. Speaker 4: 02/2008, something unbelievable happened for us in the FBI. We were getting lots of rumors about this high level asset that worked for several intelligence agencies at the same time. He worked for the Saudi Intelligence Service. He worked for the CIA, and he was being developed as a political asset in Chicago, Illinois. He was not even a United States citizen, but it was said that he was a student visa and that he was a a national from another country. In 02/2008, everyone in the intelligence structure found out who he was. It was this individual whose name I don't like to say, who became president in 2008 of The United States. Speaker 1: And I will faithfully execute. Speaker 3: The office of Speaker 2: president of the United States. Speaker 1: The office of president of the United Speaker 4: One of his code names was Renegade. His real name was Barry Sartaro, but he adopted a different name for his political career. When they ran him for president, the cabal, basically, this was the culmination of so many of their plans for so many years. His mission was to destroy The United States from within, one institution at a time. One of the things he did, of course, was he he defunded our military. He brought down he brought down the resources that they got. But then he ordered our military in many, many instances and in various theaters to attack our allies and to defend and supply and help our enemies. That's exactly how he created ICEs. He would say publicly that the military were gonna bomb our our enemies, but then he would have the military actually bomb enemies of ISIS, our allies. He gave ISIS funding and equipment by basically ordering our military to take equipment into a certain theater and then abandon it. And the commanders would say, that's ridiculous. We'd just be handing that stuff over to ISIS. And the president's office would say, don't question orders. Just follow your Speaker 0: order. Forty four and one before that, '43, Bush and Obama. Well, there are pictures of Bush with his arm around eight year old Barack Obama because his stepdaddy, adopted daddy, Lolo Sotoro, had done a lifetime where the business with the Bushes. Wow. Uncle George Herbert Walker, after whom George Herbert Walker Bush, Bush won president, was named, founded Halliburton in 1946 in Oklahoma. And Lolo Sotoro had been international executive vice president for Standard Oil. There there was talk of him being a CIA asshole. Well, yeah. See, he ran the death squads for the Indonesian army. On his own call, anyone could be assassinated. So when George Herbert Walker Bush became head of the CIA under the Ford administration, he just got with his old buddy in the oil business, Lolo Sotoro, and pulled off the hits. See, Barack's grandmother has been acknowledged as being the woman that operated the channels through which CIA money went to the Southwest Pacific. So she introduced her daughter who had just had Barry Barack to Lolo Sotoro, and they got married and Lolo Sotoro adopted Barack Obama. The name was changed to Barry Sotoro. Mhmm. Speaker 0: Now when he went to high school in Hawaii, I know about that high school. I almost sent my oldest son to it. I could afford it, but I didn't think he observed deserved it. Twenty years ago, the tuition was $95,000 a year, not including room and board. When Obama went there, I've talked to two of his classmates. They independently state that the tuition, not including room and board, was 45,000. Now Business Insider reports his income for 2017 at over 200,000,000 net. That's after taxes, deductions, write offs. For this last year, 2018, they've reported it as 570 plus million dollars, and that's after all deductions tax. Right? Speaker 2: Trump doesn't make that net. Speaker 2: All these other ones who thought they were untouchable, now they're gonna have to answer for their actions. In the Obama administration, John Brennan had the Tuesday morning kill list meetings because the tech got sophisticated enough that you could just write up a list of people that you wanna kill that week, and you dish out the assignments. The teams go out. They kill everybody that's on the list, and then they meet next Tuesday and get that kill list. And you just do it week after week. Well, if you're not having to devote armies of targeting analysts, to to finding these guys, if if your computers can find them just based on their, you know, email messaging, text messaging, whatever, metadata. There. Your job's easy. You just fire a missile from the drone or you drop a guy in that does a close in shot, and then you get back Speaker 4: on the helicopter and fly home. Speaker 2: I hate to sound cynical like that, but that's just the way it is. Speaker 5: I think that's, just calling it how it is. What, what year or years was that was Brennan doing that Tuesday morning kill list? Speaker 2: He started in o nine and kept it going. I have no idea if Donald Trump kept it or Joe Biden kept it or revived it, But it was something that they were very proud of in the Obama administration. They were just going out whacking everybody. Speaker 5: Yeah. Well, no nobody dropped more missiles from drones than Obama did. Speaker 2: No. Nobody.

In the future, there may be a deadly airborne disease. To effectively deal with it, we need to establish a global infrastructure that enables us to quickly detect, isolate, and respond to such outbreaks. By investing in this infrastructure now, we can be better prepared for future strains of flu, like the Spanish flu, that may emerge in the next five to ten years. It is a wise investment to make.

If a highly infectious virus is to cause over 10 million deaths in the coming decades, it is likely due to a pandemic. Without proper preparedness, a new airborne outbreak could significantly impact millions. Future administrations will inevitably face challenges similar to those of their predecessors, making pandemic prevention a top priority. The current administration will confront its first major epidemic, potentially influenced by impulsive and fact-averse attitudes. The likelihood of another severe pandemic is high, as seen with the emergence of a new coronavirus. There is a possibility of a novel avian virus outbreak, which could lead to rapid vaccine development and self-administration.

In the future, there might be a deadly airborne disease. To effectively handle it, we need a global infrastructure that enables us to detect, isolate, and respond to it swiftly. This infrastructure should be in place not only in our country but worldwide. By investing in this infrastructure, we can be better prepared to tackle future outbreaks, such as a new strain of flu similar to the Spanish flu, that may emerge in the next five or ten years.

I will discuss pandemic preparedness today. Based on my experience, I can say that the next administration will face challenges with chronic infectious diseases and unexpected outbreaks. In my 32 years as NIAID director, history shows that these challenges are inevitable for the new administration.

In 2010, the Rockefeller Foundation published a document called "Scenarios for the Future of Technology and International Development." One scenario, called Lockstep, predicted a pandemic hitting in 2012. It described how even prepared nations were overwhelmed, with the virus infecting 20% of the global population and killing 8 million in 7 months. China's quick response and strict measures saved lives and enabled a swifter recovery. The document also foresaw increased authoritarian control and oversight, with citizens willingly giving up privacy for safety. It mentioned biometric IDs and enforced cooperation with new regulations. The document highlighted a simulation called Event 201, held in October 2019, which predicted a coronavirus outbreak. It emphasized the need to manage misinformation and disinformation. The video suggests that these events were planned and executed with confidence.

As a kid, nuclear war was the big fear. Now, a highly infectious virus is the greatest global catastrophe risk. An epidemic, whether natural or intentional, is the most likely cause of over ten million deaths in the coming decades. We are not ready for the next epidemic, and it's surprising how little preparedness there is. To prepare, we need to run simulations, like germ games instead of war games, to identify our weaknesses. If we start now, we can be ready.

The speaker believes another event similar to the COVID-19 pandemic could occur. While an invisible pandemic might not be successful again, the WHO's list of potential pandemics includes hemorrhagic viruses. The speaker believes that if a pandemic involved people bleeding from the mouth, nose, eyes, and ears, it would terrify the public.

The transcript discusses a narrative that connects Bill Gates, Jeffrey Epstein, and a global, pre-planned approach to pandemics, presenting a sequence of alleged events and structures designed to profit from health crises. It begins with a claim that new vaccines and health services could be improved and costs reduced by ten to fifteen percent over the next five to ten years, and that a future pandemic will occur regardless of current efforts. It is stated that the pandemic risk is two to three percent per year and that attention to preparedness will continue, noting that the pandemic was predictable and could be far more severe in the future. One speaker asserts they had predicted the risk of a pandemic and that it came true. The brand-new Epstein files are then introduced, claiming they show Epstein planned the whole thing from the start and expose a financial system designed around pandemics that operated long before COVID-19. The documents allegedly reveal a hidden network directly connecting Bill Gates, Jeffrey Epstein, and other powerful individuals. Epstein is said to have helped design the financial apparatus that later secured over 100 million dollars in funding for the Gates Foundation, advising JPMorgan executives on pitching a Gates Anchored Donor Fund to attract vaccine investments under the guise of philanthropy but designed to generate profits. It is claimed Gates had already invested in vaccines from the early 2000s but faced controversy over mass vaccine distribution and promises of disease eradication, which allegedly sometimes worsened problems. Gates is also quoted as saying vaccines could reduce the global population by a significant amount. There is a point-by-point timeline: the world’s population is described as 6.8 billion, headed toward about 9 billion, with a suggestion that great work on vaccines and reproductive health could lower that by ten to fifteen percent. In 2013, the Gates Foundation allegedly created the Global Health Investment Fund, allowing private investors to fund drug and vaccine development with a stated health purpose, while offering a 60% guarantee of principal, meaning investors would risk only 40% while the remaining 60% of potential losses would be covered by philanthropic and public money. This structure is said to convert global health issues into profitable opportunities with low risk, securing funds and enabling subsequent actions. Epstein’s role is described as expanding Gates’ influence in pandemic preparedness. The 2011 funding groundwork allegedly paved the way for broader governance, with Gates Foundation discussions in 2015 about pandemics and global responses, involving groups like the International Peace Institute, World Health Organization, World Bank, MSF, and UN officials. It is claimed Epstein acted as a back-channel intermediary to spread Gates’ influence, maintaining contacts even after funding refusals, by forwarding Gates’ articles on pandemic preparedness. The timeline continues with 2017 being a turning point, where pandemics were discussed as business opportunities rather than disasters, and Epstein was said to broker specialists into Gates’ office for pandemic simulations. A doctor’s text is cited indicating pandemic simulation as a key credential, with Epstein recommending a connection to Gates. That year also saw the World Bank launch the first emergency financing facility, raising $320 million in bonds named to cover coronavirus risks, implying planning for a coronavirus-style outbreak years in advance. In October 2019, six weeks before COVID-19, Event 201—a pandemic simulation modeled on a novel coronavirus—was co-hosted by the Johns Hopkins Center for Health Security, the World Economic Forum, and the Gates Foundation, focusing on government policy during a viral outbreak, distribution of drugs, media messaging, social media management, public compliance, and unified global response. Six weeks later, the real outbreak began. While the documents are not proof, and other evidence such as patents and gain-of-function funding are cited, the narrative suggests a pattern of pre-planned preparation, money, simulations, networks, vaccines, and elite alignment. The closing question asks readers to consider who benefits when such world-stage events occur, proposing that identifying beneficiaries clarifies the situation.