What we're going to start with here today is we've got a quick video to play and then
we're going to bring our panel up and we'll start from there.
So let's listen and I'll be right back.
If you're vaccinated, you don't have a risk.
You vaccinated, you're safe.
Everyone needs to be wearing a mask.
If you're vaccinated, you can do all these things, hear all these freedoms that you have.
require all executive branch federal employees
to be vaccinated, all.
Ivermectin, a dewarmer,
they need to be called out and shamed rather.
My goal will be to create a culture of competency,
of ethics, of openness, of transparency.
A healthy person has a thousand dreams,
a sick person only has one.
We have a generational opportunity
to fix our healthcare system
and help people stay healthy.
Transparency, that's the most important thing.
All these pharmaceutical companies, be transparent,
show us the data.
Why don't we try to understand why it is
that we have a terrible obesity epidemic
rather than just giving people another build-up?
What we need is the information
so that you can make an informed decision
about what you do to manage your health.
Winning the fight.
We're gonna be talking about how we win the fight.
So come on up, gentlemen.
That mistake.
Take a seat there.
We have Dr. Joseph Ferrone should need no introduction
He is president, chief medical officer of the IMA,
been here since the beginning, the COVID hunter.
Welcome, Joe.
And we've got Jeff Hanson here.
He's a IMA board member, has been here in the fight
since the beginning.
I'm sure everybody knows who he is.
And David Mansdorfer is IMA, the chief strategist for IMA
at this point in time.
And so, missing in the chair down there would have also been Tim
Clark from yesterday, but we will introduce who he is.
So, quick review, and thank you, everybody.
Oh, and I'm Chris Martinson.
I'm also on the IMA board.
Thank you, thank you.
All right, so quick overview, starting from yesterday's.
Jeff, can you start with, there's five key things
that we're chasing as the IMA at this point.
And by the way, for those of you who were here yesterday,
some people didn't buy an all event pass.
And I think there are probably 80 to 90 new people here today
that weren't here yesterday.
So some of this is going to be redundant for the folks
that were here yesterday with us.
But we think it's important because what we're going
to discuss is really foundational not only
to how the organization is strategically positioned today,
but also where we're going in the immediate future.
So, really five core categories.
Number one is our new Senior Fellows Program.
We recognize Dr. Kat Lindley and our own Lynn Christensen yesterday
for the incredible work that they've put into building
out an unbelievable fellowship program
with amazingly talented physicians and scientists.
Number two, Joe will talk about the new medical journal,
Journal of Independent Medicine.
We all know why that's necessary.
Number three is IMA Action.
We launched the 501C4 political action organization several months ago
because we need to play heavily in policy to drive true reform
in this country in healthcare.
Also, we're getting ready to launch a trusted physician network nationally.
We all get questions, our donor development folks, the executives,
board members of the organization.
Number one question we're always asked is where can I find an awake physician
that knows about alternative treatments?
And so we're going to build that out
and the foundation will be our senior fellows
because they're deeply trusted by the organization.
And we're going to work through their networks of physicians
and other providers across geography and across specialty.
And last but not least, this is what we call the BHAG
or the Big Hairy Audacious Goal.
We want to launch the first, what would really represent,
the only freethinking medical school in the United States.
And that's the 7 Matilia Lab.
So, the quick summary from this whole arc is everybody's in this room because a few
doctors at the very beginning of COVID noticed that there was maybe a better way or a different
way to treat than was coming from CDC and FDA and all of that.
And they came together and you know how this story goes, right?
Doctors find something, they share their findings, it's well respected, people pick it up, and
how we do things. Now they all lost their jobs. And that's why we're all here today. So that that that is the fight Joe.
I mean in reality that's how we started again. You know several of us just figuring out how could we care for people who
were literally dying in front of us asking questions. We come up with a fairly simple plan that works. And of course we all
get censored, we all get, you know, in bad situations. I mean, each one of us, I mean,
I was a frequent flyer at the Texas Medical Board. I mean, they knew me there by first
name because they wanted to know why I was using this de-warmer. And then when you say,
because it works, I mean, it was the simplest answer to do. And then what happened from
there was just literally an explosion, an explosion of people who were thirsty for knowledge.
And we started to provide that knowledge by just sharing our data.
And more importantly, sharing our passion for what we were doing.
That was the difference.
We were passionate about what we were doing, whereas our colleagues, they were just going
and doing whatever the institution told them.
The institution said, you have to use Remdesivir?
They use Remdesivir.
And the fact is that, no, I mean, we try things.
in all fairness and all transparency.
I tried remdesivir on my patients when,
when our favorite politician Fauci said remdesivir is the cure.
I tried it.
Two or three patients dead later, I said,
I'm not using this thing ever again because it was, it was bad.
And that, you know, just evolved and exploded into this.
I mean, take a look around you guys.
I mean, you said like, this is more like a friends
and family convention, but the family members
that you actually like, okay, that's different.
So, it's really, I mean, yesterday people were talking to us
and you were mentioning the medical school.
You should have seen the number of people that came to me yesterday.
I said, why just medical school?
Why not a nursing school, a PA school, a path from PA school
to medical school, I mean.
And continuing education. Education. I mean this is you know this is so. But for that we truly need you guys. I mean if we're
really going to go this path and continue to have that goal my goal to be to be on that med school and teach people because
those are the ones that are going to take care of you guys. They will take care of us for our children and grandchildren.
Well, it's such a large story right now, and I want to hear from David next about the policies.
But for me, a really impactful panel, especially for the people who weren't here yesterday,
it was on the WHO.
And we had Dr. Lindley, we had Dr. Malone, we had Dr. Lindsay, and also Dr. Bridal talking
about how healthcare has been hijacked by some people as a means of authoritarian control.
It's not about healthcare.
It's not about outcomes.
about how they can exert control and it's just a convenient vehicle. I found that really really impactful. And so David it leads
into this piece which is this is a really important time because we actually have an opportunity to maybe break whatever that thing
was and get to what Joe wants to do which is honest medicine and real outcomes. Yeah.
You know for for you all who haven't met me before I had the opportunity and pleasure work for President Trump in the first
administration at the U.S. Department of Health.
We, as Tim mentioned yesterday, that was a little bit
on the ground training for Trump 2.0
and what Secretary Kennedy has been able to pull off
in the first 60 days at HHS.
As many of you all have seen, HHS used to be
about 80,000 full-time equivalents
and 150,000 contractors.
Effective as of a couple days ago,
that's nearly 62,000 folks, which is a complete
and total reset of the agency.
What folks need to really understand is
that this organization, when I was looking at the troubles
and the struggles that we had
in the first administration really represents a chance
to provide outside support to a secretary
that is trying to disrupt something
that is 60, 70, 80 years in the making
with almost unlimited money to support the other side
of what they have been pushing down
from corporate medicine to mandates,
to all of the different things that we've seen,
especially during COVID.
We have a secretary in place right now
that has the opportunity to make significant disruption
within the department, and this was step one.
And so IMA, in its activity,
has really started to develop a policy platform
that helps us engage on a number of topics.
For those of you who were here yesterday,
it's the four pillars that we've talked about,
everything ranging from chronic disease
to changing the culture of health.
We are very excited because we have a significant opportunity
through our relationships within the department currently
to actually provide input in
and to provide support on the outside.
And so IMA is perfectly positioned right now
to be a significant player as long as Secretary Kennedy
is in that office.
And we need to take advantage of that time right now.
David, can you mention for the benefit of the audience,
and we didn't discuss this at length yesterday,
so this is relevant for everybody in the room,
the five pillars and how we leveraged the senior fellows
into the subcommittees and hiring Tim Clark's daughter
as a senior policy writer and what we're doing with that work?
Yeah. So when we were looking through opportunities to engage
with the departments at both all the levels of government, right,
federal, state, and local, because we all saw
that local government was really the most tyrannical,
you know, when it came to COVID.
And so we have put together a policy document with input
of all of our senior fellows
that really addresses the four pillars.
And what we're doing is taking those policies,
everything ranging from informed consents to vitamin D to mRNA
and building tactical strategies to actually engage
with both the C3, which is an educational component.
So how do you educate the policy, policymakers,
the general public, health literacy, et cetera.
That kind of falls within the IMA C3 model.
But the C4, which is the advocacy model.
So how do we operationalize some of these ideas?
And they've come up multiple times already.
We've come up with conversations around the dietary guidelines
and how we can support the administration in rewriting that.
conversations around the bird flu and providing evidence
around that conversation which led to a much better outcome
and a number of other topics that we are getting forewarning
of that are going to come down the line from HHS.
And so, we have such a significant opportunity
to take our core principles which are defined
within the four pillars and actually operationalizing them
with the help of many of you all.
And for the newcomers, I think it's important
to mention your background, David.
All David mentioned is that he was the Deputy Assistant
Secretary of Health, which is one vertical in HHS.
He was in so early, and there was such a lack
of organizational leadership and restructuring experience.
He essentially served for the remainder of his time there
as Chief Operating Officer of the organization.
And the way I like to describe his background is really
three components. Number one, he fired more HHS employees until recently than
anyone in the history of the organization, so he had me personally at
Hello. And he and I live in the same town in Keller, Texas, so we've got to know
each other quite well since we brought him on, what, four, four and a half
months ago. Number two, he was responsible for overseeing all 280
advisory boards. There are 280 advisory boards to HHS encompassing 40,000 people. That's
correct. Right. 40,000 people. And it's union labor. So he was the single point of negotiation.
The lead negotiator for the union labor contracts for all 80,000 full time employees. Now 62,000.
And did you have involvement with 150,000 outside contractors as well. Yeah. There was
There's a lot of opportunity there, but I'll just give you all a little bit of a story.
I've been to Atlanta three times.
This is my third time.
One time was to watch my son win a soccer tournament.
Very exciting.
Very great.
The second was I actually had the honor of removing the CDC director and the Surgeon
General.
Yes.
So you're looking at one, and Tim Clark is also here, but you're looking at one of the
of folks who has fired both the CDC director and the surgeon general
in the United States.
It must have felt good.
So I'm going to step out of moderator into another role.
I want to talk about that fourth pillar.
It's about the culture very quickly.
And the idea here is that data alone, it turns
out, is insufficient to win the game.
So we have to understand the game we're in.
And the game we're in is something called the common knowledge game.
And we all know it because we've all heard the story
of the emperor who has no clothes.
Right? So, quick reminder, the emperor's getting finer
and finer clothes, the tailor's overcharging him,
and eventually the emperor's out in the middle
of the street, Jaybird naked, right,
thinking he's got the finest clothes ever.
And everyone in this room knows that he's naked.
And that's called private knowledge.
All of us can know something in common, but it's still private
because it hasn't been put out into the common knowledge.
And that's the missionary in the story.
It's the child who yells out, the emperor has no clothes.
And then all of a sudden everybody knows
that everybody knows something.
And then it's common knowledge and that's when change happens.
So I think in our country right now we have this reservoir
of private knowledge that's exceptionally valuable
where people are starting to think privately, I don't know
about these vaccine things.
And our job is to be the emissary, the missionary,
who shouts out the truth about the situation so that it elevates
to common knowledge because that's when change happens.
That's when the groundswell of public opinion changes.
That's when the policies actually have real meat behind them
because the politicians never count on politicians.
This is my experience.
David, correct me if I'm wrong, but they're not the ones
who carry the flag up the hill.
They wait until the flag's almost to the top of the hill
and they seize it out of your hand and take it the last step.
And that's fine.
We let them say, oh, thank you, Senator.
You're so great.
But the truth is, we have to carry the flag up the hill.
And that's what we're doing.
And we can't be wrong.
We have to have credibility.
The data's got to be good because we don't get to make mistakes.
But the game we're in is actually the common knowledge game.
And the key is how do we take things
that are private knowledge and pull it out?
And it always takes somebody who's brave enough
or a young naive child who doesn't understand what's at risk.
Somebody, yeah, all of us fell into that role.
That's our job is to be those emissaries.
So I just want, that's the culture.
We have to change the culture where doctors are afraid to say things
and they suddenly feel brave enough to say that what's true.
And everybody in this room knows what's at stake.
I mean, we were the skin of our teeth.
We almost lost this country in my view.
And I don't think that's hyperbolic.
And I alluded to it yesterday.
We all know what Marxist ideology and tendencies tend to do.
They control with their tentacles education.
They control healthcare and they control food supply
and a whole host of other things.
So we're one component of a broader montage here,
but a critical component in healthcare.
And we've got to take it back, as we all know,
and we've got to reform it.
We've got to reform it significantly.
So the way we see it as an organization is this window opened
for us, thank God, but it's going to close as quickly as it opened
if we don't do the private knowledge to common knowledge game
to steal a political metaphor that we've all heard in terms
of the Overton window, we need to jam a giant crowbar
with leverage into the window and we need to pry it wide open
and we need to do it fast.
We're lucky if we've got four years, I mean, midterms and all
that stuff starts happening probably 18 months from now.
So this organization plays a crucial role
in that Overton window expansion, if you will.
And we've got to double down and we've got
to accelerate as an organization.
I think people's tendency is when there's a win,
we rest on our laurels, get frustrated
that things aren't being done and that we're not seeing the change
that we had hoped for, and then we reengage, as you said yesterday
over dinner, reengage at the next political cycle.
It's too late.
We've got to work hard and we've got to drive the change now.
Well, so David, this is really, in my experience,
this is a once in a lifetime.
I've never seen an opening like this before with somebody
like Kennedy in that position.
Would you agree?
But we, as we've seen, you know, our healthcare expenditures keep going up and our healthcare
outcomes keep going down.
I mean, it's as simple as that.
And so all of this concern about cuts at HHS, you know, if you were an organizational business,
it would not make sense, you know.
And so I think that now that they've level set the HHS organization, they are going to
to go on a rapid expansion of new health policies
that are going to benefit all of America and beyond
because what America does, the globe does in many instances.
And so this indications of all of what Secretary Kennedy did
in the reorganization, I can get into this
in our panel later today about state and federal policy,
but was truly groundbreaking
because the way they structured
that department. Everything from bringing together SAMHSA to HRSA to my old office the Office of the Assistant Secretary for
Health was brilliant. And they're not getting credit for it because everyone is so concerned about the cuts and you know why
we hold up public servants more than we hold up the private sector. Just really interesting conversations. But at the end of
the day, we're going to have a completely brand new HHS within the next six months once all these reorgs happen. And what that
allows Secretary Kennedy to do is place folks in positions of authority that not are even politicals but are actually career
employees that last between administrations. And so that is a long standing culture change for a department that has
desperately needed it. Yeah indeed. So Joe credibility. We have to have the
credibility to give the support. And David I love how you put it. You said
that you know you scan the landscape in yesterday's panel and you said IMA is
really the only organization in a position to do what it's going to do
because we've preserved our integrity along the way. And part of that big part
of that's going to be the journal and how that's constructed and also our senior
fellows program. So absolutely. You know credibility is extremely
important. And how do we keep our credibility by two ways. Number
one science. Number two advocacy and the science as you guys well
know was censored. I mean our science was censored and not just
our science but there's science out there that is really good. And
because of political reasons for economic reasons good science is
not being published, good science is not being shared.
So we decided to come up with our own journal,
the Journal of Independent Medicine, a journal that is now coming
out with the second issue, which we're quite pleased.
A journal that is meant to do things that other journals don't do.
A journal that is transparent, that has, as best as we can,
no significant conflicts of interest.
A journal that is not sponsored or funded or bought by big pharma,
big that for me is extremely important.
And a journal that actually has a transparency to the point that even
if you are my buddy-buddy, I'm not going to be accepting your paper
because I won't know that you sent that paper to me
because I'm completely blinded as to who's the person sending the paper
to me, so if I'm going to accept the paper it's
because of its scientific integrity and the quality of the data.
But not only that, if I want to analyze your data, I tell you, hey,
I want to see the raw data and I want to run another statistical analysis
to make sure that what you told me is real and you didn't make
up the numbers like yesterday somebody was mentioning the number
of papers that have been retracted because people just make up data.
They make up numbers.
They come up with statistical significance
that are not statistically significant.
Well, yeah, so I love this idea.
Of course, we're going to have to get funding for these studies
in the first place because, you know, we're going to need study,
good funded studies to actually even parse through.
And the Senior Fellows Program, too, put together and we've got,
what, how many countries are?
Yes 16 15 16 countries six continents 30 but three dozen medical specialties. Yeah. Yeah. So Scott Atlas if you weren't here last
night his keynote he said look we have to restore trust and Trump is coming in as a disruptor and that alone makes him worth his
weight in gold because we need a disruption. That's fine. But what he was really talking about down deep was this shattering of
of trust that's happened and for good reason, right?
And so to rebuild that, we've got to be immensely credible
and we've got to make sure that we're following our own processes
and when we make mistakes, we own up to them.
The whole thing, right?
That's how we create trust.
You need to own your mistakes.
And, you know, this morning I was actually mentioning this.
I made a mistake.
I mean, when I first, when the axis first came out, first came out.
I believe Fauci.
I believe safe and effective.
And I was the first one to put my arm there and give it to me.
Yes, ladies and gentlemen, I got it.
But within two months, when I started to see
that they were not effective, that was the first thing, I said hell no.
And then when I saw that they were not safe,
and yesterday we talked about this, over 50% of what comes
to my office nowadays is vaccine-related injury.
I mean, that's a lot.
It is okay to own our mistakes, especially if the mistakes were
because we were listening to the wrong advisors.
And for that reason, many of you guys here,
you don't believe anything anymore.
Nothing. I mean, any paper that gets published, we read it,
and we read it again, and we read it again, and then we question it.
So our goal as an organization is to make sure that we provide you
with the most, the strongest, most robust data that is transparent
in every possible way, from conflicts of interest
to let me look at the data.
Science, if anything, is one long series of mistakes, right?
You know? But we've honestly assessed it.
David, what are some of the things that, like,
how can we be the most powerful to, I know nothing about politics.
I've learned a little bit.
I've realized it would be terrible for me because I like things
to be right or wrong and it's just not the game.
So you've helped me understand what the game really is.
Help us understand, if you could, please, what is the game?
What is Bobby really up against?
how do we help him the best?
We help Secretary Kennedy by being a organization
that provides both offense and defense for good and bad policy.
And when it comes to opportunities over the next, you know, 18 months,
four years, potentially even longer, we have to translate, you know,
in research it's from bench to bedside, we have to translate
from bench to policy, because as I mentioned a little bit yesterday,
conservatives, republicans,
free thinkers have typically not been very strong on public health.
We have typically been very good on health economics.
We'll talk all about Medicare, we'll talk about fraud,
we'll talk about all the interesting parts to the health economy,
but when it comes to public health, it's almost a taboo topic.
And so organizations like this can do everything from bring good ideas
to operationalize those ideas.
I mean, I don't think we've really talked about it
and there's only a minute left,
but why are we not providing the public health and guidance
for communities when they have low life expectancy?
You know, there's one in my neck of the woods.
It's called 76104 in Dallas, Fort Worth, Texas.
that is a 15-year life expectancy difference
into the next zip code over.
Well, you know, we all know what the other side would say,
oh, we need more resources,
all the old 1970s version of public health.
Why are we not integrating and showing a new way
of public health in America?
So to me, there's so much opportunity to bring policy
from bench to policy, operationalize that policy,
and then recapture the hearts and minds
through the continuing education
and the medical healthcare system.
Because at the end of the day,
it's not just a medical school.
It's a academic health science center
that oversees all of the allied health professions
and research.
Because if we are able to build something like that,
I'll go back to the Reagan city on the hill,
that is gonna be the beacon
of free thinking medical thought
and health and public health thought
that does not exist,
I don't think anywhere in the world.
I'd like to leave the group with two thoughts here, if I could.
Number one, you brought it up, Joe, MRNA, it was discussed yesterday, a core focus.
That's been a core focus of the organization since they came out, as you know.
But right now, I think where we really need to emphasize, what we need to emphasize, is
this is still on the CDC's recommended childhood schedule, okay?
And it's on the childhood vaccine schedule.
I think if Mary Tully Bowdoin's numbers are right, something like 9
or 12 million infants have been jabbed over the past 12 months.
And as Dr. Kirk Milhone has aptly said,
that has got to be the lowest hanging fruit on the planet.
Like that's, there is no science to support it.
And frankly, you could make a strong case given the stack
of medical literature and thousands of peer-reviewed
and published papers in terms of the harms.
There's no science behind doing that.
We've got to get that off the schedule. And that's what brings us to the to the
real the real pandemic.
The fact that most of us don't recognize that what we saw on the pandemic is
nothing as compared to what we're going to see now with all of these people that
have been vaccinated. I mean we have a true pandemic in our hearts and
organizations like this are the ones that are trying to at least educate as
many people as we can and change this culture and trying to change that. Get those vaccines out of the market ASAP before. This is
worse. All right. Thank you. Thank you everybody.
