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(Soft music)

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- If you look over maybe a 20 year period

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of engagement activities
with the Philippines,

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we invested in exercises, training,

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and it wasn't just IHS

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but it was across all career fields,

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to really develop their patient movement,

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thorough medical evacuation.

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And so we looked at how did

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this deliberate program have any set

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when in 2014, they had
Super Typhoon Haiyan.

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It hit the Philippines.

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And so just like every other
disaster in the Philippines,

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the U.S. gets ready to respond.

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We start getting our aeromedical
evacuation crews ready

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and we waited on the call for help.

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And it never came.

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And we kept reaching down to say, well,

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how you guys doing?

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When do you need air vac?

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What's going on?

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The call never came.

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And what we found was,

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they had used all the skills and training

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that we had given them,

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and they put it into practice.

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Now their aeromedical evacuation
didn't look like ours.

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They did it in the Filipino way.

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But they did it in a way

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that works for their system.

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They had much less resources than we did,

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they have a different culture,

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than we do.

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But they used all those skills

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and they responded
successfully to a disaster.

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And they didn't ask for
us help, which saved us.

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Really hundreds of thousands
of dollars are sending aircraft

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to move Filipinos out
of the disaster area.

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So I think that's a huge success.

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That's my proudest moment,

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because when you look at the work we did

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on the IHS team,

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but also the work I was doing prior

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to joining IHS

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and the work that went on before

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I even thought about engaging

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with the Philippines, all that lined up.

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And I would say our
strategy was deliberate.

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So in that case,

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we're really trying to
build those capacities

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and they execute it successfully.