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<v ->IVI was founded in 1997,</v>

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the first international organization

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headquartered in the Republic of Korea

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and the only international organization

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anywhere in the world that has a mission to discover,

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develop, and deliver safe, effective,

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and affordable vaccines for global health.

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We have a very unique mission in that we work on vaccines

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that the average big vaccine company

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wouldn't ever touch because these are vaccines

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for the poorest people in the world.

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We call them unincentivized vaccines.

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There's vaccines for diseases that occur

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in areas that are poverty-stricken,

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in low and middle income countries around the world

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that don't have vaccine solutions

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to the problems that exist.

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<v ->We had a mission, we're going to do vaccines.</v>

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But we didn't have a clear strategy on how to get there.

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We weren't delivering as expected. We were losing money.

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We were having a hard time keeping people.

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We weren't developing vaccines at the pace we wanted to.

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Where BCG fit in is they helped

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to put together that strategy.

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They helped us to link the vision, the mission,

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the strategy, and even into the operations.

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And I'd say one of the things that distinguished BCG

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from some of the other consulting groups

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that I've worked with is they got into the weeds.

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They didn't stay at 30,000 feet.

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They went right down into the weeds

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with us, which we needed.

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<v ->For me personally, I think the opportunity to work</v>

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with IBI kind of throughout its transformation journey

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has been a real privilege where I really saw

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this collective engine of BCG expertise harnessed

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to bring the best possible value to our clients.

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We were calling global health experts and vaccine experts

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in Germany and Paris and DC and Johannesburg,

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experts in governance in Singapore and Boston,

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and just a host of other BCGers across our private

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and public and social sectors.

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<v ->What COVID did is it supercharged everything,</v>

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where we were plugging along, knocking out the vaccines.

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All of a sudden, it just doubled up in ramp.

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We were in the right place. We had the right skills.

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We had the right team all around the world

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that could do this thing.

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We had good results at that point.

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We were a credible partner to work with.

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<v ->By the time in 2021, when we were ready</v>

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to do this next big iteration of the strategy cycle,

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IBI was just in this completely different place

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and really ready to think boldly about the future.

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They had doubled in size financially.

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They had been able to diversify their portfolio.

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And they'd really bolstered some critical relationships

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with donors and with other key stakeholders.

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<v ->So we're in a very exciting phase of IVI's growth.</v>

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We are opening our first overseas office.

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We call it Original Office.

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It will be located in Stockholm, in Sweden.

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<v ->As we were preparing these pitches</v>

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and talking to different country officials,

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it was incredibly energizing to see just the level

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of interest and excitement about IVI.

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And I think it was a true testament to the immense amount

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of work that has happened since 2015 and the fact

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that they firmly established themselves

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as this nimble player in the global health space.

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<v ->There's some unique models that we want to try</v>

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to put together and what we're doing with BCG now,

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is can we create partnerships in countries

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or in regions such as Africa, where it can pull together

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multiple other foundations, multiple other governments,

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not just Sweden, not just Korea, but many in Africa

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to solve some really big problems?

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And that's going to be this whole thing

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on a exponential scale.

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(dramatic music)