For me, there are two lessons. One is to have contingent financing available immediately so that we can go ahead and make sure we get in the queue to purchase doses quickly.
The second is to have surge capacity. UNICEF's supply division, Gavi and all of the people initially had to work with existing staff. That was overwhelming. People did it because they knew it was the right thing to do, but we need to be better prepared to surge and respond, and to keep alive all of the lessons learned from this effort.