top of page

Former FDA COO and Harvard Faculty Member, Dr. John Norris, Re-Announces the Next Generation Safely2Prospertity's "VirusVigilant" Infectious Disease Spread Risk Management Product

Former FDA COO and Harvard Faculty Member, Dr. John Norris, Re-Announces the Next Generation Safely2Prospertity's "VirusVigilant" Infectious Disease Spread Risk Management Product  

By Dr. John Norris

Being a former FDA COO and Harvard faculty member with expertise in infectious disease spread risk management, I have daily concerns about the level of unpreparedness among companies, government agencies, and nations to survive the next pandemic-sized biothreat or bioattack. Whether the attack or threat emerges unexpectedly from nature or is purposely initiated by terrorists or hostile nations, the spread of the disease is what leads to millions of fatalities. Tragically, COVID-19 has already claimed the lives of 1.1 million Americans and 7 million individuals worldwide due to significant mismanagement at various stages of the outbreak and levels of its oversight and handling, from enterprise to government agency to national leadership. Perhaps as many as 40% of those who died did so avoidably. I have called for academic studies to set this percentage more precisely, but tragically, no funder has granted funds to the studies. Could those who are responsible for the deaths want to remain anonymous?

Bioterrorism and Biowarfare Attacks Threats or Attacks

Given the state of the world, and particularly the quickly expanding Middle East War between Israel and Hamas, as well as the pro-Hamas riots at Ivy League universities, including one at which I spent five years in graduate school, Cornell, and the other at which I taught for nearly a decade, Harvard, risks of bioterrorism, and biowarfare threats and attack have increased significantly. This unconscionable risk is so, especially in the case of Israel and the US. Accordingly, we have presented the next generation of Safely2Prospertity's "VirusVigilant" infectious disease spread risk management product more extensively to represent the second significant leg of the product. This second leg is to help prepare enterprise users, including businesses, government agencies, and nations, for the increasingly likely bioterrorism and biowarfare attack threats or attacks. Nature will likely attack later. Human attacks now look likely to occur sooner.

Accordingly, this article contains, at the outset, a "Quick Summary of the History of Bioterrorism and Biowarfare and the Extortionist Threats Thereof." And what can we do about them? The first recorded use of bioweapons in warfare occurred in 1347 when Mongol troops tossed bubonic-riddled bodies over the walls of Feodosiya (then named Caffa), Ukraine. Interestingly, Ukraine was the center of the first use of biowarfare. And it could be the last. The difference between bioterrorism and biowarfare is the former involves targeted attacks on non-combatants. And the latter involves attacks on troops, which might also "spill over" and hurt civilians. Very recent reports in The Washington Times newspaper say that China is increasing its stockpile of bioweapons. So, in 2024, the threat has not lessened but gained in strength.

The modern threat of a bioweapon attack on Israel and or the US has never been higher. Some experts say it's a 10% risk this year. Others say it is a 40% risk this year. Indeed, whatever the correct percentage is, it is the case that a credible threat of a bioterrorism attack (from Hamas) or biowarfare attack (from Iran) this year is much higher than in 2023. The danger is real and climbing daily as the War in the Middle East increasingly gets out of control of thoughtful nations—and Hamas and Iran increasingly feel we threaten them with extinction and realize neither nuclear weapons nor chemical weapons will suffice to turn things around, even if these outdated or unacceptable weapons, per our discussion below, might become available to them from China, North Korea, or Russia.

Dr. John Norris said: "The modern threat of a bioweapon attack on Israel and the US has never been higher. Some experts say it's a 10% risk this year. Others say it is a 40% risk this year. Certainly, a credible threat of a bioterrorism attack (from Hamas) or biowarfare attack (from Iran) this year is much higher than in 2023. The threat is real and climbing daily as the War in the Middle East increasingly gets out of control of thoughtful nations—and Hamas and Iran increasingly feel we are intent on destroying them and are threatened with extinction--and realize neither nuclear weapons nor chemical weapons will suffice to turn things around, even if these outdated or unacceptable weapons might become available to them from China, North Korea, or Russia."

We can no longer ignore these serious threats on our survival at any scale, from enterprise to nation. We all have to work together now. Preparedness is the key. If you and your enterprise are not now prepared for the next bio threat or attack, then you are not doing your job for your people, your enterprise, or the nation.

Technology Innovator and Enterprise, System, or "Method and Means" Reformer

As many of my readers know, I have been part of several significant health and healthcare reform efforts in the US and worldwide. For example, when I was COO of the FDA, I helped reform the US FDA internally, and earlier, I helped to rewrite many of the Joint Commission's accreditation standards. These Joint Commission standards are "private, de facto regulations" under which hospitals, hospital systems, clinics, nursing homes, and the like are "permitted" to sell their services in the US and by influence and inference throughout certain other parts of the world. In other words, the FDA and the Joint Commission have split the health and healthcare regulatory pie. Like FDA regulations, health and healthcare enterprises cannot ignore The  Joint Commission's accreditation standards if they desire to remain in business. The Joint Commission says they are voluntary. But really, they are mandatory.

After teaching at Harvard, I decided to help reform many other sectors of the US and the world's health and healthcare delivery systems. These included crafting or attempting to craft:

(1) Software to create semi-automated surgery of vital organs (which was an overwhelming success and helped create the laser eye surgery industry worldwide).

(2) Software to improve physician-patient communication efficiency and effectiveness by using TVs or computer screens as the vehicle for face-to-face communication. This product was like software-driven cameras and computer screens used today to make many meetings with physicians more efficient. Such systems remove time wasted on travel and, in most cases, on sitting in waiting rooms. This project was a failure some 40 years ago.

(3) Software for selecting, analyzing, and generating insights, knowledge, and wisdom—and recommended actions--from the contents of electronic medical records during crises. These recommended actions were intended to contain powerful, actionable instructions to be used by physicians and nurses. These instructions included "recommendations" for which drug to immediately change the brand, type, dosage, or frequency of administration—in an effort by the stressed healthcare provider to save the life of the distressed patient. This effort also failed, and its function, even using far more advanced AI than that my team and I had available to us roughly 40 years ago, is still not adequately performed today.

Our next reform project covers making science and healthcare more effective by helping to reduce deaths from deadly infectious disease threats and attacks, perhaps as many as millions per year. The reform project after that involves healthcare, but only tangentially. We will change our reform focus to reforming law practice in the US, primarily as it affects new healthcare product invention, development, and delivery. We will reform the means and methods permitted in law practice by law firms that use deceitful measures to defraud and exploit young clients they represent in the medical malpractice and new product invention and development spheres. It apparently has become relatively widespread in the US for such law firms to use deceitful and, therefore, unconscionable contracts, methods, and means, such as fraudulent misrepresentations, fraudulent overbilling, and fraudulent malpractice, to establish and execute their fraudulent schemes, and thereby robbing these clients of significant funds—destroying the effectiveness of health and healthcare efforts and killing or otherwise significantly harming people in the US and worldwide. 

Reforming the Last Frontier of Science and Medicine

Now, ever the reformers, my team and I have turned our time, energy, and money (and the money of our families) to the critical task of reforming the last and most poorly addressed frontier of science and medicine: risk managing the spread of deadly infectious diseases. It is the spread that kills millions. Deadly viruses, bacteria, or molds are almost nothing to be concerned about unless they can spread with thrust, pace, depth, and breadth. These fatal diseases, most of which have killed thousands to millions per year throughout recorded history, were so deadly because they were poorly risk-managed as to their immense speed and breadth of spread. The Plague killed half of the world's population in the Middle Ages. The 1918 Flu killed 50 million people, including most of the troops who died in WWI. COVID-19 killed 7 million and is still killing in the US at the rate of 2,000 people per week. Imagine what a field day the press would have if they looked at this death rate as one caused by the crash of seven 747s every week. We have heard them say: "Deaths by COVID-19 are old news not worth covering."

Given the inadequacy of modern (primarily traceable back to tools used to help control the spread of the 1918 Flu Pandemic, which was risk-managed poorly) risk-management "methods and means," some spread experts believe that perhaps as many as 40% of those who died in the US and worldwide from COVID-19 (and possibly earlier deadly diseases) did so avoidably. I have called for academic studies to quantify and monetize this number. But so far, no studies have been funded. Perhaps the funding sources do not themselves want to know how badly they failed or others to know it. Without such studies, we still need to move forward and determine how we can, as best as possible, save as many people as possible when the next pandemic-sized attack strikes. Whether the next attack is nature-made (possibly as soon as or sooner than three years but more likely within ten years) or human-manufactured (possibly as soon as three months but more likely within three years), we must prepare now. We can only react when the next significant threat or attack occurs. But we can prepare now. Unlike projecting the weather, which projections are often still wrong because there is so little data available here, we must wait and see if our expectations (but not projections) are "spot on."

Dr. Norris also said: "There is no more important place or thing in the US or the world that needs significant reform than how we risk manage the "spread "of deadly infectious diseases, the last frontier of science and medicine. The door into better risk managing the spread by science and medicine was locked after poorly fighting the deadly 1918 Flu (which, again, killed 50 million people worldwide, and has barely been unlocked or opened since."

We have wanted to reform these areas for decades but it has taken us time to get to them.

The Founding of Safely2Prosperity

We have founded Safely2Prosperity to prepare employers at companies (both for-profit and not-for-profit), government agencies, and indeed, whole nations, either incrementally or as a whole—to protect their employees, families, and investors, as well as suppliers, customers, insurers, and others for the next round of COVID-19 or any other pandemic-sized deadly attack which might be launched. And then risk managing the spread when it does.

To refresh my readers' memories on this topic, Safely2Prosperity's VirusVigilant product is an advanced SaaS platform capable of processing up to millions of data points per day for a large-sized business, government agency, or country—at up to tens of thousands of a single enterprise's locations worldwide. Companies such as CVS Health and Walgreens, which operate drug stores, typically have as many as 10,000 locations in the US and are hoping to expand worldwide, where they might open 10,000 more. It is, therefore, no surprise that we are targeting them and their competitors as ideal customers. Another ideal VirusVigilant customer and or partner is a health, liability, or business interruption insurance company and or an HR software developer, especially if they have 10,000 to 100,000 employees (or employees plus the family members they choose to enroll) and hundreds of significant subscribers or clients that use their product. In sum, VirusVigilant can support over 20,000 locations and over one million employees and family members. It's a powerful product. We believe it is the best in the world in its sphere.

Key Insights Behind VirusVigilant's Invention and Development

Several insights form the backbone of VirusVigilant. The most profound of these is: that VirusVigilant converts the most dangerous places during a pandemic—closed-in facilities such as workspaces and homes—into the safest ones. Accordingly, manufacturers, warehousers, distributors, hospitals, clinics, nursing homes, universities, grade schools, high schools, ships, and the like can remain open and highly productive in the face of a pandemic-sized bio attack, whether it is nature-made or human-manufactured. The use of VirusVigilant can help enterprises to avoid much destruction (1) to people, perhaps in the tens of millions when you count both deaths and significant and even permanent harms, (2) to enterprises, perhaps in the many billions of dollars each, and (3) to a nation's economy, perhaps in the many trillions of dollars. A market study performed by S2P involving 60 US business executives proved to a high level of certainty, in their opinion, that the US practice of closing all businesses during the height of the COVID-19 Pandemic was mainly counter-productive. Instead, they believed an alternative, possibly widespread use of VirusVigilant, had to be found. We shared their same opinion, and that is why we invested our hard-earned training, experiences, know-how, cash, and sweat equity into creating one, VirusVigilant, and we continue to develop and market it.

S2P's VirusVigilant product is of significant support for a company's, government agency's, or nation's effort to prevent, mitigate, and or control the spread of up to 24 of the world's most deadly infectious diseases—as selected by the head or CEO or COO based on the leader's projection of need. Of course, for example, because of significant differences in climate, culture, and the like, a company's need for coverage in its US and European locations will likely significantly differ from its needs in its African, Australian, or Asian locations. This flexibility and focused response are precious before and during a biothreat or bioattack.

Dr. Norris further said: "It is sometimes the simplest insights that everyone overlooks or ignores that make the biggest difference. Why isolate or quarantine everyone, and thereby kill businesses, industries, and economies, and harm people mentally, psychologically, and financially? Why not, instead, protect workspaces and homes highly? And thereby make the most dangerous places in most deadly pandemics, whether nature-made or human-manufactured, the safest places to be from both a physical health perspective and a learning and psychological health perspective."

This strategy makes sense to my team, me, and most of the executives who participated in S2P's Market Study. So, this is the path upon which we have proceeded,

Target Markets and Decision Makers

S2P targets the use of its VirusVigilant product in eight vertical markets, such as hospitals and hospital systems (including clinics and nursing homes) and meat-packing facilities, both of which were severely damaged when they were unprepared for COVID-19 when it struck. S2P has a preparatory license and an active license available. The latter is the most intense. In the case of the latter, for 100,000 employees, it costs less than 50 cents per employee per month. For the former, it is far less in aggregate cost because it typically covers just a few selected offices or facilities of the global employer.

The preparatory license is used because the employer is eager to be prepared immediately to broaden the use of VirusVigilant across all offices or facilities if a significant biothreat or attack arises anywhere in the world. Again, S2P's target market is 10,000 to 100,000 employees (including covered family members). However, S2P will go as low as 1,000 employees and as high as one million+ employees (especially when the employer elects to enroll family members in S2P's Infectious Disease Safety Program, which S2P recommends and feels would be best for both the enterprise and society). 

In deciding to deploy VirusVigilant, several decision-makers (of different degrees of interest and sway) and several decision influencers (again, of various degrees) inside and outside the organization are often involved. The decision-makers include the CEO, COO, CFO, CHRO, and CSO. And the CIO and CTO will also likely be asked to weigh in. The ultimate decision-maker will likely be the COO. On occasion, the CEO might make the ultimate decision. Overall, the CHRO and the CSO are the primary internal leaders of interest and influence at the very outset. Outside influencers of decision-makers can also add more substantial interest in the product—or enough momentum to carry it past obstacles or "up and over the hill" and thereby through completion of the decision-making process.

Decision Influencers

There is a long list of potential influencers, from very high-grade resellers to the media. The chief S2P influencer targets include those with the most significant stake in the company surviving and thriving before, during, and after a substantial biothreat or attack anywhere in the world. Yes, world. The world is now a powder keg waiting to explode when the next significant threat to peace and tranquility arises. These influencers naturally want to see their client/customer or agent receive the safety and psychological benefits of VirusVigilant and S2P's associated "Infectious Disease Safety Program" (like a Fire Safety Program). Such use helps protect all significantly involved and benefited parties who will thrive in an environment where their prepared company of interest wins while the unprepared competitors fail.  

These influencers of a COO's or CEO's ultimate decision include employees, their family members, especially their spouses, their co-workers, union heads, investors, and various agents or vendors, such as banks, insurers (particularly, health, liability, and business-interruption insurers), law firms, accounting firms, executive advisors, executive coaches, suppliers (especially manufacturers, warehousers, and distributors), social fairness groups, customers, and the like. Regrettably and of concern, including legal problems, many union heads have failed to do their jobs here. I have given union heads a high ranking nonetheless because I believe most union heads are honest and responsible people who care deeply about the health and welfare of their employees and their employees' family members.

If the right social fairness group is present, that would move them far higher on the chain. The right one would be highly vocal, persuasive, and influential financially and politically. I include customers but put them last here for two reasons: (1) they are buyers, not sellers. So, most of the time, they have an alternative place to buy from. But not always. And even when they do, making the change is generally painful and time-consuming. And (2) Most buyers have negotiated good terms with the seller, especially price and timing and quantity of parts shipped, for example, so not only does the disruption of their supplier (our customer) cause them aggravation, it might disrupt their own productivity and cause them to suffer fines or loss of revenue, profits, or goodwill and customers themselves. Their replacement supplier might force them to accept less-favorable terms, especially a higher price, but also delays in shipping or reductions in quantities of parts shipped.

Dr. Norris said: "In today's work environment, both inside and outside "decision influencers" can make an enormous difference in whether workers and their families are protected by their employers from deadly infectious disease spread. While the cost of providing reasonable protections is low, there is still a reluctance to spend any money unless there is a "strong demand" that they do. Or a local or regional threat of attack, whether by nature or by terrorists or hostile nation, arises."

They all have a significant stake in the company's/agency's success. If it gets significantly harmed or is "killed," all these influencers will also be harmed, directly or indirectly, to one degree or another. Employees, family members, and co-workers will lose their health, jobs, raises, bonuses, and possibly retirement funds. Investors will lose significant amounts of their investments. And so on and so forth. Everyone in the chain will be damaged, some more than others, but all significantly. So, everyone along the chain requires their "client" company, government agency, or nation to be prepared to make quick, thoughtful, and effective moves to protect at least employees and their family members when the next threat of attack or attack comes.

Partnering Arrangements

S2P is putting extra effort into partnering with insurers, especially health insurers, who each have billions or more to lose when the next pandemic strikes, no matter the source. If they are again "caught with their pants down," CEOs and COOs of insurers might (I would say likely will) even lose their jobs. Whether the pandemic is nature-made or human-manufactured, it makes no difference, except in the latter case, the spread is likely to be faster, broader, and deeper, and perhaps repeated many times until the terrorist, terrorist group, or hostile nation achieves their deadly or crippling goal, whatever it is. So, insurers might be viewed to be (and be) more competent this next time if they are far more prepared and have coping tools at hand when things change quickly to the negative. Only then will they be able to help their subscribers mitigate and control damages—which is twice blessed: It saves the subscriber for another day so they can pay next year's premium and saves payouts of benefits from the insurer's pockets rm this year's premium, or more from reserves. Insurers and their influencers will increasingly recognize the significant benefit to them if their customers use S2P's VirusVigilant safety product to protect their employees and their families—and their investors. So, a health insurer makes a good S2P prospect both as a customer and as a partner who can introduce S2P to their subscribers.

The same goes for liability insurers. They will make both good customers and good partners. So, partnering with liability insurers will be next. They paid enormous sums to employees and their family members during the COVID-19 Pandemic and, in some cases, to the unprepared client company itself. Most of these cases were settled, and the settlement agreement contained an NDA, which prohibited disclosing the fact of the settlement or the amount. But there is some data available. Liability insurers were destroyed by not requiring their subscribers to be prepared. After that, partnering with HR system developers will be next in line. In some cases, all three have hundreds of significant clients who currently are totally or partially unprepared. A reseller or mutual marketing partnership with all three makes sense here.

The bottom line: Insurers can be more than "non-cash-based" influencers. They can put cash smartly into the pot. And the smart ones, indeed, will. S2P hopes that it can work deals with the most intelligent insurance company CEOs and COOs on behalf of S2P's customers or prospective customers, wherein the insurers will promise to either significantly lower the customer's premiums or exempt the customer from significant premium increases that are then being applied to the S2P customer's competitors. In a crisis, business leaders are always eager to find financial or productivity advantages over their competitors. Insurers that help in this way will keep their customers and gain more. Those who don't won't do either. Loyalty counts.

It's Off to the Markets We Go: Recent Product Launch

S2P finalized the VirusVigilant product and launched it a few months ago. S2P did so without a marketing team in place. Currently, in ever-changing numbers, S2P has over 90 hot sales leads, ten of which are very hot and two of which are scorching. The typical "sales lead time" for highly complex and valuable SaaS platform products, such as S2P's, is six months. S2P hopes to raise $2.5M within that timeframe—so S2P can use half of that raise to bring aboard a stellar marketing team to speed up the process. History has shown that only an expert sales team can do this.

Dr. Norris said: "We have spent cash and sweat equity to the point it hurt. But we wanted to spend the time, energy, and money to make VirusVigilant "just perfect" in terms of its efficiency and effectiveness to do the job—and "do it right the first time and every time." While no product is indeed perfect, and every product is limited as to scope, breadth, depth, and overall purpose, we wanted VirusVigilant to be "as good as it can be using the bucket of talents and other resources we have and can bring to the table at just the right times." We delayed the launch of the next-generation product until we thought that would be the case. And I think we were right. When I was working hard to help reform the US FDA internally and help rewrite the accreditation standards of The Joint Commission or helping to advance the overwhelming success of our surgery semi-automating software company, as a co-leader, I accepted no less. So, S2P deserves no less: the same high level of "tender loving care" at all three levels of our constituency—first and foremost, for the people whose lives we hope to save in the US and worldwide. Second, for the customers we hope to serve. And third, for the investors and partners, we hope to give a good return on their investments."

The S2P team has spent well over $500,000 in cash and over $2M in sweat equity to this point—to get to where S2P is today. However, there are lead times that only an excellent team of marketers can most properly engage and manage continuously throughout the multi-step process. S2P has conversations with potential investors weekly to explore if they might be interested in offering and if S2P might be interested in accepting an investment. So far, we have not found the right fit. The right investor will bring far more than cash to the table. They will also bring vital insights, experience, know-how, and leadership skills aboard. Anything less is not fair to our shareholders. And anything less will slow the company's growth and product distribution scale and cost lives worldwide because they did not receive the helpful protections that S2P has to offer their employer.

Product Target Market

S2P is in a "preparedness-market window" right now. Whether S2P likes it or not. Psychologically, CEOs, COOs, and the media are stuck in the threats and accompanying mindset of the past two years. Because 2,000 Americans still die every week from COVID-19, CEOs and COOs are trapped. They are still scared about the present but exhausted by all the prior terror from the most significant bio attack they have ever witnessed. They need a few months to catch their stride, even though the Flu and RSV are also breathing down their necks. These are scary numbers, but the media, too, is exhausted and not counting. Two thousand deaths per week is a large number, worth seven 747 large aircraft crashing each week and killing all aboard, but it is minute compared to the death rate in the prior two years: 1.1M in the US and 7M worldwide. They are catching their breath. At least for the moment.

The WHO director-general predicts the next pandemic-sized deadly attack will be 7x the 7M number of people killed by COVID-19—like in the case of COVID-19, from just one disease, whether it is nature-made or human-manufactured. Infectious diseases can be devastating. The Plague wiped out half the world's population when it struck. Whether it is sourced by nature or just a military threat or an attack, the concept of "bio attack," while new, is taking on more prominence and strategic importance every day. This gain in power to threaten leaders and employees alike is generated by the world's conditions becoming ever increasingly hostile. This danger is exceptionally transparent in the historic powder keg we now call the Middle East. When viewed through the prism of national security and defense, it is already way past the time it might be expected to explode. As a result, I have published over 100 papers (from long to short) on both the nature and terrorist/hostile-nation sides of the equation. I expect to publish 100 more before we come close to keeping this "Gennie in the bottle."

CEO and COO Control

Both leaders and employees will like and feel comfortable using S2P's per-seat subscription fee model. All employees will have specifically defined and regulated 24/7/365 access to the system—using their desktop computers and or cell phones. The latter is to be used primarily for two-way data input, to and from employees (and where subscribed, family members), particularly where data need to be upgraded or updated quickly and where specific, well-focused, essential alarms, alerts, and notices are required—or vital instructions or recommendations need to be made. Enterprise, unlimited-access seats will be given to selected enterprise leaders selected by the CEO. Use and access will be defined in each company's unique set of rules set by the CEO and COO, which S2P will help them to write.

Dr. Norris also said: "Because the health and healthcare insights and technological insights behind VirusVigilant are so profound, efficient, and effective, S2P can offer VirusVigilant subscriptions for as low as 50 cents per employee per month for large businesses and government agencies (including their family members in the count), and nations. A leader who deprives employees, families, and investors of this low-cost protection as a benefit must be awakened and advised of their unintentional reckless behavior, not just reckless toward their employees and families. But also reckless toward their investors and nation."

Convincing CEOs and COOs to spend money is an uphill battle, even if it will fulfill their ethical, moral, and societal duties to their employees, their fiduciary responsibilities to their investors, and their loyalty to their nation—and save them their jobs. As mentioned earlier, with some 90 hot leads, we have nonetheless made considerable progress down the six-month path.

More Proof that S2P's VirusVigilant Product is Very Reasonably Priced

We set forth here more proof that our product is very reasonably priced. Because VirusVigilant is designed to be hyper-efficient as well as hyper-effective in the ways and means by which it helps save lives and enterprises, for our "active, full-enterprise surveillance implementation," it is a dollar per month per employee for a company or government agency having 30k employees (including enrolled family members). This price drops to 50 cents for a company having 100k employees and enrolled family members. In exceptional cases, small discounts will be made available. Again, if the company or government agency also elects to cover family members, which we recommend, that enrolled number is counted in the formula for computing the price per employee. Health insurance covers families. We can and should, too.

Although VirusVigilant connects with and improves both insurers and HR system developers and their products, VirusVigilant is an assurance product, not an insurance product or a direct HR product. (We also connect to a degree with the products of medical record systems.) In all three cases, we only pull unidentified personnel data and draw little data from the medical record. For a large company, VirusVigilant helps protect employees and family members for $6 per subscriber per year vs $16,000 per family group and $6,000 for single coverage per employee per year, in the case of health insurance policies, for example. That's 1,000 times less than the base cost when you include the VirusVigilant add-on. A healthier group of employees also lifts two boats. It is "twice blessed." It saves the enterprise a considerable amount of productivity, aggravation, and distraction, and it saves the insurer considerable dollars in payouts.

Dr. Norris said further: "When it comes to saving money at the enterprise level, subscribing to VirusVigilant is a no-brainer. What other expenditure might you make that would have such a vast return on capital at the same time it does so much good—not just good for society, which is critical, but good for your and your company's reputation and prestige among your peers, the nation, and the world at large."

As mentioned earlier, the insurer might even cover the cost of this add-on as a matter of goodwill towards their subscriber. VirusVigilant might save the insurer significant enough money by keeping their covered subscribers healthy or healthier to make such an arrangement economically prudent or a thousand times prudent. With a good marketing team aboard, S2P will likely meet the sales estimates used in its financials if current conditions prevail. And if there is a national (US, for example) or international (Israel, for instance) significant threat or realization of a bio attack by a terrorist group (Hamas, for example) or a hostile nation (Iran, for example) within the three-year timeframe we used to make the calculations, these projected numbers for significant customer-deals likely to be made, under current conditions in the US and the world, would, with a high degree of certainty, grow substantially if not rocket upwards.

Conclusion

Over the past year, the world has experienced the devastating impact of infectious diseases. From the global pandemic caused by COVID-19 to the continuous threat of new viruses emerging, business executives, government-agency heads, and nation leaders have had to face unprecedented challenges in protecting their workforce and minimizing the impact on their operations, including revenues, profits, and resilience. In light of these challenges, former FDA COO and Harvard Faculty Member, Dr. John Norris, re-announces the next generation of Safely2Prospertity's "VirusVigilant" Infectious Disease Spread Risk Management Product.

Safely2Prospertity (S2P) is revolutionizing the field of infectious disease risk management with their innovative product, VirusVigilant. Designed to provide a comprehensive solution for business executives, government-agency heads, and nation leaders, VirusVigilant offers an extremely cost-effective approach to mitigating the risks associated with infectious disease outbreaks.

One of the key selling points of VirusVigilant is its incredibly positive cost vs. benefit ratio. For as low as 50 cents per employee per month, organizations can access a powerful tool that has the potential to save them billions of dollars. This low-cost solution stands in stark contrast to the thousand-times larger cost associated with group or individual life insurance, making VirusVigilant an attractive option for businesses of all sizes as an add-on.

With VirusVigilant, business executives, government-agency heads, and nation leaders gain peace of mind knowing that they are taking proactive steps to protect their workforce and minimize the disruption caused by infectious diseases. This comprehensive risk management product offers a range of features and benefits, including:

  1. Real-time Monitoring: VirusVigilant continuously monitors global and local disease outbreaks, providing up-to-date information, risk assessments, and related recommendations on which offices or facilities anywhere in the world are at high risk and what to do about them.

  2. Early Detection: The advanced algorithms and data analysis capabilities of VirusVigilant enable the early detection of infectious disease outbreaks, allowing organizations to implement preventative measures swiftly.

  3. Rapid Response: In the event of a disease outbreak, VirusVigilant provides organizations with a rapid response framework, including protocols and guidelines for containing the spread of the disease.

  4. Employee Health Monitoring: VirusVigilant includes employee health monitoring capabilities, allowing businesses to track and respond to any signs of illness among their workforce promptly.

  5. Data Analytics: The up to millions of data points per day for large organizations collected 7/24/365 by VirusVigilant can be analyzed to identify patterns and trends, enabling organizations to make informed decisions and adapt their risk management strategies accordingly.

By leveraging the power of artificial intelligence (soon) and data analytics, VirusVigilant empowers business executives, government-agency heads, and nation leaders to make proactive and data-driven decisions. With the ability to monitor and respond in real-time, organizations can effectively mitigate the risks associated with infectious diseases, help safeguard their workforce, families, and investors, as well as their banks and insurers, and protect their bottom line.

In addition to its comprehensive features, VirusVigilant also distinguishes itself through its user-friendly interface and intuitive design. Driven by S2P's commitment to usability and customer satisfaction, VirusVigilant provides a seamless user experience, ensuring that organizations can easily navigate and utilize the platform to its full potential.

As the world continues to grapple with the threat of infectious diseases, the importance of effective risk management cannot be overstated. VirusVigilant offers business executives, government-agency heads, and nation leaders a powerful tool to protect their workforce and operations, giving them the confidence to face the uncertainties of the future, including possible severe or devastating damage to their customers, suppliers, warehousers, and distributors--as well as their community, nation, and themselves.

This re-announcement of Next-Generation VirusVigilant marks a significant milestone in the field of infectious disease spread risk management. With its affordable pricing, comprehensive features, and user-friendly interface, VirusVigilant stands as a game-changer in helping business executives, government-agency heads, and nation leaders to safeguard their workforce and minimize the impact of infectious diseases on their operations. By choosing VirusVigilant, organizations can proactively protect their employees, mitigate financial risks, and pave the way for a safer and more resilient future. 

So, let the word go forth within your team and among your friends: "S2P's VirusVigilant infectious disease spread risk management subscription product is a must-have, not a nice to have, for your installation soon."

Safely2Prosperity

Safely2Prosperity (S2P) provides a "comprehensive infectious-disease spread risk-management solution," VirusVigilant, for business executives, government-agency heads, and nation leaders. S2P's VirusVigilant "Infectious Disease Safety Program" (like a Fire Safety Program) combines a SaaS platform with customized risk management for overseeing add-on packages of vaccinations, testing, therapeutics, and tracking technologies, among many others. It helps these leaders meet their moral and ethical responsibilities and protect and enhance workforce (and family) safety and productivity. Thereby, it helps assure business continuity, revenue, profits, investor and insurer protection, and government agency effectiveness. With a focus on proactive measures, S2P offers a cost-effective, low-cost (as low as pennies per employee per month), and intuitive solution for risk managing infectious disease spread.

If you want to learn more about VirusVigilant, please contact Dr. John Norris by text at 617-680-3127 or by email at  John.Norris@Safely2Prosperity.com. S2P's website is at safely2prosperity.com. 

© 2024, Safely2Prosperity LLC and Dr. John Norris


2 views0 comments

Comments


bottom of page