#367 - 🌍 Building Neonatal Care Across Zambia: Training, Mentorship, and Impact with Jean Musonda-Chintende

Hello friends 👋

In this episode, Mbozu and Shelly-Ann are joined by Jean Musonda-Chintende, a critical care nurse and national trainer in advanced newborn care with the Ministry of Health in Zambia. Jean shares her decade-long journey in neonatal intensive care and her leadership in building and mentoring neonatal units across the country.

She discusses the process of setting up special care baby units in hospitals that previously lacked neonatal services, including assessing facility readiness, training staff, and ensuring standardized care through continued mentorship. Jean highlights partnerships with organizations such as UNICEF and Clinton Health Access Initiative that support equipment and training efforts.

The conversation also touches on the challenges of workforce retention, the importance of continuous education for nurses, and the power of recognition in maintaining morale. Jean reflects on her role in Zambia’s historic 2017 conjoined twins separation, how that experience shaped her approach to critical care, and her personal mission to reduce neonatal mortality through training and compassion.

A deeply practical conversation about scaling neonatal care in resource-limited settings and the dedication it takes to make lasting change.

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Short Bio: Jean Musonda Chintende is a highly experienced Critical Care Nurse with over a decade of service in specialised intensive care units across Zambia’s public, private, and mining hospital sectors. She currently serves at the Women and Newborn Hospital, University Teaching Hospital in Lusaka, working in the Neonatal Intensive Care Unit. Jean holds a BSc (Hons) in Professional Practice in Critical Care from Birmingham City University (UK) and is currently pursuing a Master’s degree in Cardiac Nursing. She also serves as a National Trainer in Advanced Newborn Care under the Ministry of Health, where she leads training and mentorship programs for doctors, nurses, and other healthcare professionals across Zambia. Her clinical expertise includes neonatal resuscitation, advanced respiratory support, invasive monitoring, and the management of critically ill newborns. Jean has also contributed to multiple national guidelines on neonatal and critical care and is a published researcher in neonatal health practices. In recognition of her exceptional service, she received the President’s Insignia of Meritorious Achievement for her role in the successful separation of Zambia’s conjoined twins, Bupe and Mapalo, in 2017. Beyond the hospital, Jean is passionate about mentorship, research, and improving neonatal outcomes through training, evidence-based practice, and advocacy.

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The transcript of today's episode can be found below 👇

Shelly-Ann (00:06.51)

Hello everyone, welcome back to another episode of the Global Neonatal Podcast. Mbozu how are you doing today? 

Mbozu (00:06.51)

I'm doing well. How are you Shelly-Ann? 

Shelly-Ann (00:10)

Doing great as always, very excited when we have another interview to share with our listeners. Can't wait to delve into the discussion.

Mbozu (00:19)

Yeah, me too. Very excited to introduce today's guests. So we're here bringing another amazing change maker in the neonatal space, Jean Musonda-Chintende, who is a highly experienced critical care nurse with over a decade of experience in specialized intensive care across Zambia's publicprivate and mining hospital sectors. She currently serves at the Women and Newborn Hospital, University Teaching Hospital in Lusaka, working in the Neonatal Intensive Care Unit. She also serves as a national trainer in advanced newborn care under the Ministry of Health, where she leads training and mentorship programs for doctors, nurses, and other healthcare professionals across Zambia.In recognition of her exceptional service, she received the presidential achievement for her role in the successful separation of Zambia's conjoined twins in 2017. And beyond the hospital, Jean is passionate about mentorship, research, and improving neonatal outcomes through training, evidence-based practice, and advocacy. And I'll add on top that the reason I'm in the neonatal spaceis because of nurses like Jean Musanda who shared their learnings with me when I was in the NICU and I'm very, excited to dive deep into ⁓ Jean's career story. So welcome to the podcast, Jean.

Jean Musonda Chintende (01:55)

Thank you very much for inviting me to this podcast. I'm really excited to share my experiences concerning the neonatal care here in Zambia.

Shelly-Ann (02:06)

usually we like to start by asking folks about their career path and we're going to get to that, but I just kind of want to jump in because you have this wealth of experience and I want to make sure that we can connect and can go through and learn a little bit about the work that you do. So I wanted to start by asking about your role as a national trainer in advanced neonatal care with the Ministry of Health. Can you tell us a little bit about what that role entails and about the type of education that is being done for the neonatal workforce across Zambia?

Jean Musonda Chintende (02:37)

Okay, thank you for that question. Yes, I'm a national trainer in advanced newborn care, essential newborn care. And there's another training package that we recently did, which is a preterm baby care bundle for Zambia. So I actually do the training in the same for newborns in resuscitation, stabilization.and self-transfer of the neonate. So ⁓ what it entails is that we have standard training package which we use for the entire country. So for the new nurses, newly qualified nurses, as well as doctors, it also includes students, we train them using the same package.which is for the Ministry of Health. So this training is done across the country ⁓ because ⁓ most of the hospitals do have a neonatal unit. So the number of babies that would require the services ⁓ of these healthcare providers and that's why we make sure that we havestandard approach to these patients. So the other training that is done for the country, have ⁓ previously we didn't have any neonatal nurses in the country, but now we have a training for the neonatal nurses because our unit comprises of midwives, critical care nurses, pediatric nurses, and just the general nurses.But right now we do have ⁓ some nurses being trained in neonatal nursing. But personally, I'm a critical care nurse with vast experience in the neonatal unit. So I do train for the Ministry of Health because when we came up with this package, we were first trained by some people that came from the UKs in... ⁓resuscitation. was just resuscitation. By then we were using the UK algorithm and we didn't have any neonatal resuscitation for Zambia. So that's what we were using. Then after that training, we now started training everyone across the country.

Shelly-Ann (05:15)

missed something you said earlier. Did you say that most hospitals have neonatal units or do not have neonatal units?

Jean Musonda Chintende (05:24)

Most of the hospitals do have the neonatal unit. ⁓ Some are just called the not neonatal intensive care unit, but they have special care baby units, which is actually small, and they just stabilize babies. And for complicated cases, they are able to send to the next level of care.

Shelly-Ann (05:49)

I know part of your role with the Ministry of Health was also helping to set up neonatal units. And you talked a bit about the education you have to train staff, both nurses, providers, in the care of newborn babies. But I'm just curious as to your experience with setting up a NICU where there was not one. Is there sort of a roadmap in terms of we do this first and then this, or does it...different depending on the region, the type of hospital, things like that. Can you walk us through a little bit about what that process looks like when you're starting to build a special care unit in a hospital that may not have had one before?

Jean Musonda Chintende (06:30)

So the first thing that ⁓ we did was we did an assessment across the country, wanted to find out how many hospitals have a UNETO care unit. And we realized, so we actually picked a number of gaps where some hospitals didn't have a UNETO unit, they had a post-NETO unit and babies, those that were sick were actually naced together with the moms in the post-NETO unit, which was really not right.because monitoring was very difficult. After coming up with this assessment, seeing all the gaps, then we realized, ⁓ because our neonatal mortality was very high. So we realized that there was really a gap and we needed to prioritize the care of this patient. So now then we went into planning to say every ⁓ district or rather hospital, whether it is rural, peri-urban,should be able to have something like a unit or unit where you can train people with skills and then set up something just to start up with something. ⁓ So the things that you look at is the space, which is very important. So look for the space, which is close to the ⁓ delivery room so that it's easy to move these babies. Then we also had to identifythe healthcare providers were going to lead the same neonatal unit, then train them in advanced newborn care. So we have two packages like for essential newborn care, which looks at babies that are well, and then we have the advanced newborn care package, which also looks at babies that are very sick. So we realized that they had a lot of dabs, even if...that were transferring those babies, the transfer was not properly done for those babies. They would just pick them and take them. So we had to come up with a deliberate thing to have every hospital, every facility to have a neonatal unit as well as a kangaroo mother care unit. So when we identify the room, we would talk to the management of that particular hospital, tell them how we're going to plan because then we would moveto that site probably for about seven days so that we would work with them. So we'd pick up the codes, align things, and then we'll use the guidelines which we have like the neonatal protocols. We teach them and then we would start up the neonatal unit. would go pick up the babies from their postnatal worlds that when we'll admit them, then do around with them becauseThe team that would go to set up the neonatal unit comprised of the nurses, the doctors, and then we also had an anesthetist who would be part of the team. So as a multidisciplinary team, would do everything, starting from the setting up to functionalizing that unit, then we would identify somebody who would be key to run that unit.after starting that unit would still provide some mentorship to them and then would also do a reverse mentorship where would invite some nurses from that particular facility to come and have an experience in the neonatal unit where I work from which is a tertiary hospital so that they have a feel of⁓ nesting a baby that is critically ill and they just see how a baby is supposed to be nesting. And all those that we had set up, all the units that we had set up, actually function. It actually made a difference and they also realized that even the care of the baby had improved, the neonatal mortality was also going down.

Mbozu (10:41)

Thank you, Jean, for giving us that roadmap to setting up neonatal units through your training and leadership. It's very motivating and inspiring to hear about the work that you're doing. ⁓ I wanted to dive deeper into the mentorship that you give the sites that you set up. Could you?explain how you do that. I can imagine that the sites, a lot of them are rural sites and further away from where you are based. So how do you sustain that mentorship? And could you give an example of ⁓ if you're the sites that you've continued to mentor in this way after setting up their NICUs or their neonatal units?

Jean Musonda Chintende (11:33)

So these we have partners that actually support the UN programs. Partners like UNICEF, Clinton Health Access Initiative, CHI. they would fund these programs, then they would pay for all the logistics and then support the sites like we have in Eastern Province, Chipata Central Hospital, because when theyThey just had a small room where they were keeping a patient, but now they have a bigger unit. So they would support them with equipment such as the bassinets for the babies. They supported them with recessive tears, ⁓ infusion pumps, and many other things for the unit to run. So that was important thing because during the assessment of the unit or unit, these are the other things that we look at.as the equipment apart from the skills because you may give them the skills and then they don't have ⁓ the equipment to use. after they supported them with the equipment, then we'll do a five days training in advanced newborn care. And the advanced newborn care has got the theory as well as the practical sessions or rather the skills. Once they understand that and they are confident,Then the training that we do is followed up with a mentorship. It's an on-site mentorship where the mentors who are experienced would go and work with the nurses and the doctors in that particular unit so that the standard of care is standardized across the country. So that is a process that is taken during mentorship. And it's not just a once-off mentorship.it's actually continued. After you have a mentorship, you still identify some of the gaps and then you make recommendations and recommend and say, I think this is the next step we're moving to. These are some of the other gaps that we've identified. And like I mentioned, if you need to take out some nurses to go to that particular area, to come to ⁓ Women and Newborn Hospital.which is a tertiary hospital, then they would come and be mentored. So it's not always just a once-off. And we give them the resources to use. Like they need to continue reading, so we encourage them to read. We give them the presentations that we make during the training so that they can go through.and then we make ⁓ ourselves available to answer questions even when we're not there. So we leave them with a contact so that they can actually ⁓ consult if they get stuck with anything.

Shelly-Ann (14:38)

That's huge because a lot of times, to be able to go into a place for such a short period of time and be able to get that set up, get the education done is remarkable, but also having that mentorship after because there's, in order to be successful, it's about having the knowledge, the skills and the experience, but also feeling that connectedness that you know who you can call should you have a question. And then I feel like that helps to

Jean Musonda Chintende (14:42)

You... You...

Shelly-Ann (15:07)

to keep building momentum, know, versus you come in, you do what you need to do, and then you leave, and ⁓ there's a follow-up. thank you for sharing that. That's pretty remarkable, and I'm sure some of our listeners might be getting some ideas, listening to this process. I wanted to ask ⁓ a little bit about how this care, ⁓ how, in terms of the main NICU that you work at currently,Could you tell us a little bit about that NICU and that's the NICU in Lusaka? Tell us a little bit about that NICU and what kind of care is available there.

Jean Musonda Chintende (15:48)

So I work from Women and Newborn Hospital Neonatal Intensive Care Unit, which is a tertiary hospital. So meaning that all the complicated cases coming from various parts of the country, I referred to that facility. We have three labor wards. So even moms with high-risk pregnancies are also sent to deliver from the neonatal unit. So it means the babies... ⁓may come out probably with asphyxia and so all of them are admitted to the neonatal intensive care unit. So we have a high turnover of patients. So currently we are nursing babies per day like of between 80 and 100 babies. And those babies are actually very sick. 60 % of that ⁓ number are preterm.neonates. We were having a lot of preterm neonates because of complications in the mom, especially preeclampsia and eclampsia. And then we still having a lot of asphyxiated babies in the unit because of the complicated cases in the moms. So what we actually ⁓ provide for these babies, one is we provide resuscitation, respiratory support, andFor the respiratory support, we're actually giving continuous positive airway pressure, but though we're using bubble sip-up currently, we don't have any machines, so that is one of the challenges that we face ⁓ with inadequate equipment, so we're mostly using bubble sip-up. And then we also mechanically ventilate the patients. ⁓ Then for the preterm babies, we're able to give thempreterm care bundle because we're able to give them, ⁓ we are doing skin to skin care. We're also doing early feeding of the preterms. Then we're also able to give a suffractant. ⁓ Then we also able to give caffeine's hydrate. Plus the developmental supportive care of the preterm. So mostly these are the ones that we do. And for the babies, other jaundice, we provide ⁓Then within the hospital, we have another unit which is like an extension of the UNITO unit because we have a high turnover of patients. So we have a Kangaroo Mother Care Unit where we move the preterm babies. It's a 35 bed space unit and it's always full. So when we have like 35 in the KMC plus,the hundred babies in the neonatal unit. And if a baby changes condition from the KMC, they are moved back into the neonatal unit. But because of this ⁓ high turnover of patients that we have with inadequate staffing, very, very inadequate staffing, because you'll find like if we have a number, a lot of nurses, that will be like eight nurses against hundred babies.So it becomes a very big challenge. So now, because of these same mentorships and assessments in the surrounding first level hospitals which refer babies to our facility, we have the KMC satellite units. So we've pushed in there some special baby care unit plus KMC unit so that we can decongest the... ⁓neonatal unit, so once we stabilize them, we are able to move them back to the first level hospital. So those are the major things that we actually provide for these babies.

Mbozu (19:47)⁓

Thank you, Jean, for sharing that sort of a tour of your NICU and you've made me have flashbacks of my time there as well. So yeah, it is a very busy unit and more than hundred babies at one go for eight nurses and also not that many doctors is quite ⁓ limiting. And just to explore that topic of neonatal workforce. Can you tell us a bit about the neonatal

Shelly-Ann (20:16)

I forgot about. Yes, thank you.

Mbozu (20:19)

You're welcome. I'm reading your mind. ⁓ So could you tell us a bit about the neonatal workforce in the NICU? And we do know that ⁓ there's an issue of retaining skilled nurses in the NICU and strategies around how to keep them in the NICU and whether they want to stay in the NICU. So just your thoughts on the neonatal workforce in the NICU, how to retain them and as someone wholectures, neonatal nurses, and you're also part of the nursing council in Zambia. Yeah, thoughts around how you think nurses can be uplifted, empowered, and also encouraged to stay in the NICU.

Jean Musonda Chintende (21:03)

Thank you for that. It's actually a very big challenge having all those patients against a few members of staff. Yes, we have, like I mentioned, pediatric nurses, critical care nurses, then we also have midwives and the general nurses. So for the general nurses, so what we do is those that are not specialized, when they just come into the unit, we do a lot of orientation and we keep on doing mentorship.so that they can perform adequately because we have inadequate midwives in the hospital. So most of the midwives are actually concentrated in the labor wards. So with this generalness that we have, when a nurse is joining the hospital, ⁓ they are actually asked where they would want to be, whether they would want to deal with the neonates.or with the adults. So it starts with the interest. Are they interested in working with the babies? So that interview ⁓ is actually there. So when they decide to come to the NICU, then we mentor them. Then in retaining the nurses, because you know, it's very expensive to train and to mentor nurses that work in the neonatal unit.So you need to retain them in that unit because most of the hospitals, they do rotations. Like every after three months or six months, you find that the nurses that were working in this particular ward are moved to another ward. Then you have new nurses because every time you have new nurses, new doctors with new students, you find that the neonatal mortality rate will go up, sepsis will go up because these are new members who cannot really⁓ handle the neonate. So in maintaining and retaining the nurses in the neonator unit, UTH, we made a newborn hospital, does not do rotation for nurses that work in the neonator unit. We used to have a lot of challenges with other facilities outside Lusaka. You'd go around, train them, and the next time you make a follow-up, you find that the nurses that were working in that particular unithave been moved to another unit and then you find new ones who do not have the information. So even during mentorship, we make recommendations to the Ministry of Health that those that have been trained, those that are neonatal nurses cannot be moved out of the neonatal unit. So that's how they are retained. And in motivating,the nurses to make sure that they stay. But it's really amazing. You find that even with so much work, because you stand on your feet from the time you report for wake up to the time you're knocking off, you still can see nurses smiling. Okay. Which is amazing. So how do they manage this thing? Even just saying them that, well done, you did a good job. Just a pat on the back.actually does help just to be recognized that they've really, really done something great. And I think that the motivating factor that makes these nurses, that makes us together with the doctors and everybody else in the NICU is when we have these critically ill babies, we treat them, we discharge them. Then after ⁓ a few weeks, months,they come back with their babies and you know, the families are very happy. They'll come and show you and they just write to you, thank you very much. We now have a baby because we get to have a lot of babies who have been born like it was an IVF. This is a couple that has been trying to have a baby for more than 15, 20 years and that is a precious baby. Then we treat them, they come as.pre-term babies, maybe 800 gram baby, one kg, they can be twins, triplets or quadruplets, then when you're discharging them, it's really amazing. So you feel encouraged because you're able to see the smile on their parents as they go, even when they come back, they actually do send us photos of their babies. And that I think is really amazing. And that's what keeps us going. It's really a motivating factor on its own.because there's a lot of support for these nurses because of their ongoing mentorship that we have. You know, when you've got the knowledge, you've got the skills, it makes you just confident to attend to these babies. So all that is a motivating factor. can get demotivated if you are in that particular facility or particular unit and you're not receiving any form of support.

Shelly-Ann (26:19)

We had one guest that said, we have the privilege of taking care of these babies. And that is so true. You know, it's really an honor to be part of these families for this short-ish, but very traumatic time of their lives. And it's a joy to be able to see them go home and to see these happy family so happy. You mentioned, as you were talking about the NICU and the care you provided, it made me think of the awards you got for being part of a team that was part ofsuccessfully separating conjoined twins in 2017. So I feel like this might be a good spot to talk about that. Can you tell us a little bit about your role in that case, in however much detail you are able to share?

Jean Musonda Chintende (27:05)

Okay, when you've actually mentioned ⁓ the award that I got ⁓ for the military's achievement from the president of the country was when we had these, we had admitted babies that were conjoined. They were on fallopegas twins and we had them, were, when they were only two days old and we cared for them.until they were discharged after a year. So they stayed in the neonatal unit, so planning for their care, like before even the operation was undertaken, there were numerous meetings, multidisciplinary meetings, planning for the new units before the actual operation. So ⁓ my role in that was to make sure that ⁓ the nursing carewas adequately given and then get the nurses that we experienced to take care of these twins. So I actively took a leading role under the nursing team for the same conjoined twins. So when it was time for the twins to be taken to the theater, I...actually went into theater as well. And the first night after the operation, I actually was by the bedside for these neonates, making sure that monitoring is done and taken care of. So after this period, they're running around for the neonates. They had stabilized.and even for the repatriation because they came from the northern part of the country, which is quite far from Lusaka. So I also participated in the repatriation of ⁓ the same twins who were separated. They were okay, very healthy. They didn't have really major complications.after surgery. So it was a big, big operation that was done, which attracted a lot of people, social media, and everybody was following it, including the Ministry of Health and the government. So they took an interest in it and they also ⁓ provided all the necessary things that were required. So.I just came as a surprise when I received a letter that I was supposed to go to State House and get an award because even the selection of the people that got an award was not done from the hospital. They were just independent people that were sent in the hospital to come and pick up the people that needed to be awarded. And so that was the award that I was given.So in our essence, I was not doing it for the award. So that just came in because we really needed, we are bonded with these babies. We needed them to survive and we made history because it was a great thing that was done for these babies.

Mbozu (30:36)

Thank you, Jean, for sharing that milestone of the story and ⁓ how you were awarded for your involvement in the separation of those twins. I can imagine it was your critical care nursing expertise that brought you in that room to care for those babies. So just curious, what made you decide that that was your area of focus and that was where you wanted to⁓ input in the neonatal space and also in the other critical care spaces that you lead. Could you just share with us why critical care nursing?

Jean Musonda Chintende (31:20)

Okay, so after my general nursing, I had ⁓ somebody that was close to me who had, we had taken this particular patient to the hospital, was being seen. Apparently when they were reviewing this patient, was seated and then, you know, when the patient was being seen, was not actually touched. They were just writing history, complaints and things like that then. Just another healthcare provider.passed and then she said, actually the patient is not breathing. And so that's how that patient died who was related to me. Just in the chair before that patient was touched. Then I was thinking to myself, I wish I had some knowledge or skills to really intervene. Then I was just a general nurse. So that was...Like the time I made a decision that I think I need to change and this thing of whereby people are seeing patients and starts writing instead of looking at the patient, making sure that the AI is patient. Just, you know, ⁓ it's something like case just become an emergency where you really go down and serve the patient. So this, these are the skills that I needed. Okay.So I decided to go for critical care so that I can do critical skills, just not the general things. So that's how I went into critical, I had my critical care. Yes, it worked for me because I learned skills that are actually helping me now because the training itself involved us going into theater.intubating patients. And during my training, I had actually intubated, I'd decided on which anesthesia to give and intubated more than 50 patients. And I became competent in monitoring, resuscitating patients. So I needed to do those critical skills. So, and then I look at certain machines like mechanical ventilators. Then I said, I need to know how to use this thing.So that's the other thing that I learned because I can go at least do everything on that ventilator change settings. I can put a patient on them. I can do invasive monitoring. So all those things I learned because of critical care and that's what I wanted to become. And after doing the critical care, even working in the neonatal unit became very easy for me because if I...I said, because if I can intubate an adult who is really ⁓ difficult to intubate, what about a neonate? So the neonates, for the neonate, it was very easy for me, even when I have to give surfactant, it's actually very easy for me to do that because of the training that I got, because I wanted to be like different, like not like business as usual, you just do the routine things.I wanted to assess, when I assess, I recognize the problems in this patient and then I intervene appropriately. So for me, I said, every patient that I'm taking care of should not die in my care. If there's something that can be done, it's a preventable ⁓ condition that I can prevent and be able to ⁓ resuscitate the patient. I should be able to do it.no patient would die under my care unless it's justifiable that, probably we did everything for this patient. It's a patient that we cannot really save.

Shelly-Ann (35:24)

It seems like ⁓ a situation where things did not go so well for someone close to you prompted this desire to be able to do more. And this now you are on the other side working with the Ministry of Health and doing amazing things and improving the needle care in Zambia. So thanks for sharing and being vulnerable and inspiring us that we all can make a difference. It just depends on.where we're called to go and make that difference. And so I wonder if you have any words of advice for anyone who might wanting to make a difference, they want to improve the neonatal care where they're It might be in their institution, they might have more of a leadership role than trying to do it for a region or a country. Do you have any words of advice to give to that person?

Jean Musonda Chintende (36:00)

First, for you to work in the neonatal unit, you have to have the interest to serve. You need to understand what you want to achieve at the end of the day. And you need to be ⁓ compassionate. You know, like I mentioned, we have a lot of parents that are coming in and these are patients that are like, they've come to you, they want something to be done for them, you know, becausethey're about to lose their baby. But if you work and you do the right thing, you serve that baby, you make a difference in their lives. So even the way you handle the babies or the way you resuscitate, let me talk about probably resuscitation. If you don't resuscitate this baby appropriately, probably this is a baby that ends up with cerebral palsy. And we'll find that some...marriages are broken down because of just that child who's there with cerebral palsy. But if you do it accordingly, okay, you monitor, you act swiftly and serve that baby. You're actually serving these parents as well. They're going to go home with a healthy baby. Okay? So it's just basically making a difference. Would you want to make a difference in the life of another person?they got happy. So many other times that parents will come to the hospital with a full suitcase with clothes. But would you rather send them back home with a full suitcase of clothes without the baby? You want to put a smile on people. Let them go home with a full bag of clothes and a baby so thatthey can go happily. So that is a difference that you want to make. And you also want to make a difference in the country. Like we want to reduce the mortality rate in the country because it had been very high. We started at 24 per thousand lives births. That is in the 2020, 2021, we think we were about, we went up to 27 per thousand life births.But because of these ⁓ strategies that we're putting forth, trainings, mentorship, coaching other nurses, trying to put a number of things that would support the baby, you find that our neonatal mortality rate is now coming down to 17,000 life births, which is ⁓ a good thing because we're shaping the country now.because these will be the future leaders. So we need to save them. We have a healthy nation. It's all about making a difference.

Mbozu (39:18)

On that lovely note, thank you so, much, Jean, for sharing your story, for sharing your learnings. We usually like to ask our guests how our listeners can connect with you. So how would you want our listeners to connect with you? Do you have a LinkedIn or email?

Jean Musonda Chintende (39:40)

yes, they can connect with me on Facebook. So if you just scan my name's Jean, Jean Tende, you find me on Facebook and you can connect with me via messenger using the same as well as LinkedIn. If they bear the same names.

Mbozu (40:00)

Thank you so much and thank you for joining us for yet another episode of the Global Neonatal Podcast. yeah, we're hoping that you can share this interview with your relevant networks and we move faster together for newborn care. See you at our next episode.