Leadership Position to save the lives of children remains open.

Childhood brain cancer is not just the leading cause of cancer-related death in children—it is a catastrophic disease that leaves few survivors, and those who do survive often carry lifelong physical and cognitive burdens. With only 5% surviving long-term, it is clear the system is failing our children. It’s time for a radical shift in how we approach research. And that shift must be led by an organization deeply imbedded within the pediatric brain tumor cancer community. the Children’s Oncology Group (COG), with strategic support from the Children’s Brain Tumor Network (CBTN), Pediatric Brain Tumor Consortium (PBTC), and Pediatric Neuro-oncology Consortium (PNOC).

The Urgency: One Disease, One Mission

Bridge To A Cure Foundation’s mission is clear: reduce childhood cancer deaths by 50% by 2030. To do that, we are focusing on childhood brain tumors—the deadliest form of childhood cancer. If we solve this, we will not only save lives but also unlock new frameworks and treatments applicable to other childhood cancers.

But success depends on transforming the research model.

For eight years we have been the proponent of a collaborative, data-driven initiative that brings together the best scientific minds and most advanced technologies—particularly artificial intelligence and multi-omic data sharing—to develop nontoxic, immune-based treatments that target pediatric brain tumors through apoptosis (programmed cell death), angiogenesis (disruption of blood supply), and immunotherapy.

Community wide leadership urgently needed.

In our April Blog, we proposed NCI to assume that leadership. We hope that they are in the process of assessing this possibility given the uncertainty facing the future of organizations and departments within the National Institute of Health.

The good news is that that childhood brain tumor community is rich in talent. Below are five other organizations that individually or collaboratively could lead this initiative.

Stand Up 2 Cancer Foundation

1. Track Record of Accelerating Breakthroughs

SU2C has redefined how cancer research is funded and organized—by breaking down barriers, promoting team science, and demanding accountability. Their “Dream Team” model has revolutionized adult cancer research and could be game-changing if coupled with Bridge to a Cure’s pediatric brain tumor approach.

2. Unmatched Fundraising Power

SU2C has raised hundreds of millions of dollars and garnered support from media giants, major donors, and the public. Pediatric brain cancer research has historically lacked adequate visibility and funding. SU2C can change that overnight.

3. National Platform and Cultural Reach

SU2C’s media partnerships and televised fundraising campaigns have made cancer a national conversation. By elevating pediatric brain cancer to a priority, SU2C can spark a groundswell of support and resources that smaller nonprofits cannot generate alone.

4. Neutral Convener of Stakeholders

SU2C has the credibility and reach to bring together the National Cancer Institute, pharmaceutical companies, major hospital systems, and top researchers. They can help align interests and focus efforts around a single, high-impact goal: curing childhood brain cancer with nontoxic treatments.

The Children’s Oncology Group?

COG is uniquely positioned to lead this initiative for several reasons:

1. Unparalleled Reach: COG is the world’s largest organization devoted exclusively to childhood and adolescent cancer research, with over 200 member institutions. It provides access to thousands of patients and a nationwide infrastructure capable of rapidly piloting and scaling promising discoveries.

2. Clinical Trial Authority: COG conducts the majority of clinical trials for pediatric cancer in North America. Its experience in designing, managing, and analyzing clinical trials ensures scientific rigor and regulatory compliance—essential for any nontoxic, immune-based therapy to reach patients quickly and safely.

3. Centralized Coordination: A mission of this scale cannot afford fragmentation. COG has the credibility and organizational capacity to unify

stakeholders and eliminate duplication of effort, ensuring that data, talent, and funding are used efficiently.

Either of the Three Childhood Brain Tumor Networks/Consortiums

· Children’s Brain Tumor Network (CBTN)

A global leader in pediatric brain tumor biospecimen and data collection, CBTN has built one of the largest open-access data platforms for childhood brain cancer. Their data-sharing ethos and advanced infrastructure make them the ideal engine for fueling the AI and multi-omic components of this initiative.

· Pediatric Brain Tumor Consortium (PBTC)

PBTC brings decades of expertise in early-phase clinical trials for pediatric brain tumors, especially in testing novel therapeutics. Their strength lies in translating lab discoveries into clinical applications quickly and safely.

· Pediatric Neuro-oncology Consortium (PNOC)

PNOC excels in precision medicine and individualized treatment protocols, often incorporating patient and parent input. Their experience with decentralized trials and personalized approaches will ensure that therapies are adaptable, humane, and impactful.

The Vision: From Silos to Synergy

Each of these groups is doing important work. But we are at an inflection point. A fragmented landscape will not save lives at scale. We need synergy, not silos. Any one of the above candidates could serve as the conductor of this symphony of science—coordinating data, trials, resources, and talent to achieve what none of these organizations can do alone: cure pediatric brain cancer with nontoxic therapies by 2030.

This isn’t just a hope. It’s a plan. And with the leadership from within the childhood brain tumor community, it’s a future we can build—together.

Bridge To A Cure Foundation: Mission-Driven. Data-Powered. Child-Focused.

Pediatric brain tumors are the leading cause of cancer-related death in children, yet the fight against them remains disjointed, underfunded, and often siloed.

Despite decades of dedicated work by researchers, nonprofits, and institutions, meaningful progress remains painfully slow. The field is fractured—research institutions compete for limited grants, nonprofit organizations pursue parallel but uncoordinated initiatives, pharmaceutical companies struggle to justify investment in small patient populations, and the National Cancer Institute (NCI) is constrained by both bureaucracy and budget cuts. The time has come to confront a simple truth: no single stakeholder can solve this crisis alone. Only through robust collaboration and transparent resource sharing can we deliver real breakthroughs for the children and families who need them most.

Our March blog proposed a course of action to address the issues and secure the opportunities now facing the community. What’s needed now is leadership.

The biology of pediatric brain tumors is staggeringly complex.

With over 120 distinct types, these tumors demand a research approach that is not only comprehensive but also deeply integrated across disciplines and sectors. Yet too often, valuable data—genomic profiles, imaging libraries, treatment response patterns—are locked within institutional firewalls or scattered across disconnected databases. This fragmentation slows discovery, stifles innovation, and leads to duplicated efforts that waste precious time and funding.

Nonprofit organizations, often born from grief and driven by passion, have been instrumental in raising awareness and funding research. However, their impact is limited when they work in isolation or without clear alignment with the most promising scientific pathways. The same is true for academic institutions pursuing individual breakthroughs without benefiting from shared preclinical models, data ecosystems, or patient registries.

Meanwhile, pharmaceutical companies face immense economic and regulatory challenges in pediatric oncology, where patient numbers are small and trials are difficult to design. Yet their expertise in drug development and capacity for large-scale manufacturing remain vital to the pipeline of new treatments. Unlocking this potential requires trusted, strategic partnerships that de-risk participation and emphasize shared value rather than market size.

At the center of it all, the NCI has both the mandate and the opportunity to act as a unifying force. Through targeted funding mechanisms, policy leadership, and support for open science platforms, the NCI can foster the kind of infrastructure that connects these silos—bringing researchers, funders, and industry together under a common purpose.

Collaboration is not a feel-good ideal. It is a strategic imperative.

Imagine a world in which clinical trial designs are harmonized, where AI analyzes unified multi-omic datasets to find patterns invisible to the human eye, where redundant projects are merged to scale promising discoveries faster. Imagine a single, global pediatric brain tumor data common, accessible to every scientist committed to a cure. This is not science fiction. It is entirely within reach—if we choose to work together.

The urgency could not be greater.

Every day, families hear the words “inoperable,” “incurable,” or “no further options.” These children deserve more than incremental progress. They deserve a bold, coordinated strategy that maximizes every dollar, every dataset, and every ounce of knowledge we possess. To honor them, we must put aside institutional pride, dismantle silos, and build a true alliance—one defined not by competition, but by collaboration in service of a cure.

But what if NCI is not up for the challenge, or denied the opportunity by the White House? The May blog will offer another option.

The childhood cancer landscape is changing and changing fast. The National Institute of Health (NIH), a lifeline for the childhood cancer community has depended upon since 1930, is facing serious cutbacks.

The NIH 2025 budget is $54 billion and employs over 50,000. There are 21 health related institutions within the NIH of which the National Cancer Institute (NCI) is one. The NCI 2025 budget is $7.2 billion and employs 3,500. At risk are the following:

· Research Grants………..$3.2 billion

· Other Grants…………….. . 6 billion

· Research Centers………. . 6 billion

· R&D Contracts………….. . 9 billion

· Intramural Research….. 1.3 billion

· Management/Other….. .6 billion

Total………………..$7.2 billion

Where and to what extents there will be cuts is uncertain.

Understandably the community is upset, confused, disappointed and angered. While efforts to save NIH are underway, they are unlikely to be successful.

The potential magnitude of this loss is enormous, all the more reason that the community must plan now for the worst-case scenario. It needs to do what best-in-class industries and organizations do when their business is at risk – reengineer. The good news is that the pediatric brain tumor cancer research community has already started.

Research Approach Reengineered

What was accomplished in a short period of time was encouraging; the optimism for saving lives elevated to the highest level ever.

· They began by identifying the issues that were barriers to discovery.

· Next, they pinpointed the root causes of these barriers.

· From these learnings a plan was developed and implemented that transformed the pediatric brain tumor research community’s approach to research from siloed to collaborative, from data starved to data driven, from limited analytics to powerful algorithms, from a reliance on highly toxic treatments to an accelerating flow of innovative nontoxic treatments.

We now need a community-wide effort.

Pediatric Cancer Brain tumor Community Reengineered

The truth is that the pediatric brain tumor community has needed reengineering for decades. While resistant to change for years, it can no longer afford to be. We must remember that it is the lives of children we are fighting to save, not our own.

The community must now embrace change and engage in a community-wide reengineering initiative. One that will leverage the community’s collective resources and eliminate inefficient and ineffective practices; one centered around a culture of collaboration and focus.

Below is a process to do just that; one that will require representation from each sector of the pediatric brain tumor community.

Step 1: Issues identified 4/1/25

• Current:
  • Within each sector
  • Across sectors
• Resources eliminated from NIH/NCI

Step 2: Reengineering principles agreed

• Establish a community-wide mission; one that is audacious and measurable: To cut the childhood brain cancer death rate 50% by 2030.
• Embrace a set of research imperatives
  • Invest/contribute to a Comprehensive Brain Tumor Database: Expand and leverage an open-access database for global researchers to accelerate discovery.
  • Leverage Generative AI: Integrate artificial intelligence across the research process to enhance speed, accuracy, and innovation.
  • Develop Nontoxic Treatments: Focus on therapies that utilize the body’s immune system, angiogenesis, and/or apoptosis to target cancer cells.
• Commit to a set of unification imperatives:
  • Collaboration: Pooling resources, research, data, and funding to maximize impact.
  • Focus: Concentrating resources on fewer, high-impact initiatives to ensure greater progress.

Step 3: Plan Developed

• Multi sector leadership team formed.
  • Children’s Oncology Group
  • Research Institutions
  • Each of the three Pediatric Brain Tumor Networks/Consortiums
  • Large Nonprofits
  • Smaller Nonprofits
  • Pharmaceutical Companies
  • AI companies
  •  NCI/NIH
• Planning session
  • Leader from above group recruited
  • Consulting firm with extensive experience engaged
  • Executive planning team enlisted
  • Plans for multi sector leadership team completed.
  • Logistics finalized

A more detailed version of the above proposal has been submitted to a few select organizations that are well positioned to take a leadership role. I will report progress as it materializes.

Our January blog announced that the time had come for the pediatric childhood community to rally behind a common goal: to reduce childhood brain cancer deaths 50% by 2030. This requires the full engagement of the entire pediatric cancer community, with a collective commitment to three strategic imperatives:

· Create a Comprehensive Brain Tumor Database

· Leverage Generative AI

· Develop Nontoxic Treatments

Realizing these strategic imperatives will require a fundamental shift in the culture of the pediatric cancer community, centered around:

· Collaboration: pool /share research initiatives, resources, data and funding.

· Focus: harness more resources behind fewer initiatives.

An overview of the pediatric cancer brain tumor community follows:

· Research Sector: This includes all pediatric cancer research institutions that are not part of the private sector. From a planning perspective, it is important to note that five of the organizations account for most of the research while two hundred institutions belong to the Children’s Oncology Group.

· Nonprofits: It is estimated that 50% of pediatric cancer research funding comes from nonprofits. This sector can be divided into two categories:

•  The ten largest nonprofits that account for 80% of pediatric cancer research funding.
• Smaller nonprofits that are members of a pediatric brain tumor coalition or network.

· Public Sector: Principal participants are federal government entities, the National Cancer Instititute (NCI Funding/Policy and Cancer Research Centers), National Institutes of Health (NIH), Food & Drug Administration (FDA), and Legislators. While NCI manages the bulk of the load, each department is important.

· Private Sector: there are two primary segments, pharmaceuticals and technology (tech) companies.

• Pharmaceutical Companies: historically, this industry’s participation has been limited in the pediatric space. Recent legislation now requires a greater contribution and involvement by applying learnings from adult brain tumor research.
• Tech Companies: Companies involved with artificial intelligence (AI) can play a transformative role in accelerating the pace of pediatric brain tumor cancer discovery through data analysis, precision medicine, and more.

In the following blogs of this series, we will outline the expectations from each sector within the pediatric cancer brain tumor community.

Despite over 40 years of research and billions of dollars in investment, progress in pediatric cancer research has not met expectations. Continuing with past strategies will likely result in further disappointment.

A new, bold approach is required—one that unites the research, nonprofit, public, and private sectors around a shared mission: to reduce the childhood cancer death rate 50% by 2030 through a collaborative approach to cure pediatric brain tumor cancer.

We propose focusing on pediatric brain tumors as the initial target to pilot this new approach. This will serve as a model for tackling other pediatric cancers in the future. Achieving success will require full engagement from the entire pediatric cancer community, with a collective commitment to three strategic imperatives and a cultural shift in how we approach research.

Imperatives:

· Create a Comprehensive Brain Tumor Database: Develop an open-access database for global researchers to accelerate discovery.

· Leverage Generative AI: Integrate artificial intelligence across the research process to enhance speed, accuracy, and innovation.

· Develop Nontoxic Treatments: Focus on therapies that utilize the body’s immune system, angiogenesis, and/or apoptosis to target cancer cells.

Cultural Change:

Realizing these strategic imperatives will require a fundamental shift in the culture of the pediatric cancer community, centered around:

· Collaboration: Pooling resources, research, data, and funding to maximize impact.

· Focus: Concentrating resources on fewer, high-impact initiatives to ensure greater progress.

The pediatric cancer community has faced decades of stagnation—marked by disappointments and a lack of visionary leadership. But with this new approach, we have an opportunity to change the course of the future. This is the approach to Fulfilling the Promise made over 40 years ago.

Over this past year, Bridge To A Cure has played a key role in accelerating life-saving discoveries for childhood brain tumors through our partnership with the Children’s Brain Tumor Network (CBTN), a worldwide leader in pediatric data collection, sharing, and collaboration.

In fact, every dollar donated through Bridge To A Cure in 2024 strengthened the vital work conducted by our coalition, empowering hundreds of researchers with the tools and infrastructure they need to unlock cures. It further enforces the collaborative spirit that will result in better treatments and, ultimately, a cure for these deadly diseases.

Together, we’re changing how research is conducted and the speed at which discoveries are made.

We’re thrilled to share some of the biggest highlights of 2024:

Expanding Critical Data: With funding from several sources, including Bridge To A Cure, CBTN processed hundreds of new patient samples in 2024, significantly enriching the Pediatric Brain Tumor Atlas. This invaluable resource allows researchers to delve deeper into the unique biology of these tumors, paving the way for targeted and more effective treatments.

Enhancing Global Collaboration: The CAVATICA software platform, a cornerstone of this partnership’s research efforts, supported over 1,500 global research projects in 2024. Upgrades to this essential tool have improved usability and real-time data access, fostering seamless collaboration among researchers worldwide and accelerating the pace of discovery.

Advancing AI-Driven Solutions: With the resources of CBTN and supported by our coalition, we’ve made significant strides in developing AI-ready datasets and predictive models for some of the most challenging types of pediatric brain tumors, including diffuse midline gliomas (DMG) and medulloblastomas. These innovative approaches hold immense promise for deeper insights and the development of new treatment strategies.

Strengthening Pediatric Proteomic Data: CBTN maintains the largest cohort of pediatric proteomic (proteins) data for brain tumors, expanding it by 30% in 2024. This enriched dataset is crucial for advancing personalized medicine and developing treatments tailored to each child’s unique tumor characteristics.

Building A Data-Driven Research Community

In October 2017, Bridge To A Cure Founder Bob Martin met with National Cancer Institute NCI) Director Dr. Ned Sharpless to share his recommendation to build a national childhood cancer database that was easily accessible by researchers. This idea is realized in the Childhood Cancer Data Initiative (CCDI), authorized by Congress just two years later and funded at $50 million annually for 10 years.

This crucial resource was made possible through harmonizing data using a unified lexicon, an endeavor funded by the Bridge To A Cure Foundation through the Pediatric Cancer Data Commons (PCDC). By uniting data from various sources, including the Kids First Data Resource Center, St. Jude Cloud, and the Treehouse Childhood Cancer Data Initiative, CCDI aims to foster a collaborative research environment where scientists can access more data, tools, and resources than ever before.

A RADIANT Approach to Cures

For years, Bridge To A Cure has called to expedite a united approach to scientific discovery through technological advancement. Now, CBTN stands at the forefront of pediatric cancer research, spearheading initiatives like the government-funded RADIANT project. In collaboration with leading technology companies, including Amazon Web Services (AWS), Valsera, and Mulesoft (a SalesForce company), this ambitious initiative aims to integrate AI seamlessly into all aspects of pediatric cancer research. AI and leading-edge technologies are significant aspects of how Bridge To A Cure will achieve our mission of reducing the childhood cancer death rate by 50% by 2030. That’s why we invested $200,000 to seed this vital program. Through this investment, CBTN created patient data pipelines that seamlessly integrate from local hospital record platforms to the PBTA.

Through RADIANT, CBTN transforms how we approach diagnosis and treatment planning, providing researchers with unprecedented access to AI-ready datasets, advanced tools, and leading-edge resources. With continued support from Bridge To A Cure and others, RADIANT will set a new standard for personalized care, bringing us closer to a future where every child diagnosed with a brain tumor doesn’t just survive but thrives.

What Lies Ahead

Over the past seven years, Bridge To A Cure Foundation has transformed and united the childhood cancer community. We’ve built a powerful network of researchers, doctors, families, and advocates, all working to end childhood brain cancer.

During this time, we’ve seen significant strides in advancing scientific research and fostering an environment where innovation and hope flourish. The accomplishments of 2024 are the culmination of many years of hard work, determination, and a shared belief that we can overcome the challenges that have long hindered the progress that keeps us from ending this brutal disease. Bridge To A Cure has created real, lasting change, from breakthroughs in data-driven research and patient care to new partnerships with leading research institutions, tech companies, and the federal government. We are poised to make even more incredible strides with these achievements as the framework for new advancement.

For 2025 and beyond, Bridge To A Cure is urging foundations and philanthropists that share our vision to invest $100 million in dedicated brain tumor research funds. By mirroring the collaborative success of our research institution partners, these funds will empower scientists to bypass traditional barriers and accelerate groundbreaking therapies and prevention strategies. And, by supporting this groundbreaking research, we’re investing in a brighter future for families. Every contribution, no matter the size, translates into tangible progress. Your generosity fuels real hope that we will conquer childhood brain tumors and protect the health and happiness of our children.

As recession, debt, and declines in charitable giving jeopardize funding, we offer a new model to beat childhood cancer.

With the pandemic and recession reaping ongoing economic turmoil, organizations leading the fight against childhood cancer face funding shortfalls that threaten to set back efforts to find cures and effective treatments.

Even before the pandemic and recession, pediatric cancer was underfunded, despite the fact that cancer is the number one cause of death by disease among children. Only 4% of the billions of dollars the government spends annually on cancer research goes toward childhood cancer. Reasons funding for pediatric cancer research lags spending on adult cancers include:

• Childhood cancers are relatively rare compared to adult cancers, yet each year an estimated 15,780 American kids are diagnosed with cancer and another 1,800 die.
• Priorities for government funding and pharmaceutical investing are determined by the biggest bang for the buck, period. Children (ages 0-19) represent only 1% of new cases each year, or 4% if based on the life-years potentially saved.
• Childhood cancer does not get the same level of publicity as adult cancers, such as the pink ribbons that adorn so many products during Breast Cancer Awareness Month. Did you know, for instance, that September is Childhood Cancer Awareness Month?

At Bridge To A Cure Foundation we are committed to revolutionizing how we fight childhood cancer, through building a comprehensive pediatric cancer database, boosting collaboration, and promoting our Millennial Organization model to increase investment in finding cures. But like so many charitable organizations, we face a funding crunch due to the pandemic and recession. The overall economic outlook is not reassuring.

Spending on the pandemic and other government programs is expected to result in a $7 trillion unbudgeted hit to the national debt, economists and wealth managers from top investment firms predict.[1] That includes $4 trillion in government spending to respond directly to the pandemic, more than $2 trillion in infrastructure spending, and declines in tax revenues of at least $500 billion.

The national debt is expect to rise to $32 trillion by the end of this year — 150 percent of GDP and almost twice what has historically been deemed “financially unstable.” Stabilizing our economy and reducing debt levels will be priorities for the next five years, if not longer. This is expected to result in significant tax increases on the wealthy and corporations.

As a result, the revenue that cancer foundations and research institutions have depended upon will decline sharply. Foundations are already reporting dramatic declines in giving. For instance:

• The American Cancer Society expects a $200 million shortfall due to pandemic, a funding gap that has forced it to cut an estimated 1,000 positions across the US.
• Economic damage from the pandemic is causing people to forgo donations and could devastate charities more than the Great Recession did, Michael J. Nathanson, former chairman of the National Brain Tumor Society, Cure GBM, and Pediatric Cancer Cure, predicts in a recent op-ed.
• Medical charities that have relied on in-person fundraising events have been hit hard by cancellations, with some having to take out loans through the government’s Paycheck Protection Program to stay afloat.
• The global health emergency has shut down scientific research labs across the country, leaving some scientists scrambling to save their work. It has also disrupted clinical trials and fundamentally altered “essential” cancer treatments. While some labs have started to reopen, the long-term effects on research are unknown.
• The pandemic has been “devastating to clinical trials,” delaying some and diverting funds earmarked for cancer R&D to COVID-related projects. About a quarter of the delayed trials involved cancer treatments, “interrupting the ability of patients to obtain treatment in clinical trials,” said Dr. Richard Schilsky, chief medical officer of the American Society of Clinical Oncology.
• The pandemic has created a nightmare scenario for children facing cancer and their families. Cancer patients who contract COVID-19 face a 16-fold increased mortality risk, according to a recent study.

The pandemic has diverted massive resources from the fight against cancer and is expected to continue to do so, researchers state in an editorial titled “The future of cancer research after COVID-19 pandemic: recession?”

“Many opportunities related to the development of new cancer drugs will be missed because of the redirection of funds for the study of SARS-CoV-2. In fact, a part of the governmental funds and resources of pharmaceutical companies that are dedicated to cancer therapies trials will be transferred to studies on COVID-19 detection, testing, treatment and vaccines.”

Dr. Ned Sharpless, director of the National Cancer Institute, predicts the pandemic could reverse the US streak in improved cancer mortality that’s lasted more than 25 years.

All of these factors will disproportionately affect prospects for funding research into curing childhood cancers, given the tiny fraction of total cancer funding that goes to pediatric cancer research.

Given the outlook for the economy, the pandemic, and research, foundations and charities devoted to fighting cancer, and pediatric cancer in particular, are bracing for dramatic declines in giving. The result will be cutbacks in existing research projects and lack of funding for potential breakthroughs. Worse, the hopes of cancer victims who have put their faith in science will be shattered.

From crisis and adversity often springs opportunity through new and better ideas. The model for Childhood Cancer Research advocated by the Bridge to a Cure Foundation does just that. In three years we have laid the groundwork to:

• Build a National Pediatric Cancer Database to allow researchers to access to all available information on the diseases, drugs and treatments, and to identify patterns that will help them prevent, diagnose, treat, and ultimately cure cancer.
• Boost Collaboration and Rethink Reward Systems to remove barriers to pediatric cancer research, including rewarding partnerships among teams, disciplines, and even companies and institutions by making teamwork a criteria for awarding grants.
• Tap Artificial Intelligence and Machine Learning to find new ways to attack disease and overcome barriers posed by the existing patchwork of data.
• Boost Investment to Find Cures for Childhood Cancer through our Millennial Organization, a new model for valuing companies based on their contributions to improving the human condition. Our goal is to encourage pharmaceutical and other corporations to invest in pediatric cancer initiatives previously considered unjustifiable. We are working to identify top business, medical and academic institutions to lead this initiative.

We’ve come too far to let the pandemic and its economic turmoil derail our efforts to beat the scourge of childhood cancer. With so many worthwhile organizations working to address humanitarian needs during the crisis, we ask you to consider Bridge To A Cure Foundation in your giving to help us keep hope alive for children and their families facing the darkest diagnoses. Learn how you can support our work at bridgetoacure.org/support, and thank you!

[1] Based on research and interviews with a UBS Economist, Strategist Wealth Management executive, and other wealth managers from other investment firms.