From Tunisia to the World: A Scientist’s Bold Vision for Biosecurity

That’s concerning.

Yes, and unfortunately, it’s a daily challenge. Another major problem is that many international projects aren’t tailored to the actual needs of each country. Often, external partners, whether from Europe or the U.S., come in with a fixed idea of how to implement a program. But every country has its own specificities. We can’t just apply the same model everywhere. Programs must be adapted to local contexts.

Your work with CEPI includes embedding biosafety in research and development and advancing standards like ISO 35001, the first internationally recognized standard specifically for biorisk management in laboratories and related organizations. What lessons have you learned from implementing these standards in lab environments?

We’re still in the early stages of implementing ISO 35001, but based on my experience with other ISO standards and guidelines, two lessons stand out.

First, working with a group of labs, say 10 pilot labs at once, is very effective. It fosters shared experiences, peer learning and momentum. Mutual support between labs really accelerates implementation.

Second, leadership engagement is critical. Without it, these projects simply don’t succeed. You need committed leaders and buy-in from lab staff so that everyone understands the value of the standards and feels involved.

As a WHO-certified biorisk management trainer, how do you help build long-term skills and systems in low-resource areas, especially for young professionals in the Global South? 

A big part of my work involves training, especially in regions that don’t usually get access to this kind of support. I focus on “train-the-trainer” models so that the people I train can go on to train others. This creates an exponential, multiplying effect.

I also prioritize working with young professionals because they’re enthusiastic and eager to learn. I try to mentor them so they can carry the work forward and become future leaders in biosafety and biosecurity.

You’ve been involved in initiatives like the 100 Days Mission and the Next Generation Biosecurity Leaders Declaration. How do you envision the future of global participation in epidemic preparedness and biosecurity governance?

The first step is promoting the Declaration, because it outlines our shared vision and goals. We want next-generation leaders to participate in every major event, not just as observers but as decision-makers.

Their ideas should be taken seriously and incorporated into future strategies. We can’t build a sustainable future in biosecurity without including the people who will be shaping that future.

Your work bridges technical lab management, policy development, and cross-sector collaboration. What strategies have helped you successfully navigate those different spaces?

I wouldn’t call it ‘international diplomacy’ exactly, but I do work across sectors and with many institutions. What’s helped me the most is emphasizing teamwork. I always try to work in groups, get feedback and have discussions. This helps build understanding and makes transitions between roles or sectors much smoother.

How has the Biosecurity Fellowship affected your work?

I’d really like to thank Professor Beth Cameron of the Pandemic Center and Brown University for the opportunity to work with CEPI. It’s been a tremendous learning experience. I’ve gained new skills and perspectives that I’ve been able to bring back to my institution and apply at the national level.

It’s also helped me build lasting friendships and a strong network with both next-generation leaders and senior experts in pandemic preparedness and biosafety. I’m deeply grateful for the opportunity.