My name is Sam Dagnyn. I'm the author of Malignant Self-Love, Narcissism-Risited. Do narcissists hate women? Are they misogynistic? Women are sources of narcissistic supply, which the narcissist craves. But they are also sources and fountains of intimacy, which the narcissist fears and abhors. Narcissists are addicted to a drug called narcissistic supply. Primary narcissistic supply is any kind of narcissistic supply provided by people who are not meaningful or significant others.  They emanate from people who are casual and occasional in the narcissist's life. Secondary narcissistic supply comes from people who are in repetitive or continuous touch with the narcissist, such as his spouse or his lover or even his colleagues at work. Secondary narcissistic supply includes the important roles and functions of narcissistic accumulation, which means remembering and witnessing the narcissist's moments of glory and narcissistic regulation, which is reminding the narcissist of these moments of glory when he is running low on narcissistic supply. Narcissists therefore need women to carry out both these functions. They are dependent on women to some extent. But narcissists also abhor and dread getting emotionally intimate. Sex is perceived as the ultimate form of intimacy. Hence, narcissists try to avoid sex altogether or to transform it into an impersonal act. Cerebral narcissists regard sex as a maintenance chore, something they have to do in order to keep their source of narcissistic supply content and around. The somatic narcissist, on the other hand, treats women as objects and sex as a means to obtaining narcissistic supply. Thus, the narcissist's frame of mind is reminiscent of that of the European male well into the 18th century. Women and children are perceived to be property, châtel. Their role is the unconditional and front gratification of the narcissist. Moreover, many narcissists tend to frustrate women.  They tease them and then leave them, resist flirtatious and seductive behaviors, and so on. Often they invoke the existence of a girlfriend, a fiance or a spouse, as their reason why they cannot have sex or intimacy or develop a relationship. But this is not out of loyalty or fidelity in the empathic or the loving sense. This is because the narcissist wishes and often succeeds to statistically frustrate the interested party. But all this pertains only to cerebral narcissists, not to somatic narcissists and not to histrionics, people with histrionic personality disorder. These, the somatic and the histrionic, use their body, bodies, their sexuality, their techniques of seduction and flirtation to extract narcissistic supply from others via sexual conquest. Otherwise, cerebral narcissists are not interested in women, and somatic narcissists are, but only in this limited sense. Narcissists are misogynists. They team up with women who serve as sources of narcissistic supply. Women's chores are to accumulate past narcissistic supply by witnessing the narcissist moments of glory and release this information, this witnessing, in an orderly manner in order to regulate the fluctuating flow of primary supply and compensate in times of deficient supply. Most of the narcissists, especially the cerebral ones, are actually asexual. They desire a sex very rarely, if at all, they are hyposexual. Narcissists hold women in contempt and abhor the thought of being really intimate with them. Usually they choose partners who are submissive women, whom they disdain for being well below their intellectual level. This kind of choice, self-defeating, and even self-destructive choice, leads to a vicious circle, a vicious cycle of neediness and self-contempt. The inner dialogue of the narcissists is, I need this woman to provide me with narcissistic supply, but how come I am dependent on this inferior creature? And hence the abuse. The narcissist reasserts control and his superiority and his omnipotence by abusing his spouse or his lover. When primary narcissistic supply is available, the woman is hardly tolerated. As one would reluctantly pay the premium of an insurance policy, the narcissist maintains the relationship. Narcissists of all stripes regard the subjugation of an attractive woman to be a source of narcissistic supply. Both cerebrals and somatics like to subjugate women. Such conquests are status symbols, proofs of virility, and they allow the narcissist to engage in vicarious narcissistic behaviors, to express his narcissism through the conquered woman, to transform these women into instruments at the service of his narcissism into his extensions. This is done by employing defense mechanisms such as projective identification, which we discuss in other videos. The narcissist believes that being in love is actually merely going through the motions. To him, emotions are mimicry and pretence. He does not believe that anyone has true feelings. He believes that people are acting. Narcissist says, I am a conscious misogynist. I fear and love women and tend to ignore them to the best of my ability. To me, women are mixtures of hunters and parasites. Most male narcissists are indeed misogynists.   Women gave birth to them and women molded them into what they are dysfunctional, maladaptive and emotionally dead. Narcissists are angry at their mothers.  Narcissist's attitude to women is naturally complex and multi-layered, but it can be described using four axes. A woman is either a holy or a hunter parasite, a frustrating object of desire or a unique creation. Narcissist divides all women into saints and whores. He finds it difficult to have sex, which is dirty, forbidden, punishable and degrading, with feminine, significant others such as spouse or intimate girlfriend. To him, sex and intimacy are mutually exclusive, rather than mutually expressive and mutually enhancing propositions. Sexist, as far as Narcissist is concerned, is reserved to whores. In other words, all the other women in this world, not the significant ones, not his spouse, not his mother, not his girlfriend. This division between saints and whores results in Narcissist's cognitive dissonance. I want her. I don't need her. I want her. I don't want her. These inner conflicts are resolved by saying, I don't need her. She is inferior. I want her because she is a kind of object of gratification. This division also legitimizes the Narcissist's sadistic urges. Staining from sex is a major and recurrent narcissistic penalty inflicted on female transgressors. It tallies well with the frequent idealization devaluation cycles the Narcissist goes through. The idealized females in the eyes of the Narcissist are sexless. The devalued females are deserving of their degradation via sex, and they are deserving of the contempt that is attendant to sex. The Narcissist believes firmly that women are out to hunt men by genetic predisposition. As a result, the Narcissist feels threatened, as any prey would. This, of course, is an intellectualization of the real state of affairs. The Narcissist feels threatened by women and tries to justify this irrational fear by imbuing women with objective menacing qualities as huntresses. Well, this is just one small demarcissist pathologizes others generally, not only women, in order to control them. The Narcissist believes that once their prey is secure, women assume the role of body snatchers. They abscond with a male's sperm. They generate an endless stream of demanding and nose-dripping children. They financially bleed the men in their lives to cater to their needs and to the needs of their dependents.  Is this a reflection of the Narcissist's behavior, or what? Yes, true. The Narcissist projects his own modes of behavior, his own traits, on to women. This, of course, is exactly what the Narcissist does to people. Thus, his view of women is near an absolute projection.


Hey, welcome to the Alpha Rising podcast. We are here with Sheila Ronning, the founder and CEO of Women in the Boardroom. This is a really hot topic these days. Thank you for being here. Well, thank you for having me. So speaking of hot topics, let's just talk big picture of the world these days because for so many years it's been there are no women on the boardroom, right? You know, there's no female CEOs of the S&P 500. What, maybe there's like 28 or something now? Right. Okay, so we got a problem. And now all of a sudden I feel like women are speaking from Hollywood to Silicon Valley, man, they're everywhere. Is it making a difference? Oh yeah, absolutely. Right, I mean, anytime there's that conversation happening, it's a good thing. And you know, I just feel that women are realizing, wow, we really need to stand up and speak up now. So that's good. Are men listening or are we just talking to each other saying empower yourself, kid? You know, I do think that men are listening and I think that the majority of men have always been listening. I don't feel that it's a man versus woman issue really. I feel that women need to have the confidence to, you know, there's this study that Harvard had put out a few years ago, I don't know if they necessarily did the study, but they talked about how women feel the need to check 100% of the boxes before they go for something, right? And men don't. I can't remember what the study revealed. It might have been like 60 or 70%, but honestly, I think. Hewlett-Packer, I think, did it internally. 60%. Right, which I actually, I got this. Right, so, you know, women just need to realize that you don't, how is it that you're supposed to check 100% of the box? Right, ever. Right, so, you know, you'll learn how to do it. And so I don't think it's a men versus women thing. I think women need to realize that they're good. They're ready to go. It's a confidence thing, then, isn't it? Yes, yep, absolutely. You're like the test of time, why? Oh, that's a much deeper question. Yeah. Because that's what it comes down to, right? Yeah. Is this conversation that's happening out there translating to the boardroom? You know what it is. So the media and everybody else loves to do just the, you know, the media's not doing the research, but, you know, Catalyst and all these other great organizations that are doing the research are typically only doing the research on the Fortune 500, sometimes the Fortune 1000. So the numbers can look a little dismal, you know, they kind of fluctuate, you know, anywhere from 15 to 20%. But, you know, in all fairness, there really are so few people, women or men, that are even qualified for those boards. And there's not a lot of turnover. So it's important to remember that there's thousands of other public companies that are smaller than the Fortune 500, also privately held boards. And, you know, and that means so, there can be such a variety of different private boards, whether it's, you know, family owned or, you know, private equity or all of these different, and there's some very large, you know, private companies, so we don't want to forget that there's all of these other companies and boards that the research isn't being done on. And really, and advisory boards as well, there's, you know, and those aren't just for startups. You know, Wells Fargo has an advisory board or Walmart has an advisory board and they pay. Two, wow. Yeah. See, I need one of these, I need one of these seats. Do all these organizations, all these seats come through your organization? Available seats, I should say. Well, no, but I wish they did. Yeah, okay. There's no one place that will be informed of all the board openings. And, you know, so we're not a search firm. We're not, you know, a listserv or a job board. We're working with women one-on-one to prepare them to get to take their seat at the table. So let's take a step back a little. So tell us how this whole thing came about because you just told me that you started this 15 years ago. Yep. 15 years ago. I know. People must have looked at you and crossed their eyes. Like, what are you doing? Well, it was, I mean, okay, so how I started it, I became an entrepreneur over 20 years ago and doing sales marketing and PR consulting. And I was in the Twin Cities at the time and back in the late 90s, you always had to be a member of something to be able to go and network there. And I really was at a point where I just needed to find more people to network with to sell my consulting services. And even though the Twin Cities is a smaller market, it's very spread out. And they had a lot of chambers of commerce. And one, I couldn't afford at that time to go and join, I mean, there's like 10 or 15 different chambers. I couldn't afford to join all of them. And I certainly didn't have the time to go drive around to every single networking event. So I ended up creating my own business to business networking event there that became extremely popular. We'd had five times a year, like 700 people there. Yeah, it was great. And my mentor had said to me, oh my gosh, you're so good at getting people in the room. And, you know, I am excited. How did you get them in the room though? You know, oh my gosh, it was before email. I mean, literally. So you had flyers on telecom poles. I faxed, I faxed, I faxed them a flyer one by one. Come to my event? Until, yes, until I found this great software that was like called WinFax. I tell you about it. So I'm like, you know, faxing people in the middle of the night and it rings into their home line. They were not happy with me. But yeah, I mean, seriously, and then. And what, you offered free drinks and they came?  And people came. And people loved it. Oh yeah, no, it was great. And it was very strict about who could attend. So that is why it was a very high caliber networking event. And you know, you always have those people that come in. It was like a little mini trade show.  Right? We didn't like them. But anyway, so my mentors said, oh my gosh, you're really good at getting people in the room. I'd love it if you would start an event that helped women get onto corporate boards. And I'm like, what are you talking about? I did not know what that meant. Obviously learned very quickly. So I'm like, sure, all right, we'll add that event onto all the other events we're doing. So started that event. And after a few years, she said, you now should take this to other cities because we're getting like 600 women in the room.  I don't know, you know. How did you then? Yeah, and well, in 2006, started taking it to Chicago. And then by 2010, we were in 15 cities with it nationwide. Wow. Yeah, so we grew fast and it was a lot of work.  And then the financial crisis hit and wiped that out. I moved to New York, you know, during that time.  I didn't realize that the, you know, it took a few years for it to hit us, but then it was like our sponsorships dried up. Women had to stay at their desk and head down and work instead of going to an event.  We weren't moving the needle. And although people would say, oh my gosh, this event is great. I've met so many people. I'm getting on boards and, you know, I couldn't, I wasn't, I didn't feel comfortable taking that stat because I knew you didn't go to an event and get onto a board. Right. Plus I had a lot of, you know, the senior level executive women come up to me saying, well, this is really a great event. But I need more. I need more help. And I wasn't sure what I could offer at that time, but when, when everything collapsed, right, with the financial crisis, I said, well, you know what, I think I'm going to just, I'm going to revamp it into a membership organization and work one-on-one with these women and have them pay an annual membership fee. And, and, you know, cross my fingers and hope it, hope it works out. Right. Exactly.  So we, you know, really were all about helping that woman who was aspiring to get onto her first board when I rolled out the membership program. But now we have over 40% of our members who are serving on corporate boards. I mean, you were at our annual board assembly event last month, but we really are working with them one-on-one. It's not, there's no cookie cutter approach. It's very hands-on working with them on the, you know, board portfolio that they need that really will showcase their, you know, their achievements and the impact. What does that mean? What does that, like if you were to work with me, what are we working on? What would be a board bio and a professional profile? So they're- So like a resume? Well, they're different from a resume and also a marketing bio that you, you know, would have on your website. It would more so be that it's really, you know, it's not this chronological, I was, you know, what ABC company and because it really would focus on your achievements and the impact that you've had. That's, you know, the kind of things that boards need to see when they're looking at you. But that isn't even the most important part. The most important part is really that elevator pitch and really knowing, you know, what you're qualified for, what you bring to the table and being able to clearly articulate that, you know, if you're getting in on the first floor and you have to, you get off on the 15th, you really need to make sure that you're saying what you convert to the table and then that works. So you mentioned the event and I had the pleasure of being a spy in the room and I got to watch and the way it works is it's like speed dating. Yes. Yep.  Right.  So that's the kind of training then that you're giving them. Yep, right.   Yeah, across the country. I mean, we, you know, we do have an international footprint as well. It always needs to be bigger because, you know, our program doesn't have borders, right? What we're doing.  So I mean, they're everywhere. But yeah, for that event, we get them in typically just, you know, from the States, but, you know, LA and Seattle, everywhere. But yeah, they're, you know, we have a pre-session to make sure everybody's ready to go. And, you know, I'm working with pretty much every one of them, one-on-one with their elevator pitch. Really? Yep. And how do you know then what these boards want to hear? Like, how have you over the years come up with all the key words that these new, that these boards are looking for? You know, I mean, 24-7, right? And we, even though we're not a search firm, because I've been doing this for so long and I have this huge network of people who are serving on boards, they will send us their board openings because they know we have these amazing candidates that are, you know, great for their board. So when we get those board openings in, I'm, so it kind of goes back to, you know, are we making progress? Yeah. What I see is different from what is reported in the media because, oh my gosh, I mean, just over the last few years, we've received like 140 different board seat openings, which is amazing. Amazing. Yeah. And so I feel like I have a really good, you know, sense of what is actually happening or what boards are looking for.  And granted, that is a seat that, you know, is needed to fill in at the table. They, you know, for the audit committee. But they're not just looking for financial experts.   I mean, this goes on and on. So that's why I'm able to help, you know, our members with their elevator pitch because I know what those boards are looking for. The pitches were mind blowing. Like I was blown away. I couldn't believe I was sitting next to that many amazing women. Yeah. Well, that's funny, isn't it? Because it's always like, oh, we can't find the women. I'm like, yeah, you can. Yeah, you can. Yeah, right here. Okay, so now are you seeing then, so they're coming to you, they're coming to you then, because they specifically now want women in the room. Well, right.  Yeah, right. So, I mean, don't just come to us just because you need to check a box. Yeah, yeah, yeah. Yep. And are you seeing that? Yes, you are. Absolutely, yes. So that's encouraging. So out of the 140 board openings that we've received, only like 10% of them are from search firms, which is interesting. So it's actually the board members reaching out to us. And yeah, absolutely. I mean, we are called women in the boardroom, so they know we have women, although we're doing such a great job, now we have a lot of men calling us to say, hey, can you help us? Which is, you know, a sign that we're doing good work. Sure is. That what we're doing is working. But yeah, so I would say, you know, it's obviously in the back of their mind that they're wanting to have some really great women on their board, but not every single one of them say, oh no, in fact, I know because I wouldn't, you know, if you follow up with the board openings and who they selected, there's, they have definitely at times selected men. So no, they're not specifically just looking for women. Who are these women pitching to when they walk into these breakout rooms, just so people understand, because they're not pitching to me, and they're not pitching to your moderator. Oh, right, you mean at the annual board assembly? Yeah, so they give their elevator pitch, they're just giving it to each other so that if I'm out and I hear a need, I'm helping you? Well, you know, if you don't ask, you don't get, right? So you have to work your network. And what I have found, well, first of all, I always make, you know, a very blanket statement saying, if you are not a woman who helps other women, you're not welcome here. Oh, amen, right? So they better be helping each other and they are helping each other. And so it's really, we're not, you know, industry specific and they're not all competing with one another. At the end of the day, even if Sally and Joan both are looking for the same type of board and they both have the same skill set, you know, the board interview process is very long and it's, you know, they're wanting to make sure that they find not only that right skill set, but they need to have that chemistry, you know, and that they're able to get along. So, you know, it should not ever be seen as a competitive, you know, oh my gosh, there's only room for one or, you know, we both fit that box. It's going to come down to their character and personality as well. It's become a very important position these days.  Yes, absolutely. Sarbanes oxley, I think was really the beginning of it. All of a sudden now you're liable.  Oh yeah, you definitely want to make sure that when you're serving on boards, you know, in other countries that you definitely check out what. But I'm thinking there should be almost that same kind of liability here in the States. Oh yeah. Right. I mean, we need more of that. So we need more smart, solid people.  That's fair enough. Fair enough. I mean, it's not like they're just getting away with it. Should there be a 50-50 mandate? 50% men and women in boards? No, I don't think so. I mean, I don't think that the US will ever have one. I definitely think that the right person should be on the board. I think a smart board will have a matrix of, okay, what do, you know, what are the skill sets that we need on this board and where are we checking the box now? But then also to have the diversity of thought in there, of gender, race, age, even geographical. I mean, there's many different things that they should be looking at to fill out that board. There are still boards. We have a service here called BoardX that does compile so much data. Yes, Love BoardX, yes. Okay, and so apparently there's a few boards that still have no women. And one or two of those companies are actually cosmetic companies. Yeah, it's crazy, isn't it?  Right. I mean, their duty is to the stakeholders, first and foremost. Which almost makes you wonder why the shareholders don't speak up and say, what the heck? Well, they are. Are they starting to? Well, I mean, activism, you know? Yeah, yeah, yeah, yeah. I mean, and it's so funny. We had a program years ago on activism and what my whole goal with the event was to inform and to educate what it meant. And this is like, I don't know, five years ago. You know, and it made it very clear that we were not going, we're not saying that activism is good or activism is bad. It was definitely more of an educational one. But now to even see where activism has come, I feel like it's not such a negative, bad, you know, it's not portrayed as such a negative, bad thing anymore. Because it's almost like- I'm sure a lot of people disagree with me. Right, as we have an interview with Bill Ackman going on today. Yes, yeah, but he's like, cool, cool, cool. Right, but there is something we said about an outside set of eyes, right? Yes. Someone looking from the outside in. Sometimes you get too caught up in things. Yeah, absolutely. But isn't that the role of the board? And there's that. Okay, so there were men at the event. Yes. Why?  We love men. We want men there. They're the ones serving on the boards. We're not about guilting and shaming. That is not going to get us into the boardroom. Are they there to get board seats or dates?  They might be looking for board members. They might, you know, be happy to be in a room full of amazing high-level executive women, right? It's like highclassmatch.com. Well, we don't want to promote it like that, of course, but I'm sure that there's, you know, there's things happening, I don't know, but so they're there because they're supporting, they're wanting to network and seek, you know, some really good top talent.  He has clients that need board members. And he actually was really great in connecting two of our VIP members from that event. Like he emailed me after, he said, oh, hey, I connected so-and-so with this public board and this one with the private board. That's what it's all about. You know, it's interesting because that networking in and of itself is a skill, isn't it? Yes. And it's a skill that so many people lack. Too badly. Too badly. Yeah. How do you get better at that? Well, it's work. It's work.  It is, you know, I always say women are really great networkers. We're just not so great at using our network. So I have a very structured networking process that I've created over the years that, you know, really having them think about who are those influencers and connectors in their life. Maybe it's people that they need to re-engage with.  So it's really like, I'm helping them think of those people, they don't all have to be serving on boards to go on this list.  So you're saying literally make a list. Yep. Go through your contacts. Figure out who actually can connect you to somebody, somebody, somebody. Isn't that like kind of like LinkedIn? Yeah, but you don't, you know, the thing is that we all have so many LinkedIn contacts. I know, I know. So it's, I'm always saying, no, you've got to have it on this one spreadsheet or one piece of paper or whatever so that you can eyeball it really quick. And you can't, you know, you have to, not only is it who are you reaching out to and that elevator pitch and when are you reaching out to them, but you need to maintain that relationship. And you can't do that when they're in length, you know, they're mixed in with 10,000 other people. So it needs to be something where you're, you know, you're able to maintain that relationship. And also you don't want it to be a me, me, me thing either. Right? And it's all about timing. I know. So what, so if I'm sitting home and I say I really want to be a board member someday, what are the qualifications that you think people need to be a successful board member? Well, like I mentioned earlier, we're seeing everything. I know. You know, for us, what we're doing, you know, in order for someone to be a VIP member of ours, they do have to check some boxes.  You know, you need to know how to read a P&L statement. Right?  That's how we're really looking at that. Then there's other little nuances, right?  There could be, you know, entrepreneurs, certainly, but you know, at the end of the day, it's always gonna be, you need to be then realistic about what you're qualified for. It's still, I still feel like so many people think it's who you know. Well, when it comes down to it, it's all about networking, yes. And then therefore it's who you know. Yeah, or yeah, and you know, it's not just as easy as that though. It's not like on the golf course, who you know. It's funny that you bring up the golf course because I, from the structured networking process that I created, I ended up creating our matchmaking program. And that's because these women have such amazing board connections that maybe they are not interested in serving on that board. Maybe they're not qualified for it. But again, sister's helping sisters, right? They share those companies where they have board connections. And then it's, you know, it's a very, you know, hands-on program. So it's not, we're not just Wait, but it's not matchmaking like relationships. You're not putting couples together when you say matchmaking. You gotta get away from the dating thing, right? So no, it is all about connecting these women with the boards that they are interested in and qualified for through a very structured program. So, you know, if Sue is interested in ABC company and Sally, you know, is the VIP connector, you know, they, Susan. Let's make a connection. Yeah, exactly. Right. And then Sally will then introduce Sue to Bob. I love that. What do you want to see change?  Oh, gosh. I mean, one. List that long that you.   You have to ask, you know, you don't ask, you don't get, right? I mean, so there's work to be done. You can't just, you know, sign up and, you know, like in specifically I'm talking about for our membership, the women who are working it, who are, and I'm always like just, if you don't have five hours a month to dedicate to this, which by the way is not a lot of time. It's not. Don't do it, right? But you can't just pay the membership being like, oh, I'm going to get on a board or I'm going to wait for all those great board openings she gets because those board openings, they're icing on the cake. There's no easy road to the boardroom. Obviously, otherwise we wouldn't be here. Right, yep. So what is membership at now? Well, we are, I mean, depending, we have, you know, a large, we have many different levels, right?  Wow, that's a lot of women. Yeah. And then you have these, you have coaches, I saw on the website. So you have coaches like yourself, I guess, then, that help with the elevator pitch and all that. And I don't consider myself a coach, you know, but I do coach them, right? But no, I do have some amazing executive coaches who are helping them with those board documents.  And then I'm, yeah. You shouldn't have to. I mean, you have stuff. Exactly, so they're working with the board documents and then I'm really, and they're also, you know, talking to them about the elevator pitch and networking too, but for the most part. Are the events then like the creme de la creme of what you do? No, no.  So we really are not doing that many events anymore. And, you know, because we have members everywhere and if we're not doing events in LA, well, first of all, we don't even get the VIP members in New York to come to the events we have in New York, right? We all need another event to go to, like we need another hole in our head, right? So we have a lot of great webinars that are all recorded and I just say, you know, hey, it's on demand. It's like, I love audio books, right? These webinars are like in audio books. When you say network then, I'm thinking network means I gotta get out of the house more and show up at stuff. That's not what you mean then. No, I mean, it can be done on the phone. You know, there's many different ways to network and it's not about going out and meeting 15 new people a month, by the way. It's working their current network and the network of people that they really should be re-engaging with. I think that is like such an untapped skill and topic that needs to be talked about more.  I know and that's the thing is I always say, I wish I could change what we're doing because network is such a bad icky word to people, right? And it's not, you know, it's really that relationship building and listen, we know that it's all about networking. We know that less than 15% of all boards these are being filled by a search firm. And even when the board retains a search firm, the first thing they do is turn around to the guys and go, who do you know? Can I, before I let you go, can I ask, do you think that will change because I'm gonna say this politely, most boardrooms are filled with older men. When those older men retire or die.  Right. Some of them probably sitting at the boardroom table. Sorry, that was. But will that then open the doors to so many more female positions or do you think it's going to be the same thing where they're gonna turn to their buddy and say, who else, who else can we get on the golf team? You know, I think it's always going to be, who do we know? So you have to be in that circle of who they know. You have to be letting people know what your value at is to the board. And yes, you have to be working your network. So I don't think it's going to change how they're finding board members. I really don't. But women just need to make sure they're included in. It's a great point. It is a great point. Cause it's just human nature to say, well, who do you know? And I trust you because you recommend them. We all do business with people we like.  They're wanting to make sure that, you know, they're like, oh my God, who invited him? Right? Who brought this guy? Yeah. What's the website? Womenintheboardroom.com. You are awesome. And I hope everyone goes and watches the webinars. And like, we do have 50, 50 someday in the boardroom. Yeah, I know. I can't wait to start an organization called Men in the Boardroom. Love that. Thank you Sheila. Thank you.


Live from Las Vegas, it's theCUBE. Covering Dell Technologies World 2018. Brought to you by Dell EMC and its ecosystem partners. Hey, welcome back to the Sands, everyone. John Wall is here along with Keith Townsend and we are at Dell Technologies World. Day one of three days of coverage here on theCUBE. Keith, good to see you, sir. It's been a while, huh? It has been about six months. Where have we been? And you've got that going on. You look so distinguished and professorial. You know what? You make up for the lack of hair. I appreciate that you know. Well, it looks good. There are two guests with us talking to you about Xtremeio. We have Shadamai Mondo, who is a vice president or rather director of marketing. I'll give you a promotion. Get a promotion. Can I get one too? Director of P&P. Just like that at Dell. And Candy O'Mara is a solutions architect at VMware. I'm sorry, no promotion candy. Oh, no. That's the way it goes. So, Shadamai, if you would, before we get started, let's jump in and let's talk about Xtremeio a little bit. Tell the viewers at home a little bit about the product and then we'll get into VMware's use of it and how that's taken shape. Sure. So, Xtremeio is the purpose-built market-leading all-flash array. It's built on unique content-aware, metadata-centric, multi-controller architecture coupled with intelligent software that helps us deliver very high performance ranging from hundreds of thousands to millions of IOPS with consistently low submillisecond latency irrespective of what the system load is, how much data has been written to the array or whatever the workload characteristics are. Now, this metadata-centric architecture lends itself to a lot of other benefits. For example, we do inline all the time data reduction on the data path, and that leads to not only very high storage efficiencies, but also, since we do not write anything that's not unique down to the SSDs, it gives much more longevity to the SSDs themselves driving down costs. The hard thing is, it's pretty simple to use. Candy probably is going to get it. And probably from a customer perspective, right? I mean, that's the huge value. Yes, it's pretty simple to deploy. We have an intelligent HTML5-based UI that's consumer-grade, easy to use, at the same time providing all the enterprise functionalities that you will expect. The fourth thing I've mentioned is integrated copy data management. So because this is a extremely high-performance all-flash array, it is expected to do great in well-tipped environments, virtualized environments, but on top of it, the way it is architected because of this always-in-memory metadata architecture, the copies are literally as good as production volumes, so it's not just for protection, you can actually use the copies to run workloads on them and you get the same performance, same inline all the time data surfaces on the copies and you cannot really figure out any difference between production volume and a copy volume. So that leads into a lot of business benefits in terms of consolidating various copies and changing the application workflows. So Shandomai, we'll dig into that in a second with the inline DDo with copy data management, but first let's bring it up higher in the stack. Candy, amazing performance numbers out of Extreme IO, but the all-flash market is extremely crowded market. For the average end user, as you engage customers and you come to them, VMware runs VMware or Dell Technologies, Michael Dell, I can say, Dell Technologies runs best on Dell Technologies. How do you help customers, even when you look at the Dell Technologies portfolio when you have all-flash vSAN, you have Icelon, you have Icelon with flash, you have all these solutions, how do you help them navigate the broad portfolio and then come to, there was some typical use cases for an Extreme IO? Right, so in our, for our instance, is what we have, the first implementation of Extreme IO we have done was with SAP HANA. Now that's an in-flash memory database. So everything's in flash. You need a really fast back-end storage array. So Extreme IO all-flash with sub millisecond latency is a perfect fit. If your database is all in memory, you can't have slow storage behind it. You can't, you'll lose the performance, right? Your database will become degraded. So that was our reason for going that direction. But it's because of the all-in-flash memory of SAP HANA. Now the rest of those infrastructures actually have good use cases for other things, but in this case, for us, it was Extreme IO. So let's focus in on that SAP HANA use case. So SAP, in-memory database, a lot of SIs will tell you, you know what, the storage layer just needs to be fast. Doesn't have to be Extreme IO fast. What did you guys find? What was the specific advantages in the SAP HANA that brought you down to Extreme IO?  Well, no, actually the writes actually go to the disk. It is in memory, but it still has to write to disk and get the response back, especially the writes, right? And especially on SAP HANA, it has very specific requirements in terms of when you're loading up the database, it needs to load up in a very specific time period. It's like a tenth of a second that you can have it. You still need an all-in-flash array for SAP HANA, even though it is an in-memory database. That's what that misconception is. People are like, oh, we can put on slower storage. It's like, no, you actually need the storage to be able to respond back to the database as quickly as it does. The minimum requirement, I mean the maximum latency is like a tenth of a second. I mean, it's really low, but it's seven milliseconds, so we have no latency. I mean, we are actually getting the throughput and the performance. And there's other benefits with it as well. I mean, the dedupe, always on the reduction, that's huge, that's a big factor. When you don't have to have multiple copies sitting on your array, that saves you a lot of time. So, like Keith was saying, in crowded market, a lot of options, a lot of choices. What was it for you then, specifically, you said, okay, this is our pride. This is what we want to dance with, so to speak, because, again, you've got a lot of options in there. It was the response that was needed for performance. And it was, Al Flash, we were making a decision on where we wanted to run SAP HANA. We did not have it implemented anywhere else. And we have existing infrastructure, and we were moving to a new data center, and we had to make a decision where we wanted to go. And Extreme IO fit the bill. It meant many of our different requirements. One of them was performance. The second one was the total lower cost of ownership, right? And then the snap technology, that was huge. So let's talk a little bit more about that snap technology. I've spent a lot of time as an SAP infrastructure architect, and one of the most painful parts of SAP operations is being able to refresh, dev, QA, N plus one, the lower environments from production. What advantages have you and your customers seen using snap management with Extreme IO? So let me kind of give you the broader view, and then you can talk about the very specific instances that you have seen, right? So Extreme IO's snapshot technology, we call it Extreme IO virtual copies, they are based, again, based on the in-memory metadata. And Extreme IO doesn't write anything on the SSDs unless it's unique across the entire cluster. Snapshots, by definition, is a copy, till you mount it and make it writable. So for us, when you take a snapshot, it's an extremely fast operation because all we are doing is updating the metadata in memory, and then if you are keeping it as a protection copy, say, for example, like as a read-only, like just to recover from our disaster, then that's one purpose. But then the other purpose is use them as writable snapshot where you can run like your test dev, I mean, copy for backup, all those things. Now, why can we do this thing? The reason is all these copies, they're not consuming any extra space, till like you are writing something unique to it as a test dev copy, right? So now you have the capability of consolidating like lots of copies. For example, in our tradition, I mean, customer base, for every database, there is literally like five to eight copies. So, I mean, 60% of the storage that gets consumed is essentially on copies. Now, if you can consolidate all those copies into the single array without consuming any extra capacity, at the same time, delivering that very high performance, not only for your production environment, but also for your test dev, QA, sandboxing, that gives the customer a lot of values, not only in terms of like infrastructure dollars, but also transforming the application workflows, improving the productivity of the developers and the storage admin, VM admin in general. So that's what we kind of like see across the board from our various customers. Now, like what's your experience? I'm like, wow. Actually, what we do is we're a little different. We actually use the writeable performance snapshots. We use them at our DR site. And what we'll do there is we'll mount those into a test bubble and it is having our production environment, instead of needing a separate dev environment, we can mount basically in a little isolated bubble those writeable snapshots or copies and test anything we want in our two little production environment, right? And then toss it away when we're done. So we can test out a new release or we can do something different with the database or an application. And then when we're done, toss it away that way, we don't need so many different environments built out. So it's a savings there. We don't make the local copies as we're talking about for stage and depth. Those are already built up. But we do put those on the same array now. It used to be you'd have production on one array and stage on the different, right? But now, because they're similar and you want the dedupe and the compression benefits, you want them on the same array. Because then that's where you gain that. So the snapshots we do at the target, we play with those, the writeable, it's performance, right? I mean, it's the same performance as if you're on the source, which is the big game changer there for us. And I think it's really, from a technical perspective, really important to know why Stream.io is so much better at snapshot management. One of the things that vendors will warn us is that snapshots degrade performance over a period of time. So therefore, the fact that you guys have a dedicated metadata subsystem helps improve overall performance. But I'd like to talk about your use case for extending to your DR side. So from DR, DR, what do you guys use to replicate data from one Stream.io to your DR? Right now, we, for us right now with SAP HANA, we're using RecoverPoint with the Stream.io snapshots, which is fabulous because once the two sync up, the first initial sync, at that point, RecoverPoint literally just goes out and gets a snap diff. And that's all the data it's transferring over. So it lowers your requirements of your land. Your bandwidth requirements are lower. So that's what we're using today. It's a great tool for us. And that way, we can mount it at the target site. And then just briefly, we've got, we're about out of time as Shenema, if you would.  You know, what do you see as maybe the next critical phase for Stream.io? So in fact, here in Dell Technologies World, we are announcing availability of our native replication technology. Candy mentioned she's using Stream.io with RecoverPoint. That's a great solution. Now, we are going to have the native replication technology. And what's different from other solutions that are out there is this replication is also metadata aware. And as a result, it's not only sending only the unique data over the where, but also it's globally T2 and compressed. And suppose on your target site, you already have a data block that might be unique for your primary site. And hence the primary says like, hey, I need to send over this data to you. And our protocol is going to say like, yep, I have this metadata. I already have it. So send me the metadata pointer to it and we are all done. We don't even need to send the unique block that was in the primary site if it happens to stay or happens to exist on the secondary site. Netting it out as a result, we see great reduction in the WAN bandwidth that's going to be used. And the total capacity that you will need between primary and secondary. So that will also be reduced. In fact, like our numbers that we are going to say, like you can get like 38% less storage capacity wise. And WAN bandwidth could be reduced like as high as like say 75% to 80% based on like the traditional mechanisms. So we actually did a test on this to see the performance between replicating a database using recover point on Xtremio with snapshots. And then we also did it with Xtremio native replication. And it was eight times faster. So it was eight times faster. Business value. Replicating the same amount of data. Recovery point objective. So less data loss in case of emergency, just a higher level of service to the business. Right. You're like an happy customer, right? Yeah. No, I actually love this product. I would not be talking about it. I couldn't tell. I really like Xtremio and I've been doing this for a while. Candy and Shannon, thanks for being with us. We appreciate the time. Thank you. Sorry about the promotion. Hey, take it back for me. Can you convert it though? Can I get that? Good deal. Thanks for joining us. We appreciate it. Thank you. Back with more from Dell Technologies, we're all here in Las Vegas. You're watching theCUBE back in just a bit.


hello everybody this is the start of a public interest video and I just want to show you the inside of this particular outdoor meter box now we've all seen these little keys that go into these very insecure locks yep you've probably all got one and for any of you that have one of these I would check inside you see this is the main power coming in and this is a security closed fuse system and here is the meter everything after the meter is the households concern so this is the electricity company this is the electricity company this is the household concern now the problem with this here being here is if I were to switch that off that turns off all the power into the dwelling any security system you may have useless the fridge freezer it's going to go off if you've got door ring bell cameras anything like that if you go away for a couple of weeks and you want to check up inside your home get it it can all just be switched off from here very publicly accessed very easily accessed and the only reason that that's there is because between the councils and the people who allow these buildings to rebuild they've decided that it saves a few quid with these wires their argument is if something were to happen we don't want to be responsible for these wires so we're quite happy to put this here because that means anything after this now this and these wires is now the dwellings responsibility rather than just run these tails up into the dwelling and then fit one of these inside where quite a few of you will have these inside still but there's going to be many of you that don't and like I say all you got to do is have somebody know you've gone away for a couple of weeks on hold they were in for a week they can just come along if nothing else just flick it off and now you're everything in your fridge freezers last your timers have to be redone if you've got cameras so you can keep an eye on there maybe you got some Alexa devices echoes whatever you're not going to be able to see through them and worse than that of course then they can break into your place because even if you've got an alarm system switching that off will render it useless I just thought I'll let you know because there's plenty about yet how plenty of people out there are in this vulnerable situation and it's just to save a few quid on money your security doesn't matter a few pound on money does I think it's something that should be pointed out and if there are other ones like that I think they should be adjusted but it's just who does it yeah I mean there's a break a fuse there before the meter so if you need to work on the meter you can be safe absolutely understandable yeah of course and up to the meter but after the meter that is for this building isn't it to be taken care of be a landlord if it's privately it's for this right I knew that and that's good that's good well I mean it's a dodge group is supposed to take care of this building electrically and now the ones who are arguing it and all I want really is something to say no to just agree with me that everything after the meter is is the responsibility of the person who owns the building agreed it is because say for example say for example you didn't have swarmyers and you wanted one and he said no would that be up to him no rules that obviously benefit


woman now in the Indian Police Service. So I was under training and I then realized I was going to be the first woman in the Indian Police Service. And I was called by the Home Ministry and said, are you sure you want the same service? And then the Home Minister was a tennis friend. And he got up and said, I know, you are a small Pathan because I have Peshawariya roots. They come from Peshawar, short but short Pathan.  Once you make up your mind, you wouldn't give up. But I know you're a tennis player. I welcome you to the family of the Indian Police Service. I'm glad we have a woman for the first time in the officer ranks of the Indian Police Service. That's how I made it to the service and then led the most hunt ever, ever in history, always a male parade. That's the first time in India in 1975, a woman led a fully male parade. And that was the year of the moment. It made absolute national news. And the next day I was invited by Mrs. Gandhi for breakfast. That made great news. That cop being invited for a meeting breakfast with Mrs. Gandhi because she was so thrilled. I remember when I was marching and I said, I saluted her. She got up and she jumped and she said, that's it. She felt so brilliant. She felt so as if she was parading herself. So friends, this is how it, this too was a grab. I wasn't getting this to lead the parade because this meant every day practicing for 20 kilometers every day to why finally walk the parade 14 kilometers on that time. It is a nonstop parade with starts and ends with 14 kilometers much and with the sword in your hand. I was practicing every day at least 20 kilometers to finally do it nonstop without a break for 14 kilometers. I wasn't getting it. A man was getting it. He was junior to me. And I was a beginner as a probationer, went up to my inspector general and said, sir, I hear that somebody else is getting this position to lead the parade. He said, yes. I said, sir, but why? And you know how policing is so hierarchical. You can't just go up and ask. And I was the junior most in the whole service. I just started my service. He said, yes, somebody else is. But I said, sir, can I know why? He said, because you mean to say you will be able to do all that? I said, sir, do you mean to say after all what I've done already, I keep answering this? He said, if you can do that, I welcome you. I said, sure, I will. And that is, you know what? I could have opted out of it. I could have opted out of it. I need not have struggled all this, but my background of tennis and my background of what my father had said, the upbringing came back here to challenge the status quo and said, I'm ready. This is my right. I have to get it. And that is how I got this right to lead the mail parade. And this was a turning point in Indian history.


File management for LibreOffice on Windows 10.  The person registered on the PC is also referred to as a user. There is a personal folder structure for each user account, some of which already exists automatically. What is file management? The word file management consists of file and management. What exactly does file mean? For the user, files on the computer are usually documents, photos, videos or music. For example, files are used in programs such as the text program Writer. When you have finished editing a file you should save it. What exactly does management mean? The management of the files is similar to that in an office. In the office there are folders in a cupboard and the folders contain documents. Label these folders so that you can find your documents again. The principle on the PC is analogous. There are storage media in the PC on which folders for files can be created. Where are the files stored? For example, files are stored on the hard drive or SSD in the computer. When it comes to data on the PC a basic distinction is made between operating system, programs, own data and others. You are dealing with own data here. Many files accumulate over time. To keep the overview use the folder structure and adapt it. How can I organize my files? The folder structure already available to users in the Windows 10 operating system consists of at least the pictures, documents, music, videos and downloads folders. Here the user can create their own subfolders at will. In the case of Writer files deal with the documents folder. In Writer you can access your files with the menu options open or save or you open the file explorer to reach your files. To do this click on the start icon in the taskbar of the PC and then on File Manager or you press the key combination Windows plus E. You will now create new folders under the documents folder. Start file explorer and left click on the documents folder. Click the new folder icon to create a new folder. Enter the name Letters for the new folder. Press the enter key. The new folder Letters has now been created. Below the Letters folder create two more folders. Select the Letters folder. Click the new folder icon to create a new folder. Enter the name Letters out for the new folder. Press the enter key. Select the Letters folder again. Click the new folder icon to create a new folder. Enter the name Letters in for the new folder. Press the enter key. You will now change the names of the two subfolders. First, select the Letters Out folder and right-click on it and select Rename. Place the cursor behind Out and conclude with Going to press the Enter key. The Letters In folder and right-click on it and select Rename. Place the cursor behind In and conclude with Coming and press the Enter key. The Letters folder now contains the two subfolders Letters In Coming and Letters Out Going. These subfolders are still empty. In this presentation, our files are generated is not part of this description. Ten files were placed in the Letters Outgoing folder. You will now mark and copy the files. Left-click on the top file. Hold down the Shift key and click on the third file from the top. If you now hold the Ctrl key, you can mark additional files. Click on the white area in the File Explorer. The markings will be removed. If you hold down the Ctrl key, the incoming files are marked. Right-click on the last highlighted file and click Cut. Right-click on the Letters Incoming folder and click Paste. You have now positioned the incoming letters by cutting and pasting them in the correct folder. Copy a file. To do this, right-click on the file. Click on Copy in the menu. Right-click on the Letters Outgoing folder and select Paste. The Letters Underscore 03 incoming file is now located in the Letters Incoming and Letters Outgoing folders. Delete a file. Now delete the Letters Underscore 03 incoming file. Right-click on the file and choose Delete. Further information. You can download the used working documents from


The Cavalcade of America, sponsored by the DuPont Company, makers of better things for better living through chemistry. In tonight's DuPont play, we present two outstanding Hollywood stars. Claude Reigns and Agnes Moorhead. Miss Moorhead will appear as Elizabeth De Feister and Mr. Reigns. Well, here to open our DuPont play is Claude Reigns. I am really Charles Wilson Peele. A painter, scientist, inventor, and according to certain ill-informed contemporaries, more than a little eccentric. On this particular day, shortly after the close of the Revolutionary War, I am about to call upon Miss Elizabeth De Feister, Spinster of Philadelphia, and pop a rather important question. Madam, will you do me the honor to be my wife? Why, Mr. Peele, I hardly know how to answer you. This is, as you know, only our second meeting. Perhaps if you would be good enough to reply to some questions. Questions? Do you infer, madam, that there are doubts in your mind as to my character? Pray, Mr. Peele, do not excite yourself. It is merely that there are certain rumors abroad in Philadelphia. Rumors concerning what may I ask? Well, Mr. Peele, your recklessness, your being so headstrong and unpredictable. I, headstrong and unpredictable, ridiculous, more per se, come drum-normal individual than myself, never existed. But nevertheless, nothing. Madam, I will give you exactly twenty minutes until 4.30 to make up your mind. And if you do not accept me, I shall leave this house and propose marriage to the first female of however repellent aspect I encounter upon the street. Headstrong and unpredictable indeed. It is now exactly 4.30, Mr. Picer. Your answer, please? Mr. Peele, before making up my mind, I find I must ask certain questions. Do I have your permission? Madam, if it is a testimonial you require, may I refer you to His Excellency Thomas Jefferson or perhaps Mr. Robert Morris or Dr. John Morgan? That will hardly be necessary, sir. Now, the first question is, are you neat? Am I what? Neat. Well, let us say, Madam, I am somewhat neat. Oh.  I am. You have children. I have. How many? Six, I believe. Or is it seven? Now, let me see. There's a, there's a Raphael Rembrandt, a Titian, Rubens. No, all named after painters. I understand that you too are, Mr. Peele, are a painter. I am. Also an inventor. Well, yes, I have invented a- And a watchmaker? Yes, I have from time to time repaired- And a dentist? Oh, certainly. And what is it, Madam? Do you wish a set of new teeth? Oh, no. No, Mr. Peele, I do not. My teeth are in excellent condition, thank you. All I wish to know is this. With the help of which of these professions do you intend to support me? Which? Or of them, of course. Well then, sir, I'm afraid I must decline your kind proposal. Why? Because, sir, a man with so many professions can be master of none. But I am interested in all these professions, Madam. Nevertheless, I would wish you to concentrate only on your paintings. Yeah, but- On that condition, it would give me great pleasure to announce our forthcoming marriage. Oh, but- Would you care for more tea? What is your Christian name, Mr. Peele? Charles, but Mr. Pice, sir. You can call me Elizabeth. Elizabeth, but don't you see- No, Charles, I do not. I've been considering this matter, and it seems to me that a very handsome living could be achieved by a talented painter who has so many famous friends. Robert Morris, Mr. Jefferson, who was the other gentleman you mentioned, sir? Dr. John Morgan, one of the city's most eminent physicians and scientists, Madam? Yes. Well, don't you think that- No, Elizabeth, I do not think. I cannot go to these people and ask them if they'd like to have their pictures painted. Why, it's absurd. I refuse to consider it. I refuse! You hear? If you were- If you will be so good, Dr. Morgan, as to turn your head about one inch to the left- Certainly. And the right hand. Just keep it still, please. I thought you were painting my head. I am. When you move your hand, your head wiggles. There, now, you may relax, Doctor. Thank you. By the way, Charles, it has come to my ears that you have remarried. Is your wife young or inclined toward ripeness? Well, sir, in certain ways, one might consider her somewhat overripe. Goodness me. Oh, Elizabeth is an excellent mother to my children, Doctor, but she has unfortunately a tendency to be, uh, domineering as far as I am concerned. She has. Of course, this is easily understood since I am at heart a gentle soul. Oh, of course. She has made me, for square all, active pursuit save that of painting at which, unfortunately, I cannot make a living. Including your art gallery, Charles. No, that is a toy I have been permitted to keep for being a good boy and doing what I'm told, no doubt. Hmm. Charles, have you ever thought of turning it into a museum? The gallery? But it is a museum, Doctor. I mean a museum of natural history containing the great natural wonders with which our country abounds. A natural history museum? What would I put in it, Doctor? The flora and fauna of America. Geological specimens, animal life. But I am no taxidermist, sir. Oh, you would learn. And think of the service you'd be doing. You would be bringing to the American people for study and observation the great natural wonders of their country. Hmm, yes, it is an interesting thought, Doctor. Believe me, there's real need for such a museum in America. Why, it would even help with our international affair. It would, sir. How? Well, Charles, as you know, I've spent many years abroad. Yes, I know, sir. And I have observed a tendency in the part of most European nations to condescend to us. To regard us as it were as though we were an upstart nation devoid of culture and the humanities. Oh, but, Doctor, as long as we know better... It is not enough, Charles. We live in a world where no nation is self-sufficient. Where trade, friendship, and the goodwill of other people is as necessary as the air we breathe. But friendship and goodwill are predicated upon understanding and similarity of purpose. Let us not forget that. And you think the establishment of this museum would help? It would help. It would enhance our prestige as a nation of culture and scientific attainment. Well, Charles, what do you say? Doctor, where do you suppose I'd be able to find a volume about taxidermy? There it is, my best-pairing knife on your work table. What were you doing with it? A dissecting an owl. Dissecting what on earth for? See how it's made. But why should anyone want to know that? So he'll know how to stop the next one, he catches. Oh, Charles, Wilson Peele, I would like you to know I have no intention of having this house cluttered up with dirty old owls, stuffed or otherwise. And I, madam, have no intention of leaving them here at the tender mercy of your insatiable broomstick. I shall take them when I am finished to the Museum of Natural History. Oh, very long. Well, as long as you want to take... What museum did you say? The Museum of Natural History. It's a new thing. Just, um, opening its door. Oh, that sounds ridiculous. What manner of man would be foolish enough to risk his money on a scatterbrained enterprise like that? I have heard him described as a very intelligent man, a gentleman, a scholar, a brilliant thinker. Who? Who could that be? Me. Charles Wilson Peele, you gave me your word when we were married that you would give up all this nonsense. Quiet woman, how dare you refer to the great natural wonders of America as nonsense. Have you no thirst for knowledge? No curiosity? No, I haven't. And furthermore, where is your patriotism? Would you have it said of your own country that it is the sole nation and the face of the earth that has no repository for the flora and fauna that enrich its landscape? That doesn't interest me in the least. What? You dare say that? What does interest me is if you ruin my paring knife, you'll have to give me two shillings for another. Trees, and that's what it is. Elizabeth, have a care. Remember Benedict Arnold. Charles? So this is what I fought on bread for at Morristown, Princeton and Valley Forge to harbor into my bosom a traitorous wed... Oh, now, Charles, listen to me. You listen to me, Elizabeth. Please, tomorrow, tomorrow, the first museum of natural history opens its doors. You, madam, shall be seated in a small booth at the entrance where you shall dispense tickets, make change, and ring a small bell to attract prospective customers thusly. And now, if you will kindly give me that paring knife, I have a small lizard I wish to disembowel. Thank you. Would you please? The wonders of natural science displayed for the first time on this hemisphere. See the beaver and the owl and the raccoon all in a state of lifelike preservation. Observe the miracles wrought by the art of taxidermy. The deer, the muskrat, the porcupine with each and every quilt reserved in tax. This way, ladies and gentlemen... I beg your pardon, madam. Oh, yes, sir. One ticket, quarter of a dollar, please. No, madam, I do not wish a ticket. I've already seen the exhibition. Could you tell me where I might find the proprietor, Mr. Peel? We'll just open that door on the right and step inside. You'll find him. I trust he's not engaged in private business at the moment. Well, you might call it that. He's stuffing a walrus. Oh, thank you. Ladies and gentlemen... Mr. Peel? Yes? Mr. Peel, my name is Abernathy Bain. I am a resident of the town of Boston, sir, in the Commonwealth of Massachusetts. Greetings, sir. And what brings you to Philadelphia in the Commonwealth of Pennsylvania? Your museum, sir. I came to see what it was like. And did you like what you came to see? No, Mr. Peel, I did not. And judging by the absence of visitors, I take it the good people of Philadelphia bear my opinion. Do they, sir? They do. Now take the Columbian Museum in Boston, of which I happen to be the proprietor. Oh. Why up there, I have a thousand visitors in a single week. What do you do? Re-enact the Battle of Bunker Hill and shoot live redcoats? No, sir, I do not. I show them clocks. Clocks? Exactly. Imported direct from Switzerland at incalculable expense. Naturally. And one of these, for instance, when the hour strikes, a tableau appears. A tableau? A tableau portraying Mary Queen of Scots, bidding an affectionate farewell on her way to the executioner's block. Very moving, Mr. Peel. Persons of the female sex have been known to faint at the pace us of it. Really? Well, Mr. Bain, I thank you, sir, for all this information, but I shall run this museum as I have always intended, as a repository for the natural wonders of our American nation. To show off stuffed birds and the skeletons of dead animals? You'll never get people to come to it, sir. Not even if you were to show them the bones of that mammoth they'd just dug up in New York. A mammoth? Yes.  Something like that, a thigh bone, among others. Measuring, they say, 18 inches in circumference. A thigh bone? Measuring 18 inches? Tell me, Mr. Bain, where did they find these bones? Newberg in New York, I believe, a farmer digging in a mile pit. Mr. Peel. Mr. Peel, where are you going? Newberg, Mr. Bain. In the first complete mammoth in the history of the world has been uncovered in America. Peel's Museum of Natural Science will place it on exhibition or die in the attempt. Good-bye, Mr. Bain. You are listening to the DuPont Cavalcade of America starring Claude Reigns and Agnes Morehead, sponsored by the DuPont Company, makers of better things for better living through chemistry. Among the DuPont Company's better things for better living through chemistry is DuPont rug anchor, sponge rubber underlay. Perhaps you saw a recent announcement by the National Safety Council that deaths due to accidents in the home in 1949 were 3% less than in 1948. Well, one of the ways in which you can help prevent accidents in your home is to use DuPont rug anchor under small rugs, especially rugs at the head or foot of stairs. Rug anchor is waterproof and moth-proof and can be trimmed to fit your rugs. Besides helping to prevent rugs from slipping, DuPont rug anchor also keeps dirt from working up into the underside of the rug. Made by DuPont and sold by thousands of rug and department stores, rug anchor is another of the DuPont Company's better things for better living through... Now we continue our DuPont play. It's a few days later at a farm near Newburgh, New York. Seated on the floor of the granary, examining the fossils of a huge animal is Charles Wilson Peel. Bending over, watching him anxiously, is the farmer on whose property they were found. Well, Mr. Maston, I congratulate you. These are indeed the bones of a prehistoric animal. Yeah, that's what I thought. Unfortunately, there are many pieces missing. Where did you say you found these? In the Marl pit, Mr. Peel. Over past the South Field. It's flooded now. Mr. Maston, I would like to purchase these bones from you to exhibit at my museum in Philadelphia. Now, what would you say to $100? Why, I'd say that was a good sum of money, Mr. Peel. With another hundred thrown in for the privilege of digging further into your pit, what would you say to that, sir? Handsome, Mr. Peel. Handsome. Good. Then we can consider the transaction closed, eh? Well, no. No, I wouldn't exactly say that. No? Why not? Well, you see, sir, I don't want to sell them. I don't want to sell them at all. But Mr. Maston, I assure you nobody in America would have any use for these bones or would even approach my offer. I agree. I agree. And that's why they ain't for sale. Mr. Peel, let me ask you a question, sir. What would you do with these bones if I did sell them to you? Well, I exhibit them at my museum, of course. And charge admission, eh? Naturally. My museum is not endowed by anyone, sir. It is self-supporting. Well, I ain't endowed either, Mr. Peel. And so am I self-supporting. And I'm going to support myself for having my son take these bones on a tour from town to town and exhibit them and charge admission. Take them on a tour? Yeah. But, sir, suppose something happened to them. They got lost or broken. Think of the lost to science. Science never did anything for me, Mr. Peel, and I ain't doing anything for it. I see. Well, Mr. Maston, how old is your son? My son just turned 18. Why? Mr. Maston, do you have any idea of the kind of life that young man would lead traveling from town to town like a gypsy? Removing himself from the beneficent influence of home and half and father and mother? His mother, she's passed on, Mr. Peel. Oh. Uh, all the more reason, sir. You and you alone hold this boy's hope of heaven in the hollow of your hand. Consider for a moment, sir, what a life like that would do to the spirit of one so young, the constantly changing faces, the evil companions, the carousing, the immorality of such an existence. Yeah. You really think so, sir? Why, he'd be no better than an actor. My gracious. Yes, sir, you're right, Mr. Peel. Yes, I was thinking only of myself. Greed, greed, the curse of mankind. Then you'll sell me the bones and privilege of digging for $200, Mr. Maston? I'll sell you the bones and the privilege you're digging for $300, Mr. Peel. What? Take it or leave it. I'll take it. But first, I must return to Philadelphia to raise this large sum of money. I shall see you again in two weeks, sir. Oh, Charles, it is your intention to borrow the sum of $300 for this, this fossil, eh? Yes, Elizabeth, it is. And from whom do you intend to borrow it, Prey? My friends. In a pity you didn't think of them last month when I inquired for a small sum with which to buy a new dignity for myself. Oh, but no. No, I can go about in rags as long as you've got money for old bones. Elizabeth, my dear, even you would not approve my writing to the President of the United States for a few dollars to buy my wife a new... The President of the... You mean you wrote Mr. Jefferson? I did. Would you like to hear it reply? Well, I... My dear Mr. Peel, no person on earth can entertain a higher idea than I do of the value of your museum collection nor give you more credit for the unwearied perseverance and skill with which you have prosecuted it. The President wrote that? He did indeed. Is there more? Yes. Unfortunately, I am unable to assist you to resources for this new enterprise. Well, at least he answered you. Now, where will you get the money? I have already got it, Elizabeth, from the American Philosophical Society right here in Philadelphia. Goodbye, my dear sweet understanding wife. Take care of the children while I am off digging up old bones. Well, Peter, Peter, Peter. How's the digging today? I'm sorry, not a thing, sir. But, say, how about those others we found yesterday? Are they any good, sir? Peter, there is no doubt in my mind that they are the bones of a mammoth, a true prehistoric animal that existed here in America millions of years ago. The only trouble is there are some missing. Oh, I see. Which ones? The toe bones, for instance. The lower jaw bone. The lower jaw bone? Well, there's no more bones left in this pit. I'll take both on that, Mr. Peel. Well, I suppose there's nothing I have to do, but pack up these things and go back to Philadelphia. Yes, sir. I guess you're right, sir. Unless you were to take a look around the joint and countryside. What good would that do, my boy? Well, sir, you see, I don't know much about these things, but the way I figured where there was one of these monstrous creatures disporting itself a million years ago, there was probably another. Well, yes, you have a point there. Yes, sir. Matter of fact, sir, I don't know if you'd be interested, but I dug up a couple of them. They're bones right in my own farm. What? You mean you just... Where is your farm, Peter? Two miles west of here, Mr. Peel.  At once, you hear? We'll move all the machinery and what are you standing there for? Get to work, sir! Get to work! Here's another piece, sir. Let me see it. Looks like it might come from a foot. It does, Peter. It's a tow bone. Peter, you've got a mammoth of your own here. And judging by these samples, it's a far bigger one than the other. Congratulations, my boy. And now let's get back to work. Come on, dig! Dig! Come again, are you? And you've dug up an animal that's been dead over a million years. Now, what are you going to do with it? Exhibit it at the museum, of course. And do you think the public will say they're good money to see it? I cannot say, my dear. All I know is if they should want to see it, it's there. Charles, when I married you, I made you promise to give up everything for your painting. Do you remember? I do, madam. Do you know why? Yes, madam. That I might accumulate wealth and support you in the manner to which you would like to become accustomed. No, Charles. It wasn't that. It wasn't? No. I wanted you to believe that, because it was the way, the only way to get you to do the great work for which you were intended. You have it in you to be truly famous, Charles. One moment, madam. Do I understand you to mean that all you were concerned with was my fame, my recognition by the world that nothing less would satisfy you? Yes, Charles. Then, madam, you should be in a positive ecstasy of satisfaction. Observe! Observe these letters! They bear the signatures of presidents and kings and men of science the world over. And they are addressed to me, my dear. Informing me what a great contribution to science America has made by my bringing to light these old bones, as you call them. You mean those letters are actual? They are. And now, if you'll excuse me, my dear, I do not wish to be late. Where are you going? To the museum, Elizabeth. The Museum of Natural History to attend the formal dedication to posterity of those old bones. Good night, my dear. And don't wait up for me. Gentlemen and colleagues, it gives me great pleasure to present to you one of the foremost figures of our time. Inventor, scientist, and painter of General Washington, Benjamin Franklin, and many of our most distinguished citizens, gentlemen Charles Wilson Peele. Welcome, gentlemen. Welcome to the first American museum of natural history. This skeleton, which you are now observing as it towers above us, is not a replica, but the true bones of the monster that terrified our ancestors a million years ago. The knowledge of its existence has furthered the world's interest in science as you well know, gentlemen, breeds knowledge and knowledge conquers man's greatest enemy, fear. Gentlemen, I ask you to raise your glasses in a toast to the American people with their ingenuity and resourcefulness, with their enterprise and faith in the future. May they be as preeminent among the nations of the earth and the skeleton of this mammoth under which we sit surpasses the fabric of the mouse. Thank you, Claude Rains, Agnes Morehead, and the cavalcade players. Now, here's Bill Hamilton speaking for the Defant Company. In the magazines this spring, you'll see colored pictures of the very smartest dresses, the frilliest underthings, the most glamorous evening gowns, all in rayon. This is a leather fabric used in clothes in all price ranges. Yes, you're right. So right in rayon. In Bermuda, in Florida and California, at smart resorts everywhere, rayon is a must with women who know their styles as well as their values. Now, a woman buys a dress because it's smart. But let's walk around behind that word smart for a moment and see what we find. A dress is smart because a talented fashion designer had the taste, the originality to design it that way. But the designer was able to make it that way only because the fabric maker provided him with the material of just the right texture, just the right drape. And you can go back still further than that, right back to the yarn. For 30 years now, American rayon manufacturers, including the Defant Company, have been steadily improving rayon yarn, changing its characteristics to give you better drape and more beauty. That's why rayon in 1950 is every bit as glamorous as it is practical. Within our lifetime, a whole industry has grown up around this fiber from the Kennis test tube. Thousands of men and women have jobs today because of rayon. Thousands of stores enjoy better business. Millions of women proudly wear rayon. Yes, and men too. Rayon pajamas and robes for men are light, trimly tailored and long wearing. Rayon shirts, trunks and slacks have bright long lasting color because rayon takes dyes so clearly and so richly. It's true just as the fashion news says that you're right, so right in rayon. Fashion Right Rayon is a typical example of the Defant Company's better things for better living through chemistry. Star Douglas Fairbanks in Crazy Judah the story of a man, a dream and a remarkable achievement. Be sure to listen. Tonight's original Defant Play was written by Arthur Arendt and was based on a chapter The Ingenious Mr. Peel in the book America's Old Masters by James Thomas Flexner. Claude Reigns will soon be seen in the forthcoming RKO production The White Tower. Agnes Morehead will soon appear in the father's picture caged. Music was composed by Arden Cornwell and conducted by Donald Voorhees. The program was directed by John Zoller. Ladies and gentlemen during this annual Red Cross drive we are asked to support an organization in which the nation takes great pride. By helping the Red Cross we are helping humanity. The Defant Cable Cade of America comes to you from the stage of the Red Cross in New York and is sponsored by the Defant Company of Wilmington, Delaware. Makers of better things for better living through chemistry. Next here Daddy's Little Problem Child Baby Snooks on NBC.