OK, well, good morning, everyone. Really excited to be here. We're going to talk about some disruptive forces in marketing, really, at this intersection of how marketing and technology are coming together. I do wear multiple hats. I work at HubSpot as their VP platform ecosystem, which really boils down to helping HubSpot do a better job of integrating with all this other amazing software out in the world. I write the blog, chiefmartech.com. I've been doing that for over 10 years now about, again, a little bit about technology and marketing, but really more about technology professionals working in marketing. And then I also program the MARTEC conference. So yeah, pretty much 24-7. It's MARTEC, MARTEC, MARTEC. Friends will ask me, like, Scott, do you have any other hobbies, like, what do you like besides MARTEC? And my answer is always more MARTEC. So all right, one of the things I've done from a hobby perspective is, back in 2011, I started this little map of the different technologies that I saw marketers using. It was imperfect, just sort of a rough list put together. But at the time, found 150 technologies, shared them at a conference of CMOs, be like, look, look at how dependent you're becoming on technology. And the reaction in the room was exactly what I'd hope for, everyone's like, oh my goodness, 150 marketing technologies. How will we ever keep track of them all? And then over the years, I kept going back to this map with really, frankly, no design skills whatsoever. But the number of companies I kept finding that were legitimate MARTEC companies kept growing into the thousands. A few years ago, it crossed, like, the 5,000 mark. Last year, it was 6,800. This year, we just released this last week, over 7,000. And this is actually incomplete. I know it's incomplete because I've already heard from a large number of great companies that I sadly somehow missed. But this is wild, right? I mean, the amount of technology and marketing is astounding. And it's not just about companies creating technologies, because you could argue, hey, there is near zero barriers to entry in the world of software today, but it's that it's not just supply. It's also demand. Mary Meeker, in a presentation with Kleiner Perkins, stated the internet a couple years ago, found on average enterprises had over 1,000 SaaS subscriptions. And it wasn't just marketing, although marketing was the top of the leaderboard, like, with 91 different SaaS subscriptions on average. There's also HR and finance and sales. It's not just big enterprises either, a company called Blissfully that I like to think of them as tripping for SaaS, and I hope you manage all your different SaaS subscriptions. They recently found for SMBs, like for companies with, say, 100 to 250 employees, around 99 SaaS subscriptions on average. And again, not just marketing, but throughout IT, throughout sales, throughout accounting, throughout HR. So we've got all this explosion of technology. Now what are we doing with it in marketing? The roles of marketing have really expanded a lot in the past, particularly the past five years. I would say, actually the CMO council would say, they did a survey of CMOs a year and a half ago, and they asked, what was your top mandate? They could only pick one. And the top mandates were accelerate revenue growth across the organization, optimize customer experience and strategy, and champion a customer-centric corporate culture and mindset. And the thing that stands out to me about this is, right, this is very much about customer experience as a holistic thing, and there's a real focus here in connecting this with revenue and growth. So I'd like to say we could just simplify this and say, OK, well marketing is about CX and ROI.  You get LaCroix. And believe me, if you can repackage water for like a 5,000% market, I mean, come on, it's some pretty good marketing there. All right, so this is great, CX and ROI. But how exactly? How do we leverage all this technology to achieve this? A friend of mine, Doug Davidoff, had this tweet, I thought it was really great, and said it kind of boils down to focus and plumbing. I think that's a pretty fair statement. I'm not sure I love the plumbing metaphor. It kind of makes you wonder, well, what exactly are we pumping through marketing here? I mean, when we talk about marketing stacks, I don't want these images coming to mind. All right, I promise, no more potty humor. The way in which people are adapting marketing is that recognizing they have to change not just the tools of marketing, but the structure of marketing and the way in which marketing is managed. Study we did of marketing leaders last year found nearly 60% of them had been restructuring their departments to better take advantage of technology. And so what I want to do for today's presentation is just talk about five forces that I see marketing leaders, particularly in the world of marketing tech and marketing ops, wrestling with to achieve this. So I frame this as five disruptive forces in marketing technology and operations. And they are centralize everything you can, automate everything you can. So far so good. And then decentralize everything you can, humanize everything you can, and embrace continuous change.  His first reaction to this was you just put automate everything you can and humanize everything you can two places from each other. I can't decide if that's funny or sad. All right, well, thank you, Augie. My reply actually to Augie was, hey, listen, the test of a first-rate intelligence is the ability, told two opposed ideas in mind at the same time, and still retain the ability to function. And in a lot of ways, this really is the struggle of modern marketing. It's trying to hold these opposing concepts in mind at the same time and do them both well. So let's dig into this a little bit more. We'll take our High Wire Act here of marketing. Oh, wait, there's more growners in here, I promise you. OK, but we start by looking at this trade-off between centralization and decentralization. Now, normally we would assume this is more of one, means less of the other. Actually, it's through technology in particular that we're realizing we have the opportunity to do both simultaneously. And I'd like to give you a few examples. I mean, the first example is one everyone here would recognize right away with the web content management systems, platforms like Drupal. I mean, the whole purpose of a platform like this is to be able to centralize your system of how you manage and distribute content, the structure you use for this content, the standardization on presentation styles. All these things are really important. But at the same time, when we do it well, what we're doing is we're empowering a much broader set of people throughout our organization to be able to contribute content and deploy it in a way that works within these guardrails, that anyone can contribute a blog post or a landing page or any sort of thing that they need within that context. So a great WCM implementation, or increasingly we call them digital experience platforms, they're a centralized solution that's empowering decentralized activity. A very hot topic in marketing these days is also customer data platforms. Think of them as a next generation of CRM. Same principle applies. We want to standardize the central system of records so that we always have a clear view of the touch points happening with customers across the organization. But part of the reason we're doing that is so that people on the edge of the organization, a customer service rep who's dealing with a particular customer, has access to that data and can feed into it and update it. So there's a centralization, decentralization thing happening. There are even things like Google Sheets. Standardizing on something like G Suite is a centralization decision. But then enabling all this collaboration between people much more easily on documents and spreadsheets, that's decentralization. I mean we can even take this far into things like application platform as a service, which is really a fancy word for some of these ideas around low code and no code solutions that let non-technical people actually become app developers. And we'll take a look at that a bit too. So there's ways you can balance the centralization and decentralization. So the other access that we're struggling with is automation and humanizing our marketing. And one of my favorite statements on automation is actually from Fantasia, the original one, the Sorcerer's Apprentice, Mickey Mouse says the Apprentice, and he gets the magic wand, and has the broom start doing his chores for him. This is automation. And it's delightful. Awesome. Up until that exact same automation starts happening at speed and scale, and then the exact same automation becomes a real trouble. Now, we might recognize this pattern in marketing. This is from Market Tunist, who if you take one thing away from my presentation, it's you should subscribe to Market Tunist, Tom Fishburne, who every month sends out a wonderful, every week sends out a wonderful cartoon on the crazy state of marketing. But it's like we've all seen these email things. Yeah, let's get you a call. Did you get my last email? Did you get my last two emails? Why are you out of responding? Increasingly, these things are not being done by hand by individuals. They're set up with marketing automation systems. In fact, in marketing, we refer to it as nurturing. You feel nurtured, don't you? Yes. But again, this is one of these things where this automation makes it very easy for us to do this at speed and scale. But what is the experience like for the actual customer? And I think this is actually a real challenge for marketing. When I look at automation, I think it's helpful to look at this on two different axes. There's things we do to increase the efficiency of our company's operations, our organization's operation. And then there's things we do to increase the efficiency for customers, making it easier, faster, more delightful for them. And so if we put these two axes on a two by two grid, if something is inefficient for both the company and the customer, the technical term for that is crappy. There's a lot of stuff out there that has that characteristic. Obviously, the ideal we're going for is saying, hey, well, if it can be delightful for the customer and really efficient for the company, that would be awesome. The other two, there are things we do that aren't necessarily efficient for the company, but if they're efficient for the customer, helping them get what they need and solve the problem they have quickly and smoothly, this may be worth it, because these become the moments very often that define our brand. Are we able to delight someone at a moment when they need us to go above and beyond? The one that's scary is the one where we implement automation that is incredibly efficient for the company, but not necessarily efficient for the customer. And that sort of example of the automated email nurturing thing, right? I mean, incredibly efficient for us to do that. Just throw the switch, nobody has to type in an email, but for the customer who's now having to go through all of these, yeah, we've actually made their lives less efficient. And it's so easy to fall into that trap, just because again, very often when we think about efficiency and automation, we're usually measuring it against objectives of, yeah, internal efficiency. And so I think the big mission of marketing leaders and certainly folks in marketing technology and marketing operations is to make sure that as we're bringing these automations to our business, we keep championing it through the eyes of how does this affect the customer's experience? You know, one campaign I thought I'd highlight on this, because again, this balance of well, how do you bring automation of technology and humanization together? Some of you may have remembered the T-Mobile campaign last year where, this is brilliant, this was a nationwide marketing campaign they did, but you're gonna love this innovation. They basically said, if you call this number, a real human being will pick up, right?  And not only will a real human being pick up, but we guarantee that human being won't transfer you around. Now basically stick with you until the problem is resolved. Now, the technology behind this, right? It's not like this is a completely technology-free situation. I mean, the technology that now we're giving those representatives, I assure you, you know, to be able to have the latest data on the customer, be able to take actions on the customer's behalf, be able to pull requests from other pieces of the organization, a lot of technology in that. But the face to it for the customer is very human. So in the next 15 minutes, I thought that might be helpful to like, put these together on a grid, automation and humanization, centralization, decentralization, and then sort of wrestling with change across all of them. To put maybe some other labels on this that we might be more familiar with, I think of centralization as things we do for scale. Decentralization is very often things we do for agility. Automation is how we harness technology, and humanization is how we keep the people element of this. And part of that's people like our customers, that's also our employees and our staff as well. You know, and so when you start to go at these different quadrants, it's like, okay, well, centralizing and automation is very often where efficiency is coming from. You know, when we look at technology in a decentralized view, this is very often where innovation comes from. When we look at what it means to be centralized with a human focus, very often this is the core of our brand. But how we make that brand real, not just a slogan, but real, is very much when we're empowering the decentralized organization to live up to that with authenticity. So let's just go through these quadrants and put a little bit of examples of what exactly do we do in each of these quadrants in leading marketing technology? And so, yeah, we'll start in the Northwest or North by Northwest quadrant, which is usually what people think about when we talk about marketing technologies, right? Oh, well, we're going to centralize and we're going to leverage technology. It's great. It's definitely a big part of that. You know, we do things like standardized common tools across the organization. Sometimes this is now called rationalizing your marketing stack. So you have the things you need, you get rid of the things you don't. I'm personally fascinated with how marketers think of their marketing stacks. Every year I run a contest for the community that invites marketers to send in a single slide that illustrates how they think of their marketing tech stack. It's not just the little logos about, you know, which tools do they use? So it's interesting to see which tools, which companies use, but it's, how do they conceive of all these things together? You know, and because it's a bit of an awards competition and because, you know, in marketing we have access to graphic designers, you know, people get a little carried away sometimes with the design of these things, but they're fascinating. And they're all available up on SlideShare if you just Google Mar-Tech stackies. There's now like 200 of them out there that, you know, but like this is one from Juniper Networks, how they've thought about organizing it. I said some people get a little carried away in this like air stream. The folks who make those like groovy campers, you know, their marketing stack, how they split into different marketing areas. The size of the different trees represent how much time they spend interacting with different tools. The, one other I thought I'd just pull as an example here was Paychex, which had this really cool like two-dimensional way of thinking of different stages they apply technology to, but also they look at their technology stack through the lens of, okay, well, how much of these things are automated, you know, going all the way down to how many of these things really require full manual interaction. I thought it was also cool that one of their foundational systems was Drupal, so cool. So other things we do in this centralization and automation quadrant is, you know, we standardize common data, you know, what's the structure for their customer records, maybe the single most important piece of data to standardize on is how we're tracking customer identity across the different touch points we have with them. We standardize processes, you know, classic marketing operations. And increasingly, I think we start to look at the marketing stack and the marketing ops organization as in many ways a platform itself, right? It's a combination of tools underneath the surface, but we're trying to package them up, you know, as a platform to empower the rest of the marketing org and even the rest of, you know, the business itself to leverage it. So let's slide over to the decentralized portion of technology here. And this is where, right, we wanna be able to enable local experiments and workflows because not every team, you know, in marketing, not every individual needs to do the exact same things. They have different missions, different jobs. While we centralized a lot of tools, we also get to decide, hey, where is it okay for individuals or small teams to bring some of their own tools that are purpose fit to what they're doing? How do we think about it when we have these multiple tools dealing in a world where there's federated data, you know, that yes, there may be a centralized record of this too, but there's variations of this throughout the org, you know, that can be okay as long as we figure out a way to connect the important pieces. And one in particular that I alluded to earlier that I'm just fascinated by is this notion of citizen developers and data scientists and integrators, this idea that non-technical professionals increasingly have the tools to be able to do things that use to require a technical specialist. So, you know, if any of you remember that movie, Rat Tattooie, and say, if anyone can cook, you know, anyone can develop, integrate, analyze. And you might be skeptical of this, so I'm gonna walk you through it. I'm gonna show you how every marketer, give or take, every marketer is an app developer now. All right, so let's imagine over time the amount of app-like functionality that any marketer can wield. We'll start with Excel. How many of you have used Excel? Okay, great. Pretty straightforward, right? This was marketing technology before there was marketing technology. We love Excel. Well, actually in more recent times, a number of folks may have moved to something like G Suite and Google Sheets. Couple reasons for that. One is actually, it really did have a nice environment for having multiple people collaborating on the same sheet at the same time. But another little twist to this came up, which is one of the other things in the G Suite is you can publish web forums, you know, either internal or external, you can collect data and then map that right into a Google Sheet. So now if you think about this, right, you can essentially publish a little data collection app out in the world and pull that data right into a spreadsheet. So a little bit more app-like functionality. Then how many of you have heard of a tool or use a tool called Zapier? Okay, quite a few. This is, there's a whole bunch of these out here. They're these really lightweight, non-technical tools that let you basically create these little workflows between all your different cloud applications, you know.  But I can also take stuff like in Google Sheets and I can map that data into things like my CRM or my marketing automation platform. And again, it's very, very simple interface, but now, right, you add this on top of the spreadsheet and the forums and all of a sudden, well, okay, without any code, any IT, I can now kind of like collect data from anywhere, move it around my entire marketing stack. Pretty impressive. Well actually taking this idea of using spreadsheets or spreadsheet-like formats to build apps has exploded. You know, there's companies like Airtable, worth looking up. Like if you can create a spreadsheet, you can create a web app. Salesforce actually, last year released this thing that you can actually take a spreadsheet, upload it to Salesforce and they'll turn it into one of their Lightning apps. I even came across this company a couple weeks ago, Glide, that again, same idea. Basically you create a spreadsheet in a certain set of columns, then it turns around and automatically publishes that as a mobile app. So if you can use Excel, congratulations, you're all app developers too. This is happening throughout technology, right?  What we would think of as marketing technologists or marketing ops leaders, you know, but then increasingly to power users and regular users, just the cost to do this becomes, you know, cheaper and cheaper. And as basic economics go, right, the cheaper it becomes, the more of it we get. And so we see this transformation happening in the world of IT about the shift from code to low code to no code. Maybe at some point, no build, it just happens. And it kind of mirrors what we're seeing in marketing. This transition from IT to marketing technologists to increasingly any marketer in the organization being able to wield this capability. And this is really where I think we see this sort of citizen developer movement happening in marketing. And so then the 10 years that I've been writing about the intersection of marketing and technology, the big transition we wrestled with was this transition of how much to hand off between the IT department and the marketing team. I think over the next five to 10 years, this transition of how do we empower more and more decentralized capabilities to the entire marketing org is gonna be an amazing transition. All right, so let's slide down a bit from the technology side into the human elements of this, right? And maybe the big thing is this focus on marketing empowerment, you know, I think the key of this is recognizing that marketing is no longer just the marketing department. It's empowering the people in our sales organizations, our customer service organizations to be able to respond to the needs and the concerns that individual prospects and customers have. It's about giving those people the levers for empathy and intuition, you know. How many of you have ever been on a customer service call where, I mean, you were having a problem and the customer service rep understood it, right? I mean, they got it, they knew what your problem was, they felt for you, and they're like, I'm sorry, I can't do, I don't have the authority to do this, you're gonna have to call this other hotline, you know, I mean, it's kind of heartbreaking for everyone on that call. It's like, yes, we were almost there, but sorry. And again, in some ways, that T-Mobile campaign, I think really spoke to this pain point. How can we just empower the organization? It involves having marketing and including marketing ops and marketing tech people do the anthropological exercise of spend time in person with customers and really understand them to the degree that we're applying technology to this too. It's about not just technology for creating experiences, but it's how do we put technology in place to help us get better at determining anomalies in what we expect that customer experience to be. And then I think you pull all that back into the centralization and humanization, you know, that sort of brand quadrant where a couple of the things I'd put in here, one is this idea of marketing enablement. Now in marketing, we've been familiar for a long time with sales enablement, right? We make all this content and capabilities to help salespeople be more effective with what they do. With all this technology here, it's really important for us to provide that same sort of enablement for our marketing themes too. Study we did last year, found on average two thirds of the companies we talked to just admitted they don't think they have the skills or talent necessary to take good advantage of marketing technology. One very concrete example I thought was fascinating is Airbnb, which is a very data-driven company. They've created some amazing technological infrastructure for getting data from experiments and using it to make decisions. But one of the things they realized is, wow, that's great, we got all this technology for it. Most of the people coming into Airbnb didn't really know how to leverage that to make good data-driven decisions. And so they created a whole data university inside Airbnb and everyone who joins Airbnb goes through this. And they've been very open about sharing the details of this university. They have like a whole medium account for it. But it's fascinating, this is marketing enablement, right? It's helping to teach the entire organization how to take advantage of this technology effectively. It's about enlightened governance, right? This idea that centralization is good, but we don't want to get to the point where it's so constrictive that it basically shuts off that decentralized authenticity and innovation. It's about using things like customer codes and culture codes to have a common purpose and direction we're using, but giving people enough flexibility in how they implement that to be effective. And then at the center of this whole adventure is the fact that however you construct these pieces, it's that we're living in a world where change is just coming at us at an incredible rate. I'd say in the 10 years I've been doing this, the biggest paradox has been watching companies wrestle with the exponential change in technology, which we can more or less say is true, right? I mean, this is kind of Moore's law, but taken across so many things. And having that juxtaposed against the way in which we change as human beings and as clusters of human beings and organizations mean organizational change is slow. And so this gap that widens between these is really challenging. There's two ways we can deal with that. One is we can be very intentional in choosing which changes we embrace. And the other thing we can do is we can actually think about, okay, how do we, we can't make our organization exponential, but can we be more agile than our competitors? And so this comes down to doing things like, designing our marketing tech stacks for change. In the interest of time, I won't dig too deep into this, but there's a Gartner model for thinking about designing IT stacks to have stable foundations going up to systems that change very rapidly. And this is something we're now seeing marketing tech and ops teams embrace naturally. One of the stackies we got a few years ago from Microsoft, they actually mapped their entire stack around these three different colors of blue that represent that Gartner pace layering model from stable foundations to more innovative experiments. Agile marketing is another way in which we do this. It's not just pretty words to say, there's actual methodology here. Super excited to see Roland Smartz gonna be presenting on this track later today. He's one of the world experts in agile marketing. And I just ran into my good friend in the audience here, Jim Yoll, who's another pioneer in agile marketing. So if you see Jim connect with him, but increasingly we're seeing a study from Agile Sherpa's just recently found about a third of marketing orgs are embracing some kind of agile. And again, not just pretty words to say, but they're doing actual agile methodologies, everything from stand-ups to retrospectives that we're using Kanban boards, you know, a variety of ways you can implement this, but it's about being very intentional of saying, hey, listen, dealing with iterative and adaptive change is a core part of what marketing must now do. And there's so many things, right? I mean, you know, reading on red teaming and anti-fragility, but it really comes down to maybe one thing above all else, which is just marketing really needs to have be the champion of an open mindset, not for just how we continually evolve and change the way we do business, but the way we adapt to these ever-changing customer expectations of what a great business does. So thank you very much. I will be around after the next talk too, and happy to answer questions one-on-one. Thank you.


So would the James Cameron sale be on? He would have to prove on the basis as well. He would obviously have to qualify too if he was coming in under a residency agreement as well. So James Cameron may be Shanghai Pingsing probably not? Yeah, that would be my impression of what I've seen of the cases of both those cases. What about Shanae Twain's farm? What have that gone ahead? I'd have to know the details of hers. So you're talking about jobs and you're talking about technology. Why is there no consideration for the environment? Well, we could certainly take a look at that as well. But the issue, and that could come up in the select committee, but the issue here is really about trying to get the best of value for New Zealand from our product. Now, New Zealand farmers are very good farmers and you could argue that perhaps there's an environmental issue in and amongst that as well. But I would say that New Zealand farmers too are moving down that environmental track too.


Daily Tech News show is made possible by its listeners, thanks to all of you, including Bjorn Andre, Jeff Wilkes, and Paley Glendale. Coming up on DTNS, who wants to be CEO of Twitter? You? I don't know. Plus our thoughts on an Apple Silicon Mac Pro and why Apple backed out of its NFL deal and whether the NFL is going to miss some of that extra cash. This is the Daily Tech News for Monday, December 19th, 2022 in Los Angeles, I'm Tom Merritt. And from Studio Redbud, I'm Sarah Lane. From New York City, I'm Ayaz Akhtar and I'm the show's producer, Roger Jain. I was going to make beep, beep sounds when I talked about the NFL and Apple backing out of the deal, but I didn't. Because when... You know, like a reverse truck, yeah, right, yeah, I think it was a good call. Let's start with the quick hits instead. At Google's annual India conference, YouTube unveiled a program called Courses to bring more structured learning experiences to the platform. In addition to videos, teachers can publish reading materials and also questions on YouTube that may charge a fee if they wish. The features are in beta and will roll out to users in India soon. Also at the conference, Google showed off development of a new AI model designed to decipher difficult to read handwriting with a focus on doctor's notes and also prescriptions. They are notoriously bad at being able to read. It's working with pharmacists to develop the tool in Google Lens, training to detect medicines and other medical information. No word on the launch date, as of now, with Google saying much work still remains to be done before the system is ready for the real world. Epic Games has agreed to pay an epic amount of money to the U.S. Federal Trade Commission to resolve allegations that it violated online privacy protections in Fortnite. We're talking a total of $520 million. The FTC has filed two civil suits, one that Epic had collected personal information of players younger than 13 without notifying parents and also enabling voice and text chat for those users by default. Epic's going to pay $275 million in a civil penalty for those alleged violations of the Child Online Protection Act. A further $245 million in consumer refunds are also going to be paid to resolve the second suit that said Epic used banned methods called dark patterns when they try to trick you into doing stuff to get customers to pay for in-game items and create obstacles to canceling payments. Epic also has agreed to make some other changes to Fortnite to further protect users as part of the whole settlement. Google plans to roll out client-side encryption to Gmail as it has done for Drive and other products. Google Calendar is testing it in beta as well. The end-to-end encryption will prevent Google from seeing what is in user emails but will also require users to manage their own encryption keys. The program is only available for Google Workspace Enterprise Plus, an education standard or PLUS accounts at first. The U.S. Supreme Court has scheduled arguments for two internet moderation cases on our producer Rich Trafalino's birthday. Aww, that was so nice of them. It'll hear Gonzales vs. Google on February 21st which deals with if Section 230 of the Communications Decency Act should apply to a platform's content recommendations. Reminder we have a safe harbor episode of Know a Little More that explains what all that means. On the next day, the court will hear Twitter vs. Tomna which covers whether online service provides unlawful material support if it fails to kick terrorists off of its platform. Meta CEO Andrew Bosworth projected that Meta will devote about 20% of overall cost to reality labs in 2023 with the bulk of spending going towards its family of apps. That's Facebook, Instagram, WhatsApp and also Messenger. For comparison, it's been 18% on reality labs in Q3, so ramping up. In related CTO news, insider sources say that reality labs consulting CTO John Carmack is leaving the company. Carmack joined Meta when it acquired Oculus. In a note posted to Workplace, he said he would focus on his startup Keen Technologies, expressing frustration in efficiency within Meta. He also said, quote, VR can bring value to most of the people in the world and no one is better positioned to do it than Meta. Oh, so John Carmack's looking for a job. Love y'all, but I'm out. Yeah, Carmack's available. I don't think that relates in any way to this next story, to be honest. But if you see someone who covers technology suffering from neck pain today, they may have a slight case of whiplash from following Twitter news this weekend. On Saturday, Elon Musk, CEO of Twitter and a majority owner, also posted a poll asking if suspended journalists, remember we mentioned Friday that several mainstream journalists got suspended, whether those suspended journalists should be reinstated. 58.7% said yes to that poll and most of those journalists were then reinstated. Now you may have heard that Washington Post Taylor Lorenz was suspended. That happened after the poll. So yeah, so the story is, there are some layers to it. Also on Saturday, if you were keeping track, Twitter prevented some users from linking to selected social networks, including Facebook accounts, Instagram accounts, Mastodon, Truth Social, Tribal, Noster and Post, before then reversing that policy and then announcing it would make major policy decisions by poll and then posted a poll that read, quote, Did we have a policy preventing the creation of or use of existing accounts for the main purpose of advertising other social media platforms, end quote. That poll had not concluded by the time that we recorded this, but more than 80% of respondents had voted against that policy being reinstated. Earlier on Sunday, Musk posted a poll asking, should I step down as head of Twitter? And 57.5% of the respondents said yes. Now Musk did not immediately confirm VoxPopuli, VoxDI, as he has with other polls. However, he has said before that he wouldn't stay CEO of Twitter forever. In testimony during a trial over his compensation at Tesla, he said, quote, I expect to reduce my time at Twitter and find somebody else to run Twitter over time. Axios' sources say that several of the investors who contributed money to the purchase of Twitter were told that a leadership transition would happen within three to six months after Musk took over. After the poll completed, Musk did say no one wants the job who can actually keep Twitter alive. There is no successor. So any guesses on who would even take over as CEO if Elon Musk decides to relinquish the position? Axios, you want to take this one? Sure. I mean, the first thing that I always think of, the first person I think of is Marissa Meyer. She was from Google. She ran Yahoo for a little bit. She took on that challenge, left Yahoo. But I think whoever it's going to be needs to be somebody that Elon Musk actually respects their decision, somebody who's tough enough to talk them off the ledge when he's got his issues.  And he was fine with it. So whoever this person is going to be has to be very, very strong and capable of handling Musk's whims because this person's got to fight back constantly. That's going to be very difficult. Well, or be a yes person, which would be a different situation entirely. And I've seen, I've seen some names floated around like, well, this person would be the best, you know, the successor to Musk as CEO. I think. I haven't even seen any of that. I was going to say, like, I haven't seen any names floated around that, which I found unusual that I haven't seen that. Well, I guess I don't want to say them because I don't think they would be the right CEO of Twitter, but, but, but I mean, you know, this is, this is, you know, a lot of this is theater.  That doesn't like that didn't matter. Like sure, a lot of people participated in the yes or no poll and that's fine. And it probably is good Intel, you know, for people behind the scenes at Twitter on some level, but this is not what is actually driving the company. And if you think it is, you, I don't know, you know, wake up sheeple. The Elon Musk probably is like, I don't really want to do this anymore. It's actually pretty hard. So let's get somebody else to do the day to day operations.  That's how I see this. I don't think he's thinking it's hard, I think, but I do think you're right that, you know, one of the many things that Elon Musk is very good at is promotion. And he always has meant to switch CEOs. And what a good showman does is convince you that two plus two is five and then reveal that it's four. So he knew that a lot of people have assumed that, well, he's so self-centered, he'll stay in this role forever until he runs it in the ground. And so he took that poll knowing like, well, if I win, and I think he thought he would win, then that'll give me some momentum to point to. But if I lose, I'm going to change CEO anyway. So I'll just start the hunt and talk about how hard it is to find somebody. But then I'll eventually replace myself and point to this poll as me following the will of the populace. It was a can't lose proposition. I'm just most fascinated that we haven't seen BuzzFeed and Business Insider and everyone putting out there, you know, top 10 people who could take over as Twitter CEO, because I don't think anybody really has a consensus pick. Marissa Mayer may be the best one I've heard so far, I guess. If that's not doing anything right here. So does he want to do something after Disney, hang out with Musk? I don't know. Bob Chapeck to run Twitter. Yeah, that's never going to happen. But that's funny, at least he's available. He's out there. Well, back in June of 2020, Apple said it expected to transition from Intel to its own M series chips to take about two years. It has been about two and a half years and the Mac Pro and high end Mac Mini are still running on Intel. Well, Bloomberg's Mark Gurman reports that the Mac Pro was originally supposed to get the M1 Ultra, which is the chip in the Mac studio. And another configuration with four M1 Mac chips. Apple then decided to push the Mac Pro back until the M2 generation with plans to offer M2 Ultra and a doubled M2 Ultra, which Gurman calls the M2 Extreme, the M2 Ultra will supposedly have up to 24 cores, 76 graphics cores and 192 gigs of memory. The so-called extreme would have double the course. That's 48 CPU and 152 graphics cores. Though Gurman hears they've scrapped that design. I mean, I know that design sounds great to a lot of folks, but that's down to saving chip production resources at TSMC for higher volume machines and also a desire to keep the price of a Mac Pro lower than $10,000. Because, hey, some people can afford that. Many people cannot, but a lot of people that cannot could really use those Mac Pros. So according to Gurman, Apple now plans to make an M2 Ultra Mac Pro with expandable memory and storage and other components. The current Mac Pro is manufactured in China, then assembled in Austin, Texas in the U.S. The new Mac Pro may be produced in Vietnam. That's interesting. You might be thinking, what is this going to ship? Well, even Gurman doesn't have an estimate right now. Apple has let the Mac Pro line language before going six years between refreshing the trash can Mac Pro, I mean, the cylindrical Mac Pro with the more modular offering in 2019. The Apple Silicon transition has largely been well received because it offered either clear efficiency or performance gains within a product category, often both. It's not offering a clear, if it's not offering a clear performance delta, how much does an Apple Silicon Pro Mac Pro matter to the professional market? What do you think, Tom? Yeah, I think it's going to offer a performance delta, even with this lower chip. It is a little surprising to see Apple delay rollouts this way, but given supply chain issues and inflation and disruptions to the economic and then supply chain market, even Apple can't overcome all of that. So that makes sense to me. I think the fact that they are also trying to move out of China while trying to keep costs down makes Vietnam a very, very reasonable place that Apple might end up. Maybe some Indian, maybe some Brazilian factories. But that also is going to delay things and add to the complexity of all this. So so the delay doesn't surprise me. There is a lot of price resistance. And it's it's not just you and I that want to Mac Pro. If it's more often a business, sometimes they're small businesses, but the creative professional businesses and those businesses used to be able to throw more money around than they can now. A lot of businesses are more cost conscious, even big businesses. So Apple does have some price pressure on there. It makes sense that they would strike a balance of, all right, we'll we'll do an M2 Ultra, not an M2 Extreme, but we'll we'll allow you to add things to improve the performance. I guess that's my big question is the Apple Silicon promise has been we've got a unified architecture so you don't need as much RAM. And that's why we're not giving you expandable RAM. That's why it's just 192 gigs of memory in this in this rumored chip. So does how much does the expandable RAM help you? I mean, obviously, being able to expand storage and everything is is always a good thing. Yeah, but but I don't know how much of a SAV that is. However, the Apple Silicon has been so good. I have a feeling that even just the just the M2 Ultra is going to make a splash. Yeah, that's the performance, the insane performance of the of the Apple Silicon line so far almost makes a Mac Pro kind of ridiculous to think about because there is the Mac Studio out there. The I was thinking back when I first got my Mac Pro in 2008. OK, so 2008, this is a long time ago. This machine was like the only one capable from Apple machines that could do what I needed to do, which was a lot of heavy video editing. At this point, you can do super video editing on an iPad, an iPhone and an M one based like a clearance item, M one Mac mini. So now he's talking about like, let's use 8K. We're going to have 16 streams of this. We're going to have an orchestra. It's like the use cases for what the Mac Pro used to do for like small creative professionals. That's completely affordable at this point for the Mac Pro. It has to either be like something so insane. It's so specialized that very few normal creators are going to use this thing because unless you need specialized hardware that needs to be internal, why wouldn't you go all external at this point? So it's kind of it's almost like if they had that Apple Silicon in the trash can Mac Pro, it would make a lot more sense. Yeah, this is a business product. The Mac Pro, given how good the M one and the M two are on laptops, like this this is for like I'm doing heavy duty editing stations. I'm doing heavy duty development. I really have a high overhead to my computing in the staff that I employ. And so I need to, you know, splash down nine thousand five hundred dollars on something that's going to improve their productivity because I'll make that back. This is this is not meant for the the prosumer anymore. I think you've convinced me I is. But when I need a model with wheels, OK, I don't care what it is. I need to have attachable wheels that cost six hundred dollars. Oh, no, it's going to be. Yeah, it's going to be an accessory that you buy, right?  But where it's 48 CPU, one or 52 graphics cards. That's crazy. It's like there will be a time five years from now when we're like, remember when we didn't think we needed that? Oh, yeah, the M three will like have 136 CPU cores or something. You're exactly.  Yeah, no, yeah, that's how evolution works all. Well, if you have figured out either of these things, perhaps you are the new Twitter CEO, please send us an email and let us know feedback at Daily Tech News Show dot com. NFL Sunday ticket, we've talked about it before.  It's the package that lets you watch all the games you can't get otherwise. So the games that aren't on in your market, you can watch all of them on a Sunday. Direct TV has had it forever. But there are negotiations for next year to sell it to someone new. It has been around for almost three decades. The rights to Sunday ticket have been tied to the US to direct TV in the US since launch. That expires at the end of this season. And back in July, NFL Commissioner Roger Goodell told CNBC it would select a streaming service partner with Sunday ticket by autumn. Clock's ticking. We got two days left in autumn. Apple, Amazon, ESPN's owner, Disney and YouTube's owner, Google, were all reported to be among the bidders with all the previous reporting saying that Apple was pretty much the front runner. They just had to dot the I's and cross the T's. So now, pop.news and the athletic sources say Apple has abandoned talks on a deal to get NFL Sunday ticket. The athletic says Apple wanted international rights and in market game streams, Sportico previously reported that the NFL opposed Apple's idea of including Sunday ticket with Apple TV plus at no additional cost. Reports say the NFL asked for three point five billion dollars for the Sunday ticket deal. Apple clearly has the money, but reportedly did not see the logic with the NFL's terms. Wow. This is like the immovable force meets the irresistible object or vice versa. The puck reports don't mention Disney. So no ESPN in the running for this bid. Whatever the reason, the word on the street is that Amazon and Google, therefore YouTube are the top contenders to get the NFL package next year. Apple's been making a big push into sports. So it's not like they're backing off. Major League Baseball has a deal. They recently announced a 10 year deal with Major League Soccer to get everything on Apple. Is it surprising I as to see them walk away from the golden goose that is the NFL? I mean, Apple doing whatever it wants is not really that surprising, especially since they can do pretty much whatever they want. I mean, if Apple wanted to create their own football league, they might just do that because they have the cash to burn. But I think that what Apple was looking for was like an all inclusive thing. It's not like if you want to an Apple TV product or Apple TV plus and you wanted to watch Sunday ticket to explain to people that certain games are blacked out because that's on Fox or on CBS or it's on whatever a local RS center, something that's annoying to explain to a consumer. So I think Apple walking away from it until they can get the terms of the deals they want. It's like them, but it's the NFL. They're not going to bend very easily when you got people like or you got companies like Google out there and Amazon, they're probably willing to go, yeah, sure, whatever you want. This is this is fine. This is fine. Yeah, I get the sense that Apple NFL would say like how we can't get rid of the blackout restrictions. We've got deals with CBS and and and and with ABC and and and with Fox and Apple just pointed at a pile of cash. And either the pile of cash wasn't big enough or the NFL was like, no, but the relationships, it's not about the money. It sort of surprises me that Disney would not have just been the company that scoops this up. ESPN done deal makes sense. I think there are many folks who were like, wait, so Apple or Amazon would be interested in, you know, NFL stuff. The answer is yes. But yeah, for the right price. And yeah, you know, Apple has more money than God. So there are obviously other things going on here besides just the price. It is not surprising to me simply because it's the money. Disney Disney just doesn't have the deep pockets that Amazon, Google and Apple have. And so which is wild to say, what it's just it's been true for years now, right? But it is weird if you don't realize that. Yeah, absolutely.  They will make that transition, but the transition is coming where they lose a lot of that money that's been coming in from cable carriers and they're going to have to make it up with direct subscriptions and they have some experience of what that means with Disney Plus. So Bob Iger stepping in, even though these these were already underway under Bob Chapec, I think Bob Iger stepping in makes it even less likely that ESPN pays NFL money. They're going to use that money to buy up other things that these these other bidders won't have the money for after they splash out too much money on the NFL. Apple is willing to pay too much money to the NFL. I can't be masters saying relationships. It's always about the money. I can't imagine that Apple saw a dollar amount that they wouldn't take if they got their deal. It was about the blackouts. It was about like I can't imagine Apple wouldn't have been able to pay enough money to get rid of the blackouts. The NFL just either didn't feel like it could legally get rid of the blackouts or was worried that it would lose money down the road somehow. But it wasn't immediately about the money. It was about the relationships. And you're right, be master of the relationships are about money. But a lot of times there's there's personal personal feelings start to get involved more than you might expect. Also, you've got the thing if Apple got away with this, if this happens, the NFL has got to kind of offer this to the next party that's going to buy this. Whereas they were getting pieces of the pie from international distribution. This part, that part, this part. So now if other companies go in the future, hey, wait, you did that for Apple, you got to do that from now on. That could be a tough pill for the NFL to swallow. I'm thinking if it's Google or Amazon, and these are the last two big guys left in tech, it should be Google who should get this because they have YouTube TV. So if you have a blackout, you go, oh, go to Channel 2. You can go and watch this very easily. Amazon's, unless something's changed and I haven't really checked recently, Amazon doesn't have a really easy way for you to go to a live streaming version of a of a network television show. YouTube TV is there. So you just put that together with the NFL Sunday ticket and you've got a traditional standard cable like experience that people understand. Yeah, I think that would make the best consumer and consumer, although they probably add it to YouTube without YouTube TV as well. Amazon really wants the NFL, though. They've got Thursday night football. They would love to have Sunday ticket as an add on to Amazon Prime Video. So the NFL is not going to hurt even though they turn down Apple money. They're going to get stacks of money. I'm not I'm not worried. Don't worry about Roger Goodell. He's going to be fine. You know what, Tom? Thank you. I was worried I wouldn't sleep well tonight. You don't need to send him any any loans or anything. He's good. They're going to be OK. OK, cool. That is that is nice to know. Well, switching gears to, you know, some music and some social networks. Let me put on my callad voice. Another one. Instagram is letting users select up to 14 of their favorite photos, which will be automatically stitched together into a reel with narration templates from stars like DJ Khaled, but also Bad Bunny and Priya Ferguson. Bit of an evolution from last year. Instagram's recap feature at the time was called Playback, selected up to 10 of a user's stories from the past year. And that, at the time, was sort of a way for IG to keep people in network instead of using a third party service like top nine. Many of us had been doing that for some time, and it was kind of fun. And they're like, why would we not just make this tool inclusive? Parent company Metta now says that across Instagram and Facebook reels are played more than one hundred forty billion times every day. So if you like it, have at it Instagram peeps. They said we couldn't see 14 of our favorite photos. So we did it together. Yeah, actually, I haven't done it because it hasn't showed up for me because I never use reals. So I don't think I'm going to get one of these. I don't either. I ask you, I really am not one to be nostalgic in general. So if this shows up, I'll hit the button and take a look. But I'm really not going to be like, oh, no, I missed out on looking back at the light this year. I don't need to look back this year. Well, Touche, me either. I actually I actually really do like looking back. I really liked top nine. I wished Instagram would give me an automatic top nine of my photos instead of reals. But I know that I'm an unusual person. Most people are using stories that are real. You're not that unusual, Tom. I think I honestly, when I see reals, I'm like, don't click. No, we are both unusual, statistically speaking. I know personally, we don't want to feel that way. But because, you know, it's that personal bias. But if you look at the numbers, like most people are doing enough stories and reels that that they can qualify for this. So I'm willing to admit it. All right. Fine. It's his this season. But I I would like to I would I like these end of the year things. I actually do, too. Yeah, I'm a little more nostalgic than I is. Yes, that's true. That's really hard to argue with. Yeah. All right. Let's check out the mailbag. We can't argue with this either. All right. So Marty Rodin said, wanted to offer a perspective as a side as side loading, which is something we talked about on the show last week. Side loading is incredibly popular in the Pokemon Go world, says Marty. When a new APK or update starts to roll out, it can sometimes take days or week to reach everybody to have all the people side load the app from APK mirror to get the latest features without having to wait for their staged rollouts to reach them on the flip side and tying back to Apple. There are many times where a new update breaks something in the game, but the rollout is finished. So most people auto updated on Android. People are easily able to go back to a version of a stable version until the bugs are worked out, but that's not really possible on iOS today. You're stuck on the buggy version if you've upgraded, Marty says. So if Apple allows side loading and depending on the specifics, of course, it would hopefully make upgrading and downgrading a more controllable experience, even with apps that are just offered in the app store. I love this. I mean, it's kind of like reels. Like it still doesn't mean most people side load, but what a great example of a community making really good use of side loading. I love this story. Thank you, Marty. Yeah, indeed. We also got a nice note from Comey, who said it has been a while, but I wanted to thank you for your review, Sarah, of Remarkable 2, because my wife just bought one and she loves it. My wife is an interpreter. She constantly takes notes when she interprets between English and Japanese throughout the business meetings. She used to take a lot of steno pads to her business trip.  It was good at first, but it became too much work to wipe and erase hundreds of pages after each business trip. On Remarkable 2, she can take notes as quickly as on paper and she doesn't have to carry five steno pads on her trips anymore. Now she's recommending that product to all her interpreter friends. Oh, that's so great. Oh, that is such a great use case. Comey, thank you for writing in and letting us know that that that that seems like a perfect reason that they're Remarkable 2, which is a great product for many reasons, is great for your wife. Very cool. Thank you, Comey. Indeed. Also, thanks to you, Aya's actor for being with us. It's like no time has passed. Let folks know how they can keep up with your work. I've got this on Nerd.com. That's a show I do. It's about having the most tech forward life and home as possible. And the thing is, since life is short, you don't have a lot of time. So our projects are about about 15 minutes long, if it takes you that long to do, at least to watch the show. This week's episode was about the future of the Harmony Remote, which is dead already. So I'm already looking into HDMI, CEC and how that actually works. Not a big fan of CEC. I'll explain why in that video. Check that out. You've got ideas of what the future of home theaters is. Let me know. Yeah, I need this information, so I'm so glad you're doing this. Yeah, same. Same here. Well, thanks for being with us, as always, Ayaz. And also, thank you to our brand new boss, Earl. Earl just started backing us on Patreon. Thank you, Earl. Thank you, Earl. Now, Earl is locked in on the Patreon merch train. If you are not a patron already, there are lots of perks you get, including bonus episodes, extra content, longer versions of the show.  Could be a sticker, postcard, mug, t-shirt, hoodie. All depends on what level you're at. Go check it out, patreon.com. Slash D T N S also this Friday. Real quickly, I almost I forgot to put this in the rundown. We are going to do a Q&A episode. So if you have questions for Daily Tech News Show, patron or otherwise, send them to us. Feedback at DailyTechNewsShow.com. Speaking of patrons, stick around for the extended show today. Good Day Internet starts right after we wrap up DTNS. But just a reminder, our show is live. Monday through Friday at 4 p.m. Eastern 2100 UTC. We're always on demand as well. But if you can catch us live, so much more fun. DailyTechNewsShow.com slash live is where you can find out more. We are back tomorrow doing it all again. But Terence Keynes joining us. Talk to you then. This show is part of the Frog Pants Network. Get more at frogpants.com. And Club hopes you have enjoyed this program.


The DuPont Cavalcade of America, starring Lee Bowman. Tonight, the DuPont Company brings you Mission to Cuba, starring Lee Bowman on The Cavalcade of America. Mission to Cuba, starring Lee Bowman as Lieutenant Rowan on The Cavalcade of America. In you go. Wait a minute. In you go. Wait. Wait a minute, guard. What now? I'd like a pen and paper. Pen and paper? Why? I want to write a letter to my wife. I want to tell her where I am. You want to tell your wife you're in jail? Please. May I have the pen and paper? My wife doesn't know if I'm dead or alive. I've got to write to her. All right. You're not a bad one, is that it? I'll bring him. And hurry. Please, hurry. Here, 1898. Lieutenant Andrew Rowan, United States Army, finds himself in a damp prison cell on the island of New Providence in the West Indies. Paper and pen are brought to him, and it begins to write his letter. My darling, what did you think when I left you five weeks ago and without a word? Breakfast into the office. When you kissed me goodbye, you said, bring home chops for dinner. But I never came home, nor sent a reason. I couldn't. I'm in prison. Alone in a squat, square cell. It's hot. And it's wet. The only sound is that of dirty water dripping from the ceiling. The dampness breeds snails. The large storybook kind with three inch horns. Twenty-nine of them keep slowly busy, climbing the damp walls.  And that way we all keep our sanity. I know I'm rambling, but it's so hard to know where to start. Perhaps I'd better begin that spring morning when I left home. And you. Remember that day? Spring was too full for April that morning in Washington. The White House garden's too bright. I had that peculiar feeling that comes to us all, that something was about to happen. When I reached the office, there was a buzz in the hallways. Major Wagner had been in conference all night. He and the President and the Secretary of War. I walked down the corridor to my door and stood there reading my name on the glass. Lieutenant Rowan, Military Intelligence. I had my hand on the doorknob. I was ready to open the door when the Chief's orderly came up to me. Lieutenant Rowan, Major Wagner wants you in his office immediately. Come in, Lieutenant Rowan. Good morning, Major. Captain Richards, Lieutenant. Good morning. Now that you're all here, we'll get right down to business. I want one of you for a mission, but which one? I don't know. So I'll state the mission. You ask questions, then I'll decide. Good enough? Certainly, sir. All right. You know the rumors that we are about to declare war in Spain. If there should be war, we must know certain things about Cuba. There's a map. It shows the cities and the highways. But somewhere in the mountains, in the jungles, are Cuban insurrectionists. We must know their numbers and disposition, the caliber of their offices and supplies they need. Then we've got to know the condition and morale of the Spanish troops. We must learn that from the Cubans, sir. That's right, Toledano. And there are other points of information. Roads and topography of Cuba. And attention. Problems of tropical disease. And perhaps most important, can the Cuban rebels hold out, until the United States forces arrive. Excuse me, sir, but... well, that's a job for an entire intelligence corps. It's a job for one man, Captain Richards.  Now, tell you why each of you is here. You, Captain, spent three years in Cuba. Toledano, you know Spaniards and Spanish. And Lieutenant Rowan, you wrote a book called The Island of Cuba. Well, that book, sir, was the result of a humble union between research and imagination. I've never been near Cuba. And you might say you're here for research and imagination. Now, your questions. Captain Richards. Well, sir, how does one get to Cuba? A little too far to swim, isn't it? I mean, sir, the Spanish Navy controls the coast and the Army controls the roads. What arrangements have been made to meet the Cubans? None. Well, just where is this Cuban Army? No one knows. Perhaps in the jungle. Look at the map, sir.  If a man makes five miles a day in it, he's a titan. I know, sir, I've been there. And you don't intend to go there? Well, I'll go where I'm ordered, sir, but even if we knew where the rebels were, it would still be practically impossible to reach them in the jungle. But to send a man in there blindly, well, excuse me, sir, I think we should distinguish between a mission and a wild goose chase. I speak from experience of the country, sir. I'm sure of it. Captain Toladano. One question. Are the instructions to be written or oral? Oral. And if the man should be captured with no written instructions, how would he identify himself to the Cubans? That would be up to him. I see, sir. It is a wild goose chase. Major Wagner, may we think it over for, say, two days? The train from New York leaves in two hours, Captain Richards. And the boat out in New York tonight for Jamaica. Whoever goes will be on that boat. Without a word to anyone, even his family. Rowan, you've asked no questions. I haven't, sir. No qualms, no reservations, no hedging for help? Very well. Captain Richards, Captain Toladano. I should like to speak to Lieutenant Rowan. Yes, sir. Very good, sir. Rowan, you're very young, aren't you? No, sir. I'm 40. What's your wife's name? Kay. We were married recently. You married me? It took me a long time to find her. I hope it won't take you as long to get back to her, because you're going, Rowan. Yes, sir. Here's money. Reservation on the ship at the Rondack Atlas Line. We believe there are Cuban patriots in Jamaica. Find them. This card will identify you to them. Once you've identified yourself, destroy your identification. Yes, sir. Rowan, this is the dirtiest assignment I've ever handed out. I'll try to get there, sir. Lieutenant, if you're discovered in Jamaica, you'll be arrested, compromising a neutral power, Great Britain. There'd be nothing on earth we could do for you. As far as we're concerned, you'd be a stranger. Understand? I think I do, Major. You're on your own, strictly on your own. And let me give you a word of advice. I've done a lot of mountain climbing, and experiences taught me most accidents happen, not on the way up, but on the way back. So Rowan, get there and then get back. The Adirondack was a good ship. We skirted Cuba then south to the southern shore of Jamaica, docking at Kingston. Somewhere here were Cuban patriots whom I was to find. How? I didn't know. I was dressed now as an English hunter, went to the Hotel Europa, registered. After lunch, I sat on the terrace. A waiter brought the local English paper. There was a headline. It read, United States gives Spain until April 23rd to surrender Cuba to the Cubans. I looked around. There were three men at a nearby table, somber men, dark-eyed. They read the headline also, and they did something. They shook hands silently. But that simple act made me take my first gamble. I got up, walked across to the men. They looked up suspicious. The largest man spoke. Si, señor, there is something you wish? May I sit down? If you wish. Thank you. You seem to be pleased with the headline. Not pleased, señor. Interested. Oh. I'm looking for a guide. A good one. I think the hotel furnaces the tourists with everything. Excuse me, señor. Wait. I want to go hunting. Yes, señor. There is good hunting in Jamaica. Si. They say it's better in Cuba. Cuba? Yes, in the jungle. I... I do not know. Well, I... I'm hunting for something different. So? Mm-hmm. And I hear there are many others who hunt what I'm looking for in the jungles. I do not know. Now, please excuse me, señor. Wait a minute. Don't go. I'm from the United States. I would like to find the Cuban rebels. And so would the others who hunt. Now, excuse me, señor. Was I wrong? Had I given myself a way to clever agents of Spain who would turn me over to the British authorities? Well, I didn't know. Then, twenty minutes later...  Yes. Pleased to come with me. Come with you? Where? If you would hunt. Come with me. All right. We left the terrace and walked awaiting carriage. We drove swiftly through Kingston, raced along the Spanish town road. Once we changed horses, then we went on into the night, into the tropical forest. Fireflies shot by like stars. I felt an extreme exhilaration as we rode. All the boyhood notions of daring secret agents lifted my mind to a soaring pitch. I didn't know then what a fool I was. Then, the carriage stopped. For a moment, we stood silently. Out of sound. Just the blackness of the forest and the blanket of silence. Then... Senor, you meet him. Come, senor. Don't be alarmed by my accent, Rowan. Your English? Yes. Something tossed up by the Empire years ago, ever since, fighting for a fee. Soldier of fortune, eh? No, soldier of his fortune. But it's a British patrol, quite near. Oh, how near? I'm telling you right now. Perhaps a mile, perhaps closer. Oh, then I'd better get out of here. Yes. Will you tell me where I am and where I'm to go? Well, you're at the first... the end of your first lap. You've crossed the island. You've about half a mile from the northern shore. St. Anne's Bay. There's a sailboat waiting for you. Bad boat, good skipper, though. I'm to go to Cuba by that boat. Yes, you've a hundred miles north to Cuba. That's your second bed. If you make that, then there's a jungle. Well, just... just where in the jungle are the rebels? Do you know? I don't know. They keep moving. Chances are they're way in or they've been wiped out. Senor, that means the patrol. Oh, closer than I thought. I'm sorry, Rowan. No time to eat now. You'd better be off. Cainfield just to the north and cut through to the coconut grove. Then the bay. I'm sorry. I won't have to scatter. Keep up to the north star, Rowan. You can't go wrong. Good luck. Thanks. Oh, I say I forgot. The boat can't come in, so you know. You'll, uh, perhaps swim for it. Can you swim? Yes. Go on. What is lovely this time of year? Warm, clear, almost no sharks. While listening to Mission to Cuba, starring Lee Borman as Lieutenant Andrew Rowan on the Cavalcade of America, sponsored by the DuPont Company, maker of better things for better living through chemistry. Shouldn't to find the Cuban insurrectionist somewhere in the jungles of Cuba, Lieutenant Rowan crosses Jamaica. From Jamaica, a boat is to take him to the Cuban shore. But first he must get to the boat. Swim to it through shark-infested waters. As the second part of our story opens, Rowan is continuing his letter to his wife, written from a prison cell. I swam on my back, one hand trying to keep a bundle of clothes and my revolver dry. The water was warm and the stars were winking me on. I reached the boat and was taken aboard. Skipper and winds were jovial. The hundred miles to Cuba sailed, thinking by. The sea was heavy, the sky was clear, but ahead there was something else, the jungle. That jungle waited, monstrous in shadow, for what the sea might throw up. But I had no time to think about it. A Spanish patrol boat sided us. I had to take the small boat and row to shore. I reached the jungle and waited until it was light before I started into it. Aight, the sun can't be seen in a jungle, but it's always there, fiendishly steaming the green-litted cauldron. There were a million kinds of insects, all voracious and venomous. They swarmed after me as though I were the pied piper of Hamlin. And through my torn clothing had their fill. There were snakes in the trees and fantastic hysterical birds. Jungle hours make a jungle day, but the jungle nights are eternity. Watching and waiting, the days grew in heat. I was swollen, raw and festered. I was a hunk of hashed-up animal crawling for life. Then my mind went softly off somewhere, where it was cooler. I don't remember more, not until I awoke and saw five dark faces looking down at me. Chi Huiz, you talk English, senor. Who? Who are you? See, Chi Huiz, you're American, see? American. You know where General Garcia is? Maybe yes, maybe no. Why you ask me that, senor? Who are you? Lieutenant Andrew Rowan, United States Army. Chi Huiz, I've been in your country, Boston. Please, we're wasting time. General Garcia, take me to him. We see, senor. Chi Huiz, maybe you're senor Rowan, maybe you're not. Anyway, we go to Bayama. Then we see for sure, eh? Five days later, I stood in the square at Bayamo. It had just been taken by the Cuban insurrectionists. Across the square sat the general and his officers, all in neat white uniforms. The scout who'd spoken to me in the jungle, spoke to an officer. The officer spoke to the general. Then the scout came running back to me. Chi Huiz, Chi Huiz, you must wait, senor. Wait, what for? General Garcia say maybe you're not the man. Look, I'm Lieutenant Rowan, United States Army. Senor, you must be careful. Chi Huiz, you bet. There are men who say they are what they are not. But I tell you, I've got to see general Garcia now. I can't wait, not even a minute. You must, senor. Get out of my way. Senor. Let go of me. Senor, come back.  Senor. General Garcia. Senor. I have a message for you. A message for general Garcia. General. Chi Huiz, to come here. You might have been shot that way, senor. I had to see you, general Garcia. See? Many men say that. Many men do not see me. Oh, please. I'm Lieutenant Rowan, United States Army. How do we know you are this, senor Rowan? Oh, I have no identification. I had to destroy it once I contacted your men in Jamaica. That is a very easy story to think of. Oh, look at me. Can't you see I've come hundreds of miles? I know. I think maybe a spy would not have run across the square. Maybe a spy would have waited to keep from being shot by my men. Yes, I think you are Lieutenant Rowan. Thank God. Now, now, sir, there's very little time. We've got the talk. The important thing, general Garcia, is that following a declaration of war on Spain, my country will prepare to assist you by carrying the war to Cuba. For this, we thank you, Lieutenant Rowan. But to tell you all the information you want would take time. So I will send three of my men back with you. They know what your country wants to know. Oh, good. Good. That's fine. Well, who are they? General Coliasso, Colonel Hernandez, and then Dr. Orvieta, who studies tropical disease. Good. Now, when can we leave? But, senor Rowan, it has been only two hours since you arrived. I know, sir, but it's got to be this way. Yes, yes. First we give you food and drink, then a strong horse. You think maybe you can sleep on the horse? General, I could sleep anywhere. Lieutenant Rowan, it is a great thing that you come. It is greater that you go back. Now we make the toast to Los Estados Unidos, your country. It is that I hope she has always men like you. And may it be that she always defeats tyranny and help people to freedom everywhere. I thought then, Kay, that my mission was accomplished, that the way back would be easier. But there were 150 miles in a tiny tub with a gunny sack sails. Then a storm, failing all night to keep us afloat. And then, the wreck.  And now, the cell in a British prison. I hear the guard coming. He's whistling. He's always whistling. I shall give him this letter to mail to you, darling. Then you'll know what has happened. Well, finish your letter. Come at all? Yes, I have. Will you mail it for me? We'll order now. But first, here's your soup. Now, send back from the door while I bring it in. Here you are. Fine, tasty soup. Thanks. I wish you'd do something about the dampness in here. Oh, do you now? Before the month is out, you'll be calling this holiday island. Look at those snails. The dampness in here breeds them. Big, I think. Yes. Be quiet.  You're just favoring me. All right, then, listen to me. I want the key to my friend's cell and the key that lets us out of here. Yes, big brass one. Your friend's cell, low one, is back to the cellar. Good. Good. Now, I hate to do this, but you've got to be kept quiet for a while. And may give you a headache. I'll be able to deliver this letter to my wife, myself. Looking out your report, Lieutenant. Yes, sir. It's very good to have you back, Rowan. Thank you, Major Wagner. The way back was hard, wasn't it? Yes, sir. I'd like to read you a little something I'm sending to General Miles for his recommendation to the Secretary of War. In carrying the message to General Garcia and in returning to Washington, First Lieutenant Andrew S. Rowan of the 19th Infantry has, in my judgment, performed an act of heroism rarely excelled in the annals of warfare. He accepted an extremely difficult assignment, without quam or question. To his own dogged and daring ingenuity, he fulfilled it. I recommend that Lieutenant Rowan be advanced to the rank of Lieutenant Colonel. Oh, that's very good of you, sir. Now you're going over to meet the President. Well, I, uh, I hope it won't take too long, Major. What's the matter? My wife's waiting for me, and I have to bring home chops for dinner. The DuPont Cavalcade of America stars Ida Lupino as Pani Farmer in Kitchen Scientist. Today, many a good cook owes her success to Pani Farmer's recipes. But few people know the inspiring story of Pani Farmer's courage and resourcefulness. Next week, don't miss Ida Lupino in Kitchen Scientist on the DuPont Cavalcade of America. No matter what you're saving for, a new home, travel, or a good education for your children, there is no safer investment than U.S. savings bonds. You get $4 for every three you invest, and you can save easily and automatically at the place where you work or where you bank. Protect your future with United States savings bonds. The music for the DuPont Cavalcade is composed and conducted by Robert Armbruster. Tonight's Cavalcade was written by Halstead Wells. Lee Bowman appears through the courtesy of Columbia Pictures, producers of the Technicolor picture Down to Earth starring Rita Hayworth. Supporting Mr. Bowman tonight were on the field as Major Wagner, Nestor Piva as General Garcia. This is Frank Bingman inviting you to listen next week to Kitchen Scientist starring Ida Lupino on the Cavalcade of America, brought to you by the DuPont Company of Wilmington, Delaware. The DuPont Cavalcade of America came to you from Hollywood. This is NDC, the National Broadcasting Company.