BLOGMay 18, 2017

End of Medical Dark Ages: Entrepreneur Predicts When We'll Have Cancer Under Control

Serial entrepreneur, historian and dreamer Jay Walker joined Glenn on radio Wednesday for an epic conversation about the future of America.

"If you are a dreamer and a doer, this is going to be a fantastic hour. I have wanted to sit down with this guy for quite some time," Glenn said Wednesday on radio.

Walker --- labeled the Edison of his age by Forbes in 1999 --- is a modern-day Renaissance man. While his day job involves creating cutting-edge companies like Priceline.com and Upside.com that provide a patented, buyer-driven experience, his obsession is finding the connectedness . . . in everything. The breakthroughs he sees coming in the fields of health and medicine are of particular interest.

"For 3 billion years, life on the planet has followed a very simple system," Walker said. "We all share the same DNA --- a tree, a dog, a human. We have so much in common. For the first time in human history, in the history of the world, humans have control of the operating code. We are now manipulating the DNA, which means, for the first time, it's as if we had the software of life."

Walker explained how scientists are at the cusp of operating down to the instructional layer, which creates the proteins that create the tissues, systems and organs of the body.

"It's almost as if we're inventing printing, reading, writing and thinking all at the same time in forms of medicine," Walker said.

In effect, we're living in an extraordinary time in the history of the world.

"We're at the end of the medical Dark Ages," Glenn offered.

So passionate is Walker about the field of medicine he helped launch TEDMED, an independent health and medicine edition of the world-famous TED conference.

"How far do you think we are away from curing the majority of cancer?" Glenn asked.

According to Walker, it's not so much curing cancer that's around the corner, but being able to manage it as a livable disease like AIDS.

"How far do you think we are away from that?" Glenn asked.

"If you're saying leukemias and blood cancers, we're probably five years, maybe 10," Walker said.

"Holy cow," Glenn responded.

Walker's belief in the systematic, connectedness of everything even applies to his remarkable library which holds 25,000 books.

"People come to my library and they say, 'How are the books organized, Jay? How do you organize the books? You have 25,000 books. Is there a card catalog?' I say, 'Absolutely not. They're organized randomly by height,'" Walker laughed.

The library, Walker says, is one of imagination.

"They were all written by humans. They're all connected. You figure out why this is connected to that. The act of imagining is the essential act of creation. Nothing happens if you don't imagine it, whether it's who you're going to marry, the children you want to have, the kind of country you want to live in, the kind of job you want to have. It's all about your imagination. Everything happens here first. It happens in your head."

Enjoy the complimentary clip or listen to this segment for details.

GLENN: I first talked to Jay Walker -- I've known about him for a long, long time. But I first met Jay Walker on the phone -- this is the first time we've actually sat in the same room together.

And immediately, I felt connected to him and the way he thinks. He's an optimist. He sees a massive change on the horizon. But he knows it doesn't have to be bad. It probably is going to be a little rough getting there. But it doesn't have to be bad. And he sees the future unlike most people do. And he sees it through the eyes of history, which is so wickedly important. Just full disclosure, he is the guy who started upside.com which is an advertiser on this program. But I do want to ask him one question on something he told me about Upside when we first spoke. But this is not an advertisement. We're not even going to talk about that. You need to meet this man.

He's just started something called Ted MD, which is TED talks -- no, I'm sorry. Med Ted. Sorry. Med Ted. Yeah, TEDMED.

Jeez, how many times am I going to get this wrong?

STU: You only asked him three times before you came on the air.

GLENN: I know. I know. What am I thinking?

So he started this, and I want to start here. I hate to bring it to a cheesy TV show, but I've been watching a show -- and now I can't even remember the name of it. It is --

JEFFY: Pure Genius, which was just cancelled.

GLENN: Pure Genius. Was it cancelled?

JEFFY: Yes.

GLENN: Oh, crap. That was such an optimistic show.

JEFFY: I know. I know.

GLENN: Have you seen that?

JAY: I have not.

GLENN: Okay. So the premise is a guy who is a billionaire, you know, a guy like you . . . just a serial entrepreneur, tech guy. He's in Silicon Valley. He's like, I'm going to start a hospital. And it shows --

JAY: Oh, boy. You'd be better starting a government.

GLENN: But it shows all the -- it takes all the red tape out and shows all the tech that is coming and how optimistic life really looks when you look at what's on the horizon and the breakthroughs we're about to go through.

As you're doing this, what are you seeing for --

JAY: Well, Glenn, the way to think about it for health and medicine, is that for 3 billion years, life on the planet has followed a very simple system. It's very simple. There's one -- you know, there's DNA. We have a common ancestor. And it's been evolving for 3 billion years, give or take depending on your beliefs. And I'm not picking on anybody's beliefs.

But the fact is, we all share the same DNA --- a tree, a dog, a human. We have so much in common. For the first time in human history, in the history of the world, humans have control of the operating code. We are now manipulating the DNA. Which means, for the first time, it's as if we had the software of life. That's never happened in history before.

It means for the first time, we're going to be able to operate down at the instruction layer, which creates the proteins, which then creates the tissues and the systems and the organs of the body. So we're right at the cusp.

It's almost as if we're inventing printing, reading, writing, and thinking all at the same time in forms of medicine. And so we are living at the beginning of an extraordinary time in the history of the world.

GLENN: We're at the end of the medical Dark Ages.

JAY: Exactly. It's as if we had just gotten the microscope for the first time, and we saw there was a tiny world that nobody knew existed. In 1665, Hook looks through his microscope, and he sees that the fly is composed of thousands of little eyes. And he says, "What is this micro world? What are these little things swimming around?"

And he can't even see bacteria. He can't even see the smallest things. And yet, an entirely new world opens up. Galileo looks into the heavens and sees that there are planets, but also sees that there are moons around Saturn and Jupiter. And suddenly, the notion that the earth is in the center of the universe drops away. The telescope and the microscope were the great changes of the 17th century. And now we're in the 21st century, and we're now seeing for the first time the actual code that brings things to life.

GLENN: We're seeing things -- Ray Kurzweil, I've talked to several times. I am --

JAY: The singularity, right? Ray talks about, we're about to hit this point at which everything breaks free and goes on an extraordinary compounding effect, and whether or not you agree or disagree with Ray, there is no question if you back up and you look at where we are in history, in medicine and health, we are about to exit the Dark Ages.

GLENN: So he said it's as if -- he said, the human body should last a lot longer than it does. It shouldn't wear out. He said, it's as if there's a switch somewhere that's just been turned off. And he said, we just have to find that switch. Are you -- when you look at the DNA --

JAY: Yeah, I wouldn't agree with Ray on that, but I understand where he's coming from.

The human body isn't a thing. The human body is a system. Think of the Amazon rain forest. It's composed of enormous different things. It's got trees and insects. It's got birds. It's got animals. It's got leaves. It's got photosynthesis. It's got fungi.

It's got all these things, and we call it the Amazon. It's constantly changing. You are an Amazon rain forest. You have trillions of --

GLENN: I think that's a fat joke --

JEFFY: It certainly was a fat joke to me.

JAY: So we don't switch on or off the Amazon rain forest. No, the Amazon rain forest isn't going away, despite, you know, our efforts to cut it down for lumber or to grow grass. But that being said, it's about a system.

What we're learning is how all the different systems of the body, including many that are not even human, we're learning about the microbiome. These are bacteria that we need to survive in our guts and all throughout us, for which without them, we can't make it.

GLENN: How far do you think we are away from curing the majority of cancer?

JAY: I think we're far from curing the majority. But we're not far from turning a significant number of cancers into a manageable, livable disease, like we did with AIDS.

We figured out not how to cure AIDs, but how to slow it down so you could live with the rest of your life with it, much like all men have prostate cancer. We just don't die of it.

But literally, 100 percent of men, if you do an autopsy at age 75, are going to have prostate cancer. They simply are not going to die from it.

Cancer is essentially a natural byproduct of having multicellular organisms. Because in the process of duplicating at the cellular level, you're going to have some mistakes randomly, and some of those mistakes are going to be so damned good at not being killed, that they're going to reproduce in a way that's bad for the organism as a whole, but good for the cell. So we don't eliminate cancer. We eventually figure out how to manage with it.

GLENN: How far do you think we are away from that?

JAY: If you say 50 percent of -- if you're saying leukemias and blood cancers, we're probably five years, maybe ten.

GLENN: Holy cow.

JAY: If you're saying soft tissue cancers, more like ten to 20. But a lot of it depends on whether or not we get better at finding them sooner. Today, we cannot detect cancer until it's about seven years old. So when somebody comes from a doctor and they say, "I've been diagnosed with cancer," you've had it for seven years. We can't see less than 100 million cells, which is less than the tiny point of a pin, 100 million cancer cells.

So cancer is a system disease of which we have many in our bodies, most of which will never come to the point where they hurt us. Cancer isn't like an infection where it's binary, you have it or you don't. Cancer is a symptom of the system. And the system learns to cope with it for most of your life.

GLENN: What's the most amazing thing you seen on the horizon in medical tech?

JAY: The most amazing thing is probably the mapping of the human protyle. So we call all the -- the proteins are the workhouses of the body --

PAT: That's what I was going to say.

JAY: They're the things that do all the work in your body. Your DNA codes for proteins. Proteins are the worker bees of the body at the simplest level. We really have never mapped them all. And it turns out most of the diseases, if not nearly all of them are dysfunctions of protein operations. Proteins are very complicated organisms. They're very, very small, but they're very complicated. We are now at the cusp of mapping them all.

And forget about mapping the human genome, which is great. It's the protium where all the action is at, and we're right about to map it.

GLENN: What will that change?

JAY: Well, it will allow us, for the first time, to understand what's really going on with disease. Up to now, we've actually not understood what's really going on.

GLENN: What does that mean?

JAY: Well, it means that the proteins are malfunctioning. When you have a disease --

GLENN: Hang on just a second. I just want to -- you know you're in the room with someone who is smart when you're -- I'm now in three levels deep of asking what the hell does that mean, and really --

JAY: I'm trying -- I'm trying to keep it broad for the audience. I'm not an MD or a PhD. I'm really not a doctor. I just talk to them all day.

GLENN: No, it's amazing. Right.

JAY: And, by the way, that's my spare time job because my main job is building a great company in Upside. So ironically, we're off on the side here.

But the -- basically, what it means is when we learn how proteins behave badly, we will recognize that your arthritis may be very similar to the fact that you have a sleep apnea, that they are the same proteins, just misbehaving.

There is a map of all the proteins.

GLENN: Wow.

JAY: And once we start to look at where the proteins are behaving badly, we now have the tools to finally figure out what the hell is going on with these diseases. We don't know anything about Alzheimer's. So much of that is a protein --

GLENN: So that's why sometimes you'll go in and things are absolutely not connected. Doctors will tell you, that's not connected. Well, but they're all happening at the same time.

JAY: Right.

GLENN: And, yeah, I know they're not connected. But I've never had these before, and now they're all happening.

JAY: Everything is connected. Okay? So anybody who tells you something isn't connected -- you don't go into the Amazon rain forest and say, well, the fact that the toads are dying is unconnected to the blight on the trees. No, everything is connected. The question is, at what level?

GLENN: Right.

JAY: Does it have a common cause? Or is it the result of common external factors? We're learning all that.

GLENN: You know what I'm amazed, talking to people like you, A, I feel really average. That's being very kind.

JAY: This isn't your area of expertise, in all fairness.

GLENN: I know. But, still, this is -- this is not your job.

JAY: It's not my day job.

GLENN: And the people I meet like you, have they always been around? Because I look through history -- and you'll see the people like Tesla and Edison. You'll see these people who are really quite bright in a million different things. We used to call them renaissance men.

JAY: Yeah.

GLENN: But there is something about this new group of entrepreneurs that they are -- Jon Huntsman Sr. is a friend of mine and started the Huntsman Cancer Center.

JAY: Yeah.

GLENN: And he said to me -- I asked him, teach me how to be charitable. I've been poor my whole life. I don't know how to be charitable.

JAY: It's an art. You have to learn how to do it.

GLENN: Yes. And he said, first lesson, you have to care about everything. Not just -- you have to care about everything.

And that kind of goes to --

JAY: It's very American. So this is a nation of insatiable curiosity. It's always been that way. It's because we've had the West. We were founded by a group of people who were fleeing somewhere else, with the handful of exceptions of the people who were here, right?

We've all come from somewhere else. We've all left a world behind, in order to come and build a new world in America. Nobody even knew it existed until 1500.

So the beauty of the American spirit is it's a spirit of insatiable curiosity. That's why we're a nation of tinkerers, a nation of inventors, a nation that's always trying to change. We don't look back as a nation. It's a weakness and a strength both at the same time.

But the fact is, this is -- the country -- America looks forward. People like that are insatiably curious about everything. And you find whether it's John Muir or Thomas Edison, these people recognized that at the deepest level, it's all connected.

So I have a great library in the history of human imagination. About 25,000 books.

GLENN: Love this.

JAY: Right? Now, it's a library about imagination. People come to my library. And they say, "How are the books organized, Jay? How do you organize the books? You have 25,000 books. Is there a card catalog?"

I say absolutely not. They're organized randomly by height. And he goes, "You have a library of 25,000 books organized randomly?" I said, "Yes. It's about imagination. You connect them. They were all written by humans. They're all connected. You figure out why this is connected to that."

The act of imagining is the essential act of creation. Nothing happens if you don't imagine it, whether it's who you're going to marry, the children you want to have, the kind of country you want to live in, the kind of job you want to have. It's all about your imagination -- everything happens here first. It happens in your head.

GLENN: We're having a great debate now between the legal and business side and the creative side of this company, of what -- who is the creative? And I keep saying, everyone is.

JAY: We all work for the customer. We all work for the customer.

GLENN: It's not even that, I am, fill in the blank. I am happy or I am sad. What are you going to create at the basic level? And everyone has the same power in a different way. Just, what are you creating?

JAY: Yeah. And we've taught, unfortunately, in so many ways, we live in a society of specialists. We've taught, specialize. Focus on one field. Do the best. Your economic result will be highest if you specialize.

And that's true. But it's generalists who integrate completely, unexpectedly. When you look at Steve Jobs and his life, you see a generalist. Not a specialist. You see a guy who was happy to go to India, happy to learn about type fonts, happy to understand the aesthetics of design. And yet, he was a technologist. Why? Because, really, great leaps forward are made by people who integrate from multiple fields. And that's why we call them polymaths, when they happen to be geniuses. Leonardo was a polymath. He was a genius in five fields. That allowed him to be a bigger genius in any one of them. And we see this throughout history.

GLENN: We're going to run out of time so fast. Jay Walker, a serial entrepreneur. A founder -- cofounder of Priceline. And many other things -- 900 patents. We'll continue our conversation with him in just a second.

[break]

GLENN: Let's talk a little bit about the -- the future and what you're seeing in things like Priceline and Upside.

JAY: So one of the great futures is we're living in this digital world, right? And everybody is saying, look at all this data. Okay. What does that mean to me? What does that mean to a person sitting out in the audience, and just listening and saying, okay. That's nice. The world is filled with data.

Here's one of the things it means. It means your flexibility, which right now you don't get paid for, you're going to start getting paid for.

Look, when you're walking down the supermarket aisle and you see an item on sale, next to one that isn't on sale, you can be flexible and say, I'm going to buy the brand that's on sale today because I normally buy that brand.

But that's just a small case. What happens every time you're shopping online and somebody says, "Hey, are you willing to be a little flexible? I'll give you $50, if you do this instead of that." I'll give you $90 if you do this instead of that."

Imagine a smart piece of software that offers you options that gives you personally more money for being flexible. And, by the way, gives your boss something too.

So the key idea behind one of the things I'm working on is, how do you turn flexibility into an asset? How do you turn it into something where I have my phone -- hey, look, I want to go to New York on a trip. But if I leave 15 minutes earlier, you'll give me $50. If I leave -- if I go into a different airport, you'll give me $100. If I stay at a hotel across the street, that's worth $200 to me.

I can't find all those choices. There's too many choices. But software can.

The beauty of the world we're living in, with this new big data software, is it can evaluate tens of thousands of choices for you. Show you just a few that makes sense.

GLENN: So when we come back -- can you talk a little bit about that? Because you've demonstrated that in Upside. And that's -- I got to that with you because I said, okay. What's the catch? And you explained it to me. And I'm like, holy cow, that's brilliant.

And you said to me, now, imagine that with everything.

So let's talk about that. And also, I want to talk about the -- the world that is going out and examining all these things, but then putting us into little teeny boxes, where we don't see the big picture anymore.

RADIO

The Bubba Effect: Is America headed for collapse?

America just crossed a constitutional red line — and Glenn Beck breaks down why this moment may be the one historians look back on as the final warning before national fracture. From Congress signaling military insubordination, to judges erasing separation-of-powers, to a cultural class obsessed with ideology instead of safeguarding the republic, the “Bubba Effect” is now in full force. Glenn explains why collapsing institutions, media silence, and public distrust are creating a perfect storm — and why citizenship, not rage, is the only path to restoring the republic. Are we witnessing the moment America snaps, or the moment Americans finally wake up?

Transcript

Below is a rush transcript that may contain errors

GLENN: Welcome to the Glenn Beck Program.

We're glad you're here. I want to talk to you today. Today's theme of the show is the Bubba Effect. Because it's here. And we are seeing it in full force. I will show it to you in Dearborn, Michigan. I will show it to you with Nick Fuentes. I will show it to you, with Epstein.

And I just showed it to you, a different kind of the Bubba Effect, institutional Bubba Effect. With that statement that came out, you know, telling the troops to, you know, disown, you know, the president. Or don't -- don't follow orders.

Question orders.

And you should do that. And that is something they're taught in the military. But they're taught within the system.

You know, it's not just that they made a message to the military.

They sent that message.

Imagine if the Duma would have sent that message to Putin. And we received it, and saw it. We would be like, their government is fall apart.

Their military is falling apart.

Look at this. What message is that sending to China and Russia and all their allies.

It's bad. It's very bad. There is a moment in every republic. Every empire. Every nation. The historians will look back and say, yep. That was it.

That was the biggest warning. That was the last warning.

And I think we are living in that moment right now.

When Congress told active duty military to ignore the orders of the commander-in-chief, you've got a problem.

When you can't get a federal judge impeached, because he approved something that has never been done in American history.

Granting one branch of the government, the right to secretly surveil the other without notice.

You have to -- constitutionally, you must notify you're under surveillance.

Okay?

If they're doing a mass thing. You have to notify.

Because that's a second branch!

Otherwise, you break up the branches, okay?

These are not political stories.

These are constitutional earthquakes.

And no one is talking about them! So now the question is: What now?

What has to happen, if the republic has to survive the stress of these fractures. That everybody seems to be creating or dancing on.

Let me outline it plainly here. Because all of us have a role. One, Congress. Congress, you have to discipline your own. If lawmakers can publicly encourage military resistance without consequence, then Congress has surrendered its moral authority.

You cannot police the executive branch. You can't oversee the intelligence agencies. You can't demand transparency, if you cannot police your own members.

Censure is not vengeance. It's maintenance. It's routine. It's necessary.
Constitutional maintenance. And if Congress refuses to do it, then the precedent remains. It gets worse.

And history shows us, no nation survives a politicized military. Ever!

Two, the military.

You to have restate the -- the chain of command.

Publicly and immediately. The Joint Chiefs don't need a press conference. They don't need hearings. They just need to say, the United States armed forces obey all lawful orders of the president.

That sentence, those exact words, that's the firewall between an American republic, and every failed nation in history.

The silence so far is not reassuring.

Three, the judiciary.

Especially the Supreme Court. Close the door on the book -- the Boasberg case! He opened a door that is so dangerous.

No judge, no matter how noble his intentions, has the authority to rewrite the separation of powers.

If one branch can secretly spy on another, then you have no checks and balances! You had a surveillance government. The Supreme Court must intervene. Not Trump! Not even Congress. But for the survival of coequal branches, if they don't, this is the new normal!

And you don't come back from that one, either! And now, the hardest part, the that one everybody talks about. Nobody does. The role of the cultural leaders and people like me in the media. In a functioning republic, this is supposed to be where the media steps in!

This is where the cultural leaders. The voices, left, right, center, stop obsessing over click bait. And start explaining to the people, what just happened. Why it's unprecedented, why it matters. How we as citizens need to respond. But look around. Do you see anyone in the press doing that?

Do you see anyone in Hollywood, doing that?

Do you see anyone in academia doing that? No. You don't. Because America's cultural class no longer sees its role as the guardian of the republic. Who is the guardian?

They're guardians of ideology. So what do we do?

Well, we do what Americans have always done, when institutionals fail. We step in our self. But if we don't care, that's it.

The Founders never trusted the press.

They trusted the people.

So that's where we are now.

And we all have to model what a responsible media. Or a responsible citizen should be doing.

So let me show you right now, how a responsible broadcaster responds to a constitutional breach.

My fellow Americans. This is not about Donald Trump.

This is not about Democrats. This is not about Republicans.

It's not how you vote.

This is about whether the military stays under civilian authority.

Whether our adversaries overseas are given the indication that we are ripe for the taking. This is about judges, that want to erase the separation of powers!

The separation of power is what has kept this constitutional republic going for all of these years!

Most importantly, this is about whether your children will inherit a functioning republic. And if the mainstream media won't tell you, then I will!

That right there, is the job. To preserve the republic!

So our children and grandchildren and that is what we all should be doing. That's what the press should be doing. That's what the cultural figures should be doing.

You call out the violations of Constitutional order, no matter who benefits. No matter who gets angry. No matter what tribe demands your silence. This is what leadership looks like!

This is wrong! This has never been done before. This breaks Constitutional boundaries.

And it has to be corrected immediately!

Americans, you understand the Bubba Effect is here. And it's everywhere!

You're going to see people that you're like, well, he's really wrong on that! And that's really outrageous. And I don't agree with that.

But at least he's right on this one!

And it will always be to question the system. To break it down.

So what do you do?

Well, you don't riot. You don't panic. You don't is it fair. We're headed into Thanksgiving. Give thanks for the crosses that we bear. Give thanks because our liberty, our freedom, should we decide to keep it, will be more valuable to us.

But you should call your representatives. I'm so sick of calling my representatives. But you should do it anyway.

You need to demand transparency. You need to insist on consequences! Don't normalize what is happening. Well, they're all like that! Stop it!
Stop it.

If that's what you expect, that is what you will get. But understand this: The cure for Constitutional drift is not rage. The answer is not anger. It's not division. It is citizenship!

It's also not apathy. If we sleep through this, the system will break, guaranteed.

But if you wake up, stand up, and insist on boundaries, eventually it will happen! I know you're tired.

I know you don't want to do it anymore. I know you're just desperate for an answer. Because the time is running short.

But now is not the time to act in -- in ways where we dishonor ourselves. In ways where we -- we throw in with a lot. We're like, that's really bad!

But at least they're pointing it out. You point it out! Once you start standing up, once we as a people, all you need is 20 percent! Twenty percent. Anywhere between 15 and 20 percent of the American people. If they understand the Constitution, if they understand the Bill of Rights. If they understand that God has put us in this place, at this time, and each of us have a reason to live!

We're here for a reason!

Everything snaps back into place!

It always has!

From 1800 to 1868 to 1974.

Institutions bend.

People break. But the Constitution can be restored.

But if -- and only if, you know it, you love it. You never betray it yourself, and you demand it of the people who represent us.

RADIO

THIS could FINALLY land Epstein’s enablers IN JAIL

New evidence suggests that JPMorgan Chase overlooked 5,000 "yellow ticket" suspiciouos activity flags connected to Jeffrey Epstein, which resulted in #1.$ BILLION in sketchy transactions. Glenn Beck explains why this may be the scandal that finally brings some of Epstein's enablers to justice.

Transcript

Below is a rush transcript that may contain errors

GLENN: So where does the real story lie with the Epstein story? And I think it's the money, okay?

That's the real story. I'll tell you about the billions who have gone to terrorists from the US and Minnesota taxpayers here in a second.

And when I talk about that, what most people will do, is they'll fight over ICE.

They'll say it's Islamophobia. They'll fight over CAIR. Whatever. USAID, when that went down. Well, that's just about feeding hungry children. It's all misdirection, to get you away from the money. So let me bring this now to Epstein.

When a banker detects suspicious activity, when they see something that looks like money laundering. Human trafficking. Tax evasion. Sending money overseas to terrorists. They don't send a polite note to the supervisor, in hopes somebody reads it.

They are required by federal law, after 9/11, to file what is called a SAR. It's a Suspicious Activity Report.

A SAR.

They have to report that directly to the US Treasury Department. Through FinCEN. Financial center of crimes. Okay?

Once a SAR is filed. The bank isn't even allowed to tell you that they filed it. They just hit send. It's locked. The Treasury is notified. Now, this system like I said, was built after 9/11.

Built after decades of financial corruption.

A system design that no single banker. No single executive. No single billionaire can make illicit money and then have it just disappear offshore.

This is -- this is activated. If you draw $10,000 out, of your account. You are moving $10,000. You get a SAR report. And it goes directly to the Treasury. And when the bank flags something suspicious, it's called -- the SAR is called a yellow ticket. And it's not a suggestion. It's not a memo. It is a federal alert. That triggers monitoring by the Treasury, the FBI, Homeland Security. Depending on what the flags indicate. Now, that you understand that, let me talk to you about Jeffrey Epstein.

Between 2002 and 2016, JPMorgan Chase filed seven SARS. Seven yellow tickets on Epstein. Seven! Over 14 years. Those reports flagged a grand total of $4.3 million in sketchy activity.

Okay. It's all -- you know, it's a decade replace plus, $4 million.

You can make all kinds of excuses for that. Right? But after Epstein died, when the government finally unsealed the sex trafficking details, details that they had held on to for years. JP Morgan Chase suddenly panicked. Because the floodgates suddenly opened. In 2019, two SARS were flagged. Two SARS were sent to the Treasury.

They flagged over 5,000 suspicious wire transfers. We're not talking $4 million.

This is 1.3 billion dollars. Five thousand suspicious activity transfers, and transactions, of 1.3 billion dollars.

Now, let me just say this clearly, so nobody really misses the gravity of this. You do not accidentally forget to report 5,000 suspicious wires.

You don't like, where did we put that $1.3 billion.

Okay. You don't misplace a billion dollars in wires, to foreign banks and Shell companies, connected to then a convicted sex offender under federal investigation. It doesn't happen. It doesn't happen.

It doesn't happen, because a Jr banker made a mistake.

It doesn't happen because the compliance officer was sleepy. It doesn't happen because somebody's inbox was full.

To not report that level of suspicious activities directly to the Treasury, first of all, is against all federal law.

And at a minimum, multiple officers, multiple departments. Multiple signoffs, choosing not to look.

$1.3 billion. 5,000 suspicious activities. Hmm.

Why?

Why did nobody report that?

Well, now, according to internal emails, JP Morgan Chase held off the filing of the SARS. Now, let me ask you this: If you had one suspicious -- if you withdrew $10,000 from your bank, are you really clear that your bank would do what the federal government directs. And I have to report this.

And it's going to go to the Treasury. Are you clear that they would do that on you?

Because the answer is, yes, they would. Federal law requires it!

But the bank decided, well, we want to continue to work with Epstein. He's valuable. He's connected. He's a referral engine to some of the richest people in the world.

He had sensitivities according to the bank. Wire transfers to Russian banks. Wire transfers to Shell corporations. Wire transfers from a guy who is engaged in sex trafficking.

Links to top political figures. Relationships with two US presidents. Both of whom Epstein at various times claimed to be very, very close with.

Let me explain: Something that most people don't know. Banks file SARS, suspicious activity reports, to the Treasury, for far less than this.

$10,000. They flag it. A business wires to an unusual location. They flag it!

It's sent to the Treasury. A client sends repetitive round number transfers to an unknown entity. They flag it!

It goes to the Treasury. A wire connected to anything resembling terror or human trafficking or exploitation. They flag it right now.

Banks don't wait for a 5,000 -- for 5,000 suspicious transactions. They don't wait. They file over one!

So how did Epstein get through 5,000 suspicious activity reports without triggering any alarms.

Not because the alarms were broken. Because they weren't. It's because somebody turned them off.

I would like to know who turned those off.
I would like to know, why they were turned off? I would like to know, if it was just the leadership of the bank. I would like to know, that every single one of those bank officers. All the way to the top, go to prison!

Not some slap on the wrist. Not some, well, you're well-connected. So we're going to let this other guy pay for it.

I want all of them in prison. You broke federal law!

Something we all -- all of us have to abide by.

We -- we have had our Treasury. We've had our government snoop into our lives. Watch everything we do. And we're not connected to human trafficking. We're not selling children. We're not convicted felons.

We're not transferring 1.3 billion dollars after we've been convicted.

SARS are not -- these suspicious activity reports, they are not decided by a single teller. They have to pass -- they pass through compliance teams. Risk divisions. Bank lawyers. Federal liaison officers. This isn't one bad apple. It's an entire system. And Senator Wyden, no conservative firebrand, I might point out, is now openly saying what everybody knows privately. JP Morgan Chase should face criminal investigations, and it should go all the way to the top!

And it should not be civil. It should be criminal. Because if you or I did this, if we had sent just a handful suspicious wires, the bank would freeze your account, notify the Treasury, before you could blink!

But Jeffrey Epstein, a billion dollars worth of exceptions. Hmm. Hmm.

Wow. That seems much more important than a stupid birthday card!

Let me ask you this, the question the DOJ doesn't want to touch.

How many people does it take inside a bank to make 5,000 suspicious transactions just vanish for 17 years? Is it five people? Is it ten? Is it a department head, a board member?

Five thousand. 1.3 billion dollars. Was Epstein. Did it happen because Epstein was useful to the powerful?

So nobody wanted to know. Did this happen because others were involved?

Does it really matter what their excuse was?

Here's the terrifying question. If a bank can look the other way on $1.3 billion for a sex trafficker. What else have the banks learned to ignore?

Hmm.

I'm beginning to think the banks are a real problem. Hmm.

There's a new idea.

This story isn't just about Epstein.

This is about the machinery that allowed him to operate. All of the middleman. All of the financial networks. All of the institutions, that treated him like an asset, instead of a criminal.

And I do believe he was an asset. Intelligence asset.

I do believe he was probably an asset to our intelligence. Although, you I hear both sides.

No, no, no. That's not true. Oh, yes. It's definitely true.

I don't know what the truth is. I don't think it's unreasonable to say, he was an asset for a foreign government. Maybe Israel.

Maybe somebody else. I don't know.

But also an asset for us.

That helps all the. Apparently.

We do all kinds of horrible things. Why not?

Senator Wyden says, he wants to follow the money.

Well, good!

For the first time in a long time, maybe the money is finally pointing us somewhere. And it's not just here.

And, by the way, if anybody still believes this ends with one dead man in jail. I don't think you're paying attention!

Because this is where it really leads.

RADIO

Are Antidepressants (SSRI's) Worsening America's Mental Health Crisis?

A former FDA psychiatrist reveals what Big Pharma never told the public: the “chemical imbalance” story behind antidepressants was never proven — and SSRIs don’t fix a biological defect, they numb the brain. Glenn Beck and Dr. Josef Witt-Doerring break down how America became the most drugged nation in the world and how millions are being overprescribed medications that can cause paradoxical agitation, emotional blunting, and even suicidal behavior. With 15% of Americans — including millions of children — on SSRIs, are we facing a public health crisis hiding in plain sight?

RADIO

Cracker Barrel's internal crisis EXPOSED

Cracker Barrel’s massive public meltdown didn’t happen by accident. Behind the scenes, the company was bleeding institutional knowledge, taking disastrous advice from DEI strategists, and making decisions that alienated the very customers who built the brand. A major board shake-up, the quiet removal of DEI frameworks, and the sudden resignation of a key DEI-linked board member reveal how deep the problems ran — and how desperate the company was to course-correct. This breakdown uncovers what really went wrong, how Cracker Barrel was influenced internally, and why the Glenn Beck interview triggered major internal moves that the public was never supposed to see.

Transcript

Below is a rush transcript that may contain errors

GLENN: So, Stu, you can just questions about the special tonight.

STU: Yeah, for sure. I'm interested in this.

It's a big -- you know, a big special. You're back and forth with it. With them there. Was kind of fascinating. Right?

You have a situation where they -- they do seem to be sort of avoiding the question there on DEI. Is that how you read it? Oh, we lost connection with Glenn. Is that what's about to go?

Well, that's how I read it at least. You know, you listen to that clip of them going back and forth and it does appear to be them just sort of avoiding the question. We should get back to Glenn. Because I know he has this breaking news on this happen. Should we go to another clip on the Cracker Barrel thing, while we're waiting for Glenn to reconnect? Because it sort of sets the stage. You know, it was interesting to see their approach here, which is to try to explain themselves and try to work themselves through what is one of the biggest PR disasters probably in our lifetimes.

And let's go to this next clip.

VOICE: If we came out of COVID, A, trying to hire 50,000 people, we have a lot of our employees, original -- we did -- we lost a lot of very long tenured employees. A lot of them, a little bit older, and scared to come back into the -- into the environment.

And so --

GLENN: That's a lot of institutional knowledge.

VOICE: Oh, it hurt. I mean, it really hurt.

And in '22, as we started opening back up, we had the new menu that we had. So we lost a lot of people. We put a ton of training into that new menu.

Now we're coming back to open up, guests, any way we can get them. We had patio dining. We were testing a rock garden.

They were going to sit out in the landscape. And I always say that co-ed even made Cracker Barrel start drinking alcohol.

Because that's how -- it was out of COVID, that it was like, how are we figuring out how to drive top line sales and try to get a guest in.

GLENN: Okay. So that is a good example of you don't know any of the story. You think Cracker Barrel has never served alcohol before. Why are you shoving alcohol? That's a cultural. So it's easy to think, you're selling people alcohol now. What other values are you --

VOICE: And it's fair.

GLENN: That one, is at least understandable. Now that I understand the story.

VOICE: Yeah. Exactly. And so as we got into '23, I came out of my office administration role, and came into operations.

And I was leading field operations. And the best way for me to describe it, we were throwing Velcro balls at a wall to see what would stick.

STU: And it's understandable. You know, it's easy to kind of look at the Cracker Barrel situation and get lost at how badly it went.

A lot of these decisions come down to the information they had at the time. Right?

And they're looking at the time as a place that maybe people aren't coming into as much as they would like.

They are trying to -- maybe it's fading a little bit. Maybe some people find it's stale.

They think the situation at Cracker Barrel is not one that they're not necessarily trying to get involved with on a week to week basis, like they used to.

Maybe they had those warm feelings of the past. But they're not going in it anymore. Well, we'll freshen it up. We will do all these new things.

This will be great! And you realize, sometimes, when you're in that moment, you hit a -- you hate a vein. Right?

You're trying to do something positive for the company. And you hit a vein, and everything starts bleeding all over the place.

Let me give you another piece of this interview. Glenn Beck, up in the headquarters of -- of Cracker Barrel.

And somehow, I will give Glenn credit. Not eating throughout the interview.

I kind of thought, when they put food in front of him. He would just be shoveling it down his gullet the entire time.

You wouldn't be able to hear him. It would be like talking with his mouth full.

He got through it, without taking as many bites. Here is Glenn with the CEO of Cracker Barrel.

GLENN: Let's just get this out.

VOICE: Okay.

GLENN: What happened to the choices that were made?

I said on day one of this. I remember when they rolled out new Coke. And I thought, that was the dumbest marketing move, the dumbest thing I've ever seen.

We're taking the original formula and ditching it. And let's start over with a brand that people love.

The day this broke, I said on the air, new Coke!

That's what this is. And it was -- no offense. Stupid!

Just stupid from start to finish.

Can you walk me through how that happened?

VOICE: Yeah. Sure.

Look, our guests have every right to be upset.

GLENN: Yeah. You want to watch this. And I -- you know, what I really want to you watch for is a moment where I said to her, are you surprised you haven't been fired yet.

That spoke volumes. Her answer, and I hope it is captured on camera.

But that answer was the first non, you know, when you're a CEO. You know, I've -- Stu, do you remember when we used to have to do really important interviews.

And our PR people would be like, drill, drill, drill.

No, don't say that. Don't say that. And we would be like, yeah. Whatever.

And when you are in charge of a Fortune 500 company. And you're in the trouble that they're in, you do -- you know, you follow the people that you have hired to make sure crisis management. You don't make any more mistakes.

And so everybody was very, very careful.

They were very honest. But, you know, like that DEI thing.

She didn't really answer the question.

Of course, we want everybody to be welcomed. Yeah. I know. But that's not answering the question.

When I asked her, are you surprised you still have a job, and you haven't been fired yet. Her answer spoke volumes.

Now, the other thing that you need to know, that while she didn't answer me on the DEI thing. And I -- I -- you know, I can't tell you exactly how this happened.

I just know that they knew, that they didn't answer the question.

And somebody has been in touch with my people. And said, hey. You might want to watch the board meeting that is happening.

We can't tell you that anything is going to be happening. But the DEI thing may be solved. At the board meeting. That happened this morning. And they were going to release something at 11:15 today.

We didn't know exactly what it was.

We had -- we had an indication that it might be about DEI.

And what they've done, at first.

Remember, in August. You know, they just deleted the Pride pages. And the DEI pages.

And they just got rid of it all, at Cracker Barrel. That is just hiding who you are. The real problem was, they had a guy who was on the board of directors. Named Gilbert Davila.

And he's just resigned from the board, today!

Okay? They had a meeting with the board, and shareholders and everything else. And they voted on all of these people. And they did not renew him. And so he is -- he has resigned.

Now, his job -- he was a member of the standing board committee.

And his job was to assess the social and political risk to the company's business.

Well, who is he?

Well, he's also the CEO of a company called DMI Consulting.

That's a DEI strategy firm, that's been in business since 2010.

So he's one of the guys. He was the guy who, his job as the CEO -- as the CEO of DMI, is to promote, you know, DEI.

To make sure everybody is living up to the DEI standards. So Robby Starbuck, who is a friend of the program and, you know, great conservatives, who has been responsible for -- you know, getting a lot of these people out of these companies, or at least drawing attention on what these companies are really standing for.

He's been asking trial. What does he do to deserve this seat on the board?

Well, that's it. He owned a DEI consulting and strategy firm. That was pushing DEI and DEI advertising. So what's happened here is I think while she couldn't answer that question at the time, because the board hadn't acted, I think it's -- I think it's not not coincidental that the day the interview with her drops. With us.

Which they've known for a couple of weeks. This is when this interview would drop.

They -- they announced that morning, that seat has been eliminated. DEI is gone from Cracker Barrel. So I think that's really, really good news if you're a fan of Cracker Barrel.

And the things that I saw at Cracker Barrel, I'm -- I'm going to tell you some stuff tomorrow.

I just have to make sure that it's exactly accurate. Because I don't want to cause more problems.

For us!

And I want to make sure that I get it exactly right. But there were some things that I learned in the show prep.

And, you know, studying up for this interview.

That no one was prepared to talk to me on camera about. And always says to me, oh, well, there's something there.

And so we have done even more homework on it. And tomorrow, I will tell you about something that you might have heard about. This guy who owns, what is it?

Steak and Shake?

STU: Yeah. He's a big activist shareholder, isn't he?

Kind of against some of the leadership there at Cracker Barrel. I think I read about that.

GLENN: Correct. Yes. Yes.

And he has an interesting history.

And I want to -- I want to take you through some of that tomorrow.

I think by tomorrow, you're going to understand, what you saw with the DEI vote on the board today. Get that gone. That's gone.

The interview that you'll see tonight with Julie. The CEO. She's not who you think she is.

It doesn't mean she didn't make huge mistakes. She says she makes huge mistakes. But she's not who you think she is.

You may not agree with her or whatever. But it's important you know who she is. And what she said.

And the key tonight is that question: Are you surprised that you haven't been fired yet.

And really, what happened after she answers the question. And she's very uncomfortable. Answers the question.

And then she immediately switches topics. And I'm like, wait. Wait. Wait.

Stop. Stop. Go back. Why are you switching topics here?

Because it was an amazing moment. Is she immediately changes the subject. After she answers. And then she comes back, and she he says a few things. You'll see.

And then I bring it back to her again. And she switches topics again. And I'm like, why are you doing that?

Why are you doing that?

And she said a very interesting answer on all of that.

That is one of the most honest things I think I've ever seen a fortune five company or CEO ever say.

It was really uncomfortable. But really, really honest.

I think once you see this. And then I tell you tomorrow about the -- the board member, on the things that I can verify. I'm not sure what we can verify yet.

But the things that I've heard. And the things I think I can verify tomorrow. You will see that -- that I think they made stupid moves. They have really bad advice from DEI people.

And they were set up.

To some degree.

They were set up.

The company was. Not individuals. The company was set up.

I think it will -- I think you will have every question you needed to know about Cracker Barrel and what happened answered.

Glenn's Show Prep

End of Medical Dark Ages: Entrepreneur Predicts When We'll Have Cancer Under Control

The Bubba Effect: Is America headed for collapse?

Transcript

THIS could FINALLY land Epstein’s enablers IN JAIL

Transcript

Are Antidepressants (SSRI's) Worsening America's Mental Health Crisis?

Cracker Barrel's internal crisis EXPOSED

Transcript