RADIOApril 14, 2025

Colossal CEO: Did China's Human Experiments Make the CIA Fund Dire Wolves?

Why did Colossal Biosciences choose to bring back the dire wolf first, instead of the woolly mammoth or dodo bird? And why is does the CIA invest in them? Glenn speaks with Colossal co-founder and CEO Ben Lamm, who explains the dire wolf choice and makes the case that the U.S. must lead in “synthetic biology” technology before China does. Unlike Colossal, which Lamm says is NOT experimenting on humans or even primates, China has already admitted that it’s trying to make smarter humans. So, what kind of experiments is it doing in secret? Lamm also addresses the names of the 2 male dire wolves – Romulus and Remus – and what extinct animal the company plans to bring back next.

Transcript

Below is a rush transcript that may contain errors

GLENN: Ben Lamm, Colossal cofounder CEO. Welcome to the program.

BEN: Hey, thanks for having me back, Glenn. It's good to talk to you.

GLENN: You bet. It's good to talk to you. First of all, I have to show you this picture of George R.R. Martin with the dire wolf. I mean, that's brilliant. That's really brilliant.

BEN: George R.R. Martin, you know, made dire wolves popular in pop culture. Many people think they're a myth. But, you know, they were an American wolf.

They were the largest, strongest American wolf.

You know, we got challenged, you know, working on the mammoth, the Tasmanian tiger, and the dodo, but we got challenged by some of our indigenous partners and the government and a few others. Saying, why aren't you working first on an American species?

Like, why aren't you prioritizing that?

We got a lot of pressure and feedback.

When we got close to it, we were like, well, if we don't bring George R.R. Martin in, he's kind of mean. He's the guy who made them the most popular.

GLENN: You know, it kills me -- I did the same thing. I saw the video of the wolves howling and stuff, and little babies.

And I'm like, oh, they're so cute. They're an apex predator, been gone now for 10,000 years.

Why bring them back?

STEPHEN: So Colossal is a de-extinction and preservation company. Right?

And so we will lose up to 50 percent of biodiversity between now and 2050. And so we need new tools in the fight. Right? We think it's better to have the extinction tool kit and not need it, than not have the extinction toolkit and need it.

And so we're working on all these species. And we started having meetings with MHA Nation, one of the largest tribal groups here in the United States. And they started to give it the feedback that we need to do more for wolf conservation. Not enough going on in wolf conservation. It would be amazing if we could work on something like the great wolf.

So then they started filing it from their oral traditions, that they believe, that the great wolf was the dire wolf. I kind of sat with you -- again, the dire wolf?

So we had these great conversations, and then a few months later, we were in North Carolina.

And we learned that the most endangered wolf in the world, is the American wolf!

The red wolf, there's 15 left.

When you think about Americana, you think about the bison, you think about the bald eagle, and you think about wolves.

It would be a travesty to lose these.

GLENN: Yeah, but wait. But wait, wait, wait.

I mean, I live in -- for half the year in a place that has mountain lions and wolves.

They're both very, very important to have.

BEN: Oh, yeah.

GLENN: But they're also spooky as hell.

BEN: Yeah.

GLENN: You're not talking about -- you're not talking about preserving that species.

You just introduced a species that's been gone for 10,000 years!

BEN: Yeah. We have. And they are in a secure, expansive ecological reserve in the north.

And if they ever go back into the wild. It would be in collaboration with the government as well as some of the tribes. And they would go back on secure private lands. They are to be dire wolves.

I think you're not going to be walking down the street, worried about dire wolves.

GLENN: Yeah. Well, I just know, last time, the government got involved with wolves, it was a Yellowstone, and that didn't work out well for anybody.

BEN: You know, rewilding -- rewilding works, as long as it's done thoughtfully and managed. And the problem is, is sometimes people just get so overzealous on certain sides of the table, that they just go out and buck the patriarchy.

It really needs to be studied. It really needs to be managed. It needs to be thoughtfully taken out. But a lot of times people don't realize that, and they just get overzealous. Right?

And they politicize it.

At the end of the day, losing biodiversity, it should be a bipartisan -- and we really need to save these animals. And so by doing what we're doing, Glenn, we're actually building technology to save animals.

And so we were actually able to clone.

No one is talking about this. This is crazy. We are actually able to clone four red wolves, with more genetic diversity than the existing 15 that are still left in the wild.

That's a 25 percent bump in genetic diversity, that has been gone, you know, for tens -- you know, for over a decade.

GLENN: Okay. So, I mean, you -- you describe your company.

I'm sorry. I love the technology. I love what you're doing. I love the way you think.

It's also terrifying.

BEN: I know. We talk a lot about it.

The last time I talked to you. You asked about the CIA.

But, you know, we fall into a category called synthetic biology.

Right? So being able to use AI in software, as well as able to edit and rewrite genomes, is really critical technology.

It's as important technology as space technology. And other deindustrialized technologies.

And our adversaries are advancing. And we are trying --

GLENN: Let me. Because I -- this is -- like everything now, especially with AI. Any of this -- CRISPR. All of this technology.

You can't stop it. You can't put it back in the bottle. Because others are doing it.

BEN: Correct.

GLENN: What China is doing with this. Trying to breed smarter humans. Stronger humans.

You know, fighters. I mean, it's -- the stuff of Nazi movies.

BEN: That's actually what they said publicly.

So everything you're saying, is what they said publicly.

They said that the sequencing, many humans as possible.

They use COVID as this ruse to pull in as many things as possible. Sequencing them.

Then they say, they are looking for the genes that are making the smartest people. And we are going to engineer people.

That's not even crazy, concerned conspiracies.

They have said that out loud. So what have they not said out loud?

GLENN: Right. Any idea what they haven't said out loud?

BEN: I mean, if you think about what colossal is trying to do, right? We're trying to at least do it.

We don't do anything with humans. Even if we work with the federal government. We have this moratorium, that we're not working with humans. Only animals. We're working -- nonhuman primates. We're only working on species, but we are going to these technologies, and that application to humans, right?

And we are understanding from like a 72,000-year-old scull, what made a dire wolf bigger and stronger. And had a bigger jaw. And stronger muscles. And denser bones. We can now understand that with our technology. And engineer that into our -- being the gray wolf. Right?

So think about that same type of data, applied to humans. Right?

I think you can look at it, as adversarial countries. Advancing in technologies. In a way where they can look at, how can we enhance humans?

For us, we as an American company. That works very closely with the federal government. The Secretary of Interior just endorsed our work. And we work very closely with the Department of Interior.

GLENN: It's not necessarily an endorsement on my audience lines. You should deemphasize that with my audience. Because that's not a good thing.

BEN: It's not what anyone likes.

GLENN: Okay. All right. Yeah. Good for you. Good for you. Yeah.

BEN: I think it's important for us to always be -- Colossal, we're pretty bipartisan. We work with both sides. But I do think it's important to be transparent when things happen. And I think that us as America has to lead in synthetic biology. And Colossal is one of the most --

GLENN: So what is the difference between directed evolution and playing God?

BEN: It's a great question. You asked me this last time, right? I think that we as humans play God quite a bit, right? So I will look at it from an ecosystems perspective. When we overfish the ocean or we cut too much down of the rain forest, we are playing God at some level. When we eradicate species. But now we have these tools and technology that we can bio bank species, protect them, and even bring them back. And I think this will be even helpful for how we balance progress. As well as how we balance protection.

And I think that we need these tools now more than ever. Because we can lose up to 50 percent of all life on earth, between now and 2050, that's the current trend line.

GLENN: So, you know, AI is dangerous.
It's glorious. And horrifying at the same time.

Just depends on, you know, who is using it. And how that thing goes.

And it's judge Elon Musk says, we have to have -- we have to have the singularity, as -- as defined as human computer interface.

So we -- we merge as one.

That's not -- that's something of sci-fi movies.

Do you believe that the genetic editing tech, that you are helping to design, is going to be transferred to humans.

Is there a time that you think, oh, well, that probably has to?

BEN: I think that we will be able to look -- one of the biggest things that Colossal works on is what's called multi-splice editing. Being able to edit multiple parts of the genome, at the exact same time.

Right? And so that's part of what we really, really need to continue to advance these. Most in deep states, specifically one that drives, you know, predispositions to cancer are multi-genic in nature. Right?

So for us, I think it's very, very important to advance those technologies, so that you probably about sickle cell anemia, whether it's CRISPR tools and technologies that are being used to do a single knockout.

But most genes, or most of these are multi-genic in nature.

You have to be able to edit multi-part of the genome.

I think a lot of our technologies will be beneficial long-term, to help us cure any inherent -- that's a good thing!

GLENN: How much of this is AI-driven?

STEPHEN: I think 30 percent of our work, what would be possible without AI.

GLENN: And imagine that number is growing exponentially. I mean, I know our --

BEN: Exponentially -- exponentially.

GLENN: You know, you name the dire wolves Romulus and Remus, and I'm not a mythology expert, but I do know, abandoned at birth, raised by wolves, found in Rome. Yada, yada, yada, but didn't Romulus also kill Remus.

BEN: Yeah. Romulus. Romulus is the big one. They do love each other. So we're hoping that not all of history will repeat itself, right? So we're -- we're pretty -- we're pretty bullish on, it will work out better this round.

GLENN: Okay. Good. Good. So am I, I guess. I mean, I guess I'm rooting for that. All of us are together on that one.

That's a great goal to have.

BEN: We're all rooting for the fall of Rome.

GLENN: What is the next thing that you talk about that we'll tell the world about some day?

BEN: Yeah. So we're making a lot of progress. I think we're on the very cusp of a pretty big breakthrough for the dodo project. Right?

Talk about dire wolves and dodos. You know, we made some updates on the Tasmanian tiger. And other --

GLENN: Can we slow down on the apex predators, just a little bit?

BEN: They're very important. I mean, look, elephants kill more people than wolves. There are -- you have five wolf attacks confirmed in the last 100 years. You have a higher probability of getting struck by lightning, while getting eaten by a shark, than getting attacked by a wolf.

GLENN: No, I know that, but have you ever been in the wild?

BEN: I have been, yeah.

GLENN: The wolf walks up? Terrifying.

BEN: I've actually never been -- I've been very close to wolves, in certain ecological preserves.

GLENN: Yeah, no. I've been on my own land, and a wolf walks out from the bushes, and you're like, oh, dear God. Because they are spooky.

BEN: Yeah. In that way. It's definitely spooky, right?

Mountain lions and wolves personally. But I saw a mountain lion first.

The scariest thing I ever saw was, I was actually in Cape Tribulation in Australia once, and a Castlereagh bird walking out, and that seemed like a living velociraptor. And it was just me.

I was by myself. And I was like, I'm going to die. They are very aggressive.

They're very hard to -- look, living with nature is what we've got. Right? We have to figure out how we do that. In our next species, we probably have a big update on, is the dodo. We're very close to a fundamental step in the dodo resurrection. We don't have dodos. We haven't for a long time, but I do think we're pretty close to a fundamental step --

GLENN: Okay. One last thing. You say that you are trying to help species survive. Because we are going to lose all these species.

Why are you bringing things back like the dire wolves?

Humans didn't have anything to do with the extinction. Why are you bringing those back?

BEN: Well, so anthropologic effects, if you can look at kind of the rapid, you know, Younger Dryas cooling period. Also, compared globally, not just in America, of the rise of anthropologic effects. Early humans did drive a lot of the extinction of Megaphonics here in the United States, as well as globally.

I do think there's a lot of data that is starting to suggest, some of the affects -- of the Dryas Cooling Period. That was a rapid period. That may have had meteorological effects that affected it, right?

So for us, we want to build these. We want to use these technologies, to bring back these species.

So that we can study them.

We can look to re-wild them, if it makes sense. And also pair them to build technology for wolves, right? In the case of the dire wolf. In the case of the mammoth.

And one of the things that no one really talks about is every single week, we get dozens of letters from parents and kids, and pictures of little woolly mammoths and dodos. Hopefully now dire wolves. And people are telling us and teachers are telling us, that their kids are excited about science now.

Right?

And people are getting more and more excited about science. And so if you ask a teacher or a parent about colossal, many of them know.

More teachers than parents know, because kids are telling them in the classroom. And I think we need science now more than ever.

And I think kids are excited about science, through the extinction, while also helping conservation is a really good thing.

Ben, there is no better spokesperson for Colossal, than you. Colossal cofounder and CEO, Ben Lamm. Thanks, Ben, for being on. I appreciate it, God bless.

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.

5,000 missed wires? Epstein bank scandal just EXPLODED

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.

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?

Was the Cracker Barrel Rebrand a SABOTAGE?! - Glenn Beck Reveals what REALLY Happened

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.