As I came to know some of the radio commentators, I was impressed by the skill with which some of them dug the germ of the news out of the ruck and got it over to their listeners. After Cedric Foster left Hartford for Boston to take over his spot on Mutual, he made it a habit to call his old friends for their slants on spot news. My experience with Admiral Reeves having taught me to delve for fundamentals in strategy and tactics, I was able to give Cedric some slants on the progress of the war. I was always impressed by the way in which he put his finger on the key items and summarized the situation succinctly and competently. Our rate of production was largely dependent upon things outside our control. Both Army and Navy made contracts with us and each administered his own business in his own peculiar way. Each maintained a staff of inspectors at our plants, men who sometimes liked to show their authority over us and to put each other on the spot. Each specified the accessories to our equipment according to his own fancies, and even specified details. On this matter of accessories, the British and French had their own ideas, and in some cases these differed from either Army or Navy. A single model of our engine might have as many variations as there were customers to buy them or airplanes in which to install them, and the permutations and combinations ran into complications of all sorts. In an effort to correct some of this, I used the delivery schedule as a lever. I agreed to accept their fantastic schedules _in toto_, provided three requirements were met: First, one of the services would handle all contracts for our company and administer them for all the others; second, all the services would standardize their accessories and attachments as well as their specifications so as to simplify models; third, the service administering the contracts would require its inspectors to do all those reasonable things intended to expedite deliveries according to the terms of the contracts and its specifications, rather than operate as an obstacle. To the degree that any or all of these requirements were not met, we now submitted delayed delivery schedules to correspond with each degree. Under this pressure, the services agreed to divide the two engine companies; Pratt and Whitney became the charge of the Navy.