To Marconi, however, the greater risk lay in not making the attempt. He recognized that from a commercial standpoint his company was inert. He had amazed the world, but the world had not then come rushing to place orders for his apparatus. In the public view, wireless remained a novelty. Marconi saw that he had to do something big to jolt the world into at last recognizing the power and practicality of his technology.
That his plan might be impossible did not occur to him. He
He recognized, however, that to achieve his goal he needed help. Winding wire to produce an induction coil capable of signaling thirty feet was one thing, but building a power plant capable of sending a message thousands of miles was something else altogether. For this he needed Fleming.
At first Fleming was skeptical, but by August 1899, after studying the problems involved, he wrote to Marconi, “I have not the slightest doubt I can at once put up two masts 300 feet high and it is only a question of expense getting high enough to signal
To better evaluate what it might entail, as well as to arrange another publicity event—coverage by wireless of the America’s Cup race off New York at the request of the

ON ARRIVAL MARCONI WAS THRONGED by reporters, who were startled by his youth—“a mere boy,” the
Marconi and his colleagues checked into the Hoffman House at Broadway and 24th Street in Manhattan, opposite a deepening triangular excavation that was soon to become the foundation of the Flatiron Building. They had just begun unpacking when the hotel’s steam boiler, in the basement, exploded. A frightened guest blamed it on Marconi and his mysterious equipment. To quash the guest’s concern, Marconi’s men opened their trunks to reveal the quiescent apparatus within—and only then realized that the most important trunk was missing. Without the coherers it contained, Marconi would be forced to cancel his coverage of the America’s Cup. His confident predictions of success had received a lot of attention from newspapers in America and abroad. His failure, with the weak excuse of lost luggage, would get at least as much publicity, perhaps even cause the price of his company’s stock to slide and thereby eliminate any hope of paying for his transatlantic experiment.
Ordinarily Marconi’s demeanor was cool and quiet. As the
His men calmed him. Bradfield and another assistant raced back to the wharf by horse-drawn cab to try to locate the trunk but failed. They returned to the hotel, no doubt fearing another outburst from their employer.
Now Bradfield remembered that on the day their ship left Liverpool, another liner also was scheduled to depart for America, but for Boston. He wondered if just possibly the trunk had gotten on the wrong ship. A reporter for the
He found it, and Marconi’s coverage of the yacht race, between the famed

DESPITE HIS SUCCESS, on November 8, 1899, when Marconi was scheduled to return to England, he had no new contracts to show for his effort. He had hoped to win the U.S. Navy as a customer, and while in America he had conducted a series of coastal trials, but the navy balked. Its report on the tests listed a host of speculative reasons to be wary of wireless, including this one: “The shock from the sending coil of wire may be quite severe and even dangerous to a person with a weak heart.” Also, the navy’s observers were peeved by Marconi’s refusal to reveal his secrets. He allowed them to examine only certain components. Others, the navy complained, “were never dismantled, and these mechanics were explained in a general way. The exact dimensions of the parts were not divulged.”
Far from being discouraged, Marconi arranged for yet another experiment, this one to take place during his voyage home aboard the
The ship’s owner, the American Line, agreed to allow Marconi to equip the vessel with wireless and to rig an antenna high above deck. Marconi planned to begin transmitting from the ship to his stations at the Needles and Haven hotels as the liner approached England, to see how far from shore messages could be received.
As Marconi’s assistants adjusted their shipboard equipment, Marconi demonstrated a paradox in his personality. Though he could be blind to the social needs of others, he also was able to command the allegiance of men older and younger and, as quickly became evident aboard ship, exuded a charm that women found compelling. One young woman, recalling the first time she met Marconi, said, “I noticed his peculiar, capable hands, and his rather sullen expression which would light up all at once in a wreath of smiles.” He was said also to possess a dry humor, though occasionally it emerged heavily barbed. During one experiment, frustrated with the keying skills of an operator, Marconi asked via wireless if that was the best he could do. When the man replied that it was, Marconi fired back, “Well try using the other foot.”
The
As the
On Tuesday, November 14, 1899, the new managing director of Marconi’s company, Maj. Samuel Flood Page, arrived at the Needles station on the Isle of Wight to observe the experiment. Jameson Davis, who several months earlier had retired from the post as planned, also came.
They calculated that the
Flood Page returned to the instrument room at dawn as the sun began to bathe the Needles, a spine of chalk and flint sea-stacks from which the Needles Hotel took its name. “The Needles resembled pillars of salt as one after the other they were lighted up by the brilliant sunrise,” Flood Page wrote. Marconi’s men watched for ships to appear in the haze off the coast. “Breakfast over, the sun was delicious as we paced the lawn, but at sea the haze increased to fog; no ordinary signals”—meaning optical signals—“could have been read from any ship passing the place at which we were.”
They saw no sign of the
