Underwater communication cables have recently entered the news due to suspicions of sabotage in sensitive regions like the Baltic Sea and the Taiwan Strait. There have even been explicit threats of destruction in the Strait of Hormuz. These cables are a critical part of global communications, and many of them are owned by private companies. The Waterworth project, announced by Meta in 2025, aims to install a 50,000-kilometer cable around the world. Two key questions arise: why are Meta and Google entering a business traditionally handled by others? And why have other major digital companies not followed the same path? The global internet has grown rapidly with the rise of digital communication. During the period from 2020 to 2025, Google and Meta accounted for 23% of the installed bandwidth and 32% of ongoing projects, according to calculations based on data from the Submarine Cable Almanac. This leads to a fundamental question in business theory: when should a company produce for itself ("integration") or rely on the market? This decision often depends on the balance between costs and benefits. On the cost side, integration can tie up resources and add complexity. On the benefit side, it allows for customization and protection from suppliers acting in their own interest. When there are many suppliers and the need is not highly specialized, integration is usually not necessary. Typically, vertical integration is seen as an exception rather than a rule, and it happens when a specific investment is needed to prevent a supplier from gaining too much control. What makes Meta and Google stand out in this context is their unique approach to content delivery and revenue generation. Both companies provide personalized content in real time through user-specific feeds, based on current events and searches. Their revenue comes from self-service advertising platforms. This personalized feed must be updated constantly and delivered with minimal delay. Any slowdown could reduce user engagement. To deliver targeted ads effectively to billions of users, they need a network with stable latency and high resilience. Ownership of the cables could provide them with greater control, allowing them to prioritize their data traffic and use proprietary protocols that integrate with their data centers and computing infrastructure. Their reputation for having advanced computing systems supports this view. Other major digital companies, like Netflix, Amazon, and Microsoft, have different needs that make cable ownership less critical. Netflix can store video caches in data centers near its users, reducing latency. Similarly, Amazon and Microsoft can serve users located near their data centers, which also minimizes delays. These companies can meet their communication needs through long-term cable leases from third parties. In contrast, Meta and Google's latest cable projects suggest a focus on resilience. Traditional communication routes pass through bottlenecks in the Northern Hemisphere, such as the Suez Canal, the Strait of Hormuz, and the Taiwan Strait. Meta's Waterworth project and Google's network routes avoid these traditional bottlenecks by using alternative paths, such as through Brazil, South Africa, and Australia. These new routes create a more resilient global network that is less dependent on politically sensitive areas. These projects reveal a growing trend toward the privatization and concentration of resilience in global communication infrastructure. Meta and Google, due to their size and business models, are more likely to invest in projects that would not be profitable for traditional operators. These new routes can benefit all users by reducing vulnerability to bottlenecks. However, the diversification of routes also leads to a concentration of ownership of alternative paths, creating a new form of dependency. Without alternative suppliers, the question of building a resilience market remains unresolved. The submarine cable market, therefore, serves as a microcosm of the challenges posed by the potential militarization of digital infrastructure, highlighting the mechanisms at play and the strategies needed to address them.