alex bitterman design.intelligence
this is alex's online home for design-oriented stuff.Annual Survey Time! Do it. You know you want to.
Calling all FORMER students: It’s time for my annual attitudes and opinion survey! Take it before August 31st at: http://tiny.cc/ICRdA
NYT: ‘39 Steps’: Unlikely Broadway Survivor
Back from a long hiatus to give a shout out to my friend, Arnie:

The cast of “The 39 Steps,” from left: Jeffrey Kuhn, Arnie Burton, Jill Paice and Sean Mahon at the restaurant Angus McIndoe. The show is “an homage to the theater,” Mr. Burton said
By PATRICIA COHEN
The 1,000-watt celebrities have either gone home or on vacation. The enriching revivals from canonical playwrights have finished their runs, and the Tony winners have packed up their trophies. Starting on Monday there will be just one nonmusical on Broadway: “Alfred Hitchcock’s The 39 Steps.” This joyously wacky four-person show has endured cast changes, runs in three different Broadway theaters and a recession, outlasting pretty much every other straight play without the benefit of elaborate sets or well-known stars.
“It has restored my faith in the simple power of the theater,” said Jeffrey Kuhn, who portrays more than 40 different characters in less than two hours, including a vaudevillian named Mr. Memory, a Nazi fräulein in garters, a cop, a marching band, a pious farmer and a traveling lingerie salesman. His colleague Arnie Burton plays another 40.
Directed by Maria Aitken, “The 39 Steps,” now at the Helen Hayes Theater, follows the general outline of Hitchcock’s 1935 thriller of the same name, in which a hapless man becomes entangled in an espionage conspiracy and has to run for his life. Along the way the actors not only send up the film but also make joking reference to dozens of others.
Yet as Mr. Burton says, “It’s really not so much about a spoof of Hitchcock, which it is, of course; it’s really an homage to the theater.” Not the contemporary theater, where mermaids traverse the stage on wheels and gargantuan mechanical sets get bigger applause than the actors, but the nostalgic version that survives on greasepaint and hammy actors. “It’s a valentine to that kind of creativity and imagination, of doing so much with so little,” said Mr. Burton, who has been with the show since its out-of-town run in Boston in 2007 and its Broadway opening in January 2008.
With just a few props that include a table, ladders, several puppet silhouettes and spotlights, the cast members — with the help of about 12 people backstage — ingeniously recreate a chase atop a speeding train, a suspension bridge, a windy Scottish moor, a London theater and a sprawling mansion. (The show won Tony Awards for lighting and sound design.)
Recently Mr. Burton and Mr. Kuhn were having a pretheater dinner with Jill Paice (who plays three characters) and Sean Mahon (who retains his identity as the square-jawed hero throughout). Ms. Paice, who joined in June, is the newest member of the team.
“I was terribly nervous,” she said. The dizzying pace of character and scene changes demands perfect rocket-launch timing. The group of seasoned actors has quickly developed into a tightknit family, Mr. Burton said. In this type of ensemble performance, he added, “the four of us have to work together as a group, and there can’t be any divas.”
Despite the tightly orchestrated production, unforeseen troubles can arise. One evening Mr. Burton and Mr. Kuhn had hurried into a backstage corner to do a quick costume change.
“Jeffrey kept saying, ‘I’m going to be sick, I’m going to be sick,’ ” Mr. Burton recalled, “and then he starts projectile vomiting.”
“Great dinner story,” Mr. Kuhn interjected.
Both men were in the next scene, but Mr. Kuhn couldn’t appear, so Mr. Burton turned their comic dialogue into a monologue (still comic, he hoped). Mr. Kuhn’s standby got into costume, but by the following scene Mr. Kuhn managed to make it back onstage, albeit a bit pasty-faced.
Mr. Kuhn, who joined the cast in October 2008, right after the financial crash, remembered thinking it would be a short-term job because the production probably would not survive the dead days of January. “I still can’t quite figure it out,” he said. “It actually surprised me that it didn’t take the hit.”
Bob Boyett, the lead producer, said the production is close to recouping its $2.2 million investment.
Now into its second year, the play draws in tourists and passers-by who haven’t necessarily seen the Hitchcock movie or read the John Buchan novel on which it was based, or don’t know what to expect after they step inside the theater. Something clicks about 10 minutes into the show, Mr. Mahon said, when the actors begin to construct the jostling train out of four trunks, and the audience realizes what’s going on. In Ms. Paice’s eyes the audience members function like a character in the play. “They determine what type of show it is,” she said, depending on whether they understand the Hitchcock jokes or respond more to the slapstick. Different audiences have different senses of humor.
Mr. Kuhn and Mr. Burton said they do a rough assessment each night when they hear the reaction to the comic precurtain announcement to shut off cellphones. A big laugh and the actors know the audience is game.
A block away from the Helen Hayes is the Bernard B. Jacobs Theater, where Yasmina Reza’s “God of Carnage” has been residing. It is on vacation and is scheduled to resume performances after Labor Day, ending the brief monopoly of “The 39 Steps” on Broadway playgoers. “God of Carnage” also has four actors — though they are all well-known from television and film.
Mr. Burton related that the producers of “The 39 Steps” initially wanted some familiar names, but Ms. Aitken, who had directed the London production, was adamant. “You have to trust me on this,” she told them. And they did.
“It’s a play that’s been able to run a year and a half without a celebrity or a star,” Mr. Burton added. “It shows it can be done.”
Air France

Again, I find myself preaching about airlines! It is simply an outrage that more progress hasn’t been made on the Air France flight 447 disaster. For all we know—people and goddamnit a fucking plane—could still be floating around in the Atlantic somewhere. When I watch the film Titanic, I’m fascinated at how this huge ship could break apart in the ocean. I’m more fascinated that considering that it happened nearly 100 years ago, that the emergency rescue effort was so swift.
How far we’ve come in that hundred years, cell phones, the internet, television, radio, satellites, GPS, Facebook, Twitter, I mean, we are one wired and wireless world. It’s just amazing.
It’s eerily uncanny to me that allegedly, this plane failed and broke up. Therefore, we can assume everyone is dead. Hello? Is everyone INSANE?! Here we have a multimillion dollar/pound/euro piece of machinery. It’s a machine. Machines break, but until we know exactly what happened, we have to assume the best, and not believe the bullshit that some automated computer radioed back to Air France headquarters when no one was looking, or more precisely, when no one really cared. That’s what our grandparents generation would have called “asleep at the switch.” Who knows, maybe the plane did go down, maybe there are survivors, we shouldn’t draw hasty conclusions because of some automated messages that a broken machine sent forward.
I hate flying across the Atlantic. Flying to Europe always happens at night, and when you glance out the window, it’s a dark, cold abyss outside the window. On my trans-Atlantic flights, I often daydream about the horrific “what if” the plane went down? We’d be drifting in the Atlantic, in little yellow life vest, panickedly blowing into the little red tubes on the shoulder, grasping to our seat cushions for safety… if we were smart enough to take them along (you too may have observed that no one on the ill-fated US Airways flight that ditched in the Hudson did)… all this while some techno-savvy controller in some far-away operations center finds our exact location using sophisticated technology that tracks their multimillion dollar piece of equipment, whilst every seafaring vessel in the area makes great haste to get to us survivors before we die of hypothermia. All very Titanic-like.
Only wait… it’s been almost a week. Only 6 ships have made it out to sea to look for our fellow Air France passengers. It’s taken them a long time to get there. There isn’t any controller in a sophisticated operations center, and there is no technology that can track an exact location. Though the technology exists (it’s in my cell phone, my iPod, and my GPS) no one has yet mandated that it be installed in aircraft. Critics claim that the costs are too high. Well I can certainly underst… Excuse me? How high can the fucking cost be? If every aircraft worth it’s salt can pipe in live tv, streaming internet, and phone why the hell can’t it broadcast a telemetric info beacon every few seconds.
beep.
beep.
it’d take less bandwidth than that.
It’s positively shameful that multibillion dollar corporations can invest tens of millions of dollars to research and develop lightweight pallets for cargo transport, but can’t invest a couple thousand to install a GPS device for each plane. So what if no one has yet told them to do it. It’s unconscionable that any airline CEO or COO can sleep knowing that he has made the choice to profit from our peril.
Again folks: I urge you. Vote with your wallet. Demand that airlines consider our safety first. It’s your life, and you only get one of them. Don’t trust it to some corporate profiteer.
Boycott Colgan Air
If you went to Dunkin’ Donuts and stood in line for an hour, only to have a 16-year old clerk serve you misshapen donuts that she dropped on the floor, you wouldn’t buy them would you? What if you heard about that story from your best friend? It would probably make you think twice about going to Dunkin’ Donuts, right?
Why don’t we feel that way about Colgan Air? Probably because we don’t even know what Colgan Air is. Colgan is a division of a company called Pinnacle — they operate “commuter” flights from secondary airports to primary airports for major airlines like Continental, USAirways, and Delta. While the planes are festooned with the corporate banner of their carrier, they are in fact, not part of the larger airline.
According to various commercial pilot accounts, Colgan has a less than stellar service record, and a questionable training program. Colgan has a reputation amongst pilots for penny pinching and cutting corners.
Nowhere is this reputation more evident than in the Continental (read: Colgan) 3407 crash that occurred just outside of my hometown, Buffalo, NY. The pilot for 3407 failed 5 flight tests, and the co-pilot had never de-iced an aircraft! Why would an airline allow for two such poorly prepared incompetent pilots to endanger the 50 lives of passengers on board?!
More importantly, why would YOU fly on an airline that clearly couldn’t give a rat’s ass about your safety? Why is no one outraged? Why has Colgan not been closed down? Why would you continue to book flights with airlines that use Colgan or Pinnacle?
For all of you that wouldn’t get in a car with a drunk driver, or a Greyhound with a driver that failed his driving test (five times!) why on earth would you fly with an airline that employs people that are no better?
Why does Starbucks have to suck so badly lately?
I’m both fascinated and repulsed by corporate culture. I understand the damage that large corporations like Starbucks and Wal*Mart do to the economy and to any local urban fabric, but it’s amazing to me how companies can brand commodity products and experiences, and compel people to buy things that they probably otherwise wouldn’t. So, while I’ve never set foot inside of a Wal*Mart, I do go to Starbuck’s rather regularly, well until recently.
See, this is what becomes interesting, the reason a company can compel people to buy things is because they spend a lot of money branding the product and the environment in which it’s purchased, and in so doing tell a story—a fictitious story—that makes us, as consumers, want to buy something.
Many years ago, I worked at the Gap, and the company spent a huge amount of time training about the features and benefits of their jeans. This was shortly after the Gap (which made a fortune as the largest Levi’s outlet in the world) stopped selling Levi’s. Essentially, they had created a brand with greater equity than Levi’s, and the folks running the Gap (Mickey Drexler, at the time) made a shrewd decision to leverage the equity of the Gap brand name. So I went to endless training sessions to learn all the reasons Gap jeans were better than Levi’s, or Lee, or all the other brands that were out there.
So, long story short, one day, I was stocking jeans on the “floor” as it was called, and I noticed something very peculiar. The jeans looked like normal Gap jeans, they had a Gap label in them, but all the hardware—the little rivets and buttons, which usually was stamped with G A P—belonged to Perry Ellis, a fashion brand that by that time had slipped down the ranks past Lee and Wrangler, right to the bottom of the discount store heap.
Being the industrious young “pacesetter” I was, I bought a pair of the “mistruck” jeans ($29.50, minus my whopping 30% discount) and later that day wandered over to TJMaxx and bought a pair of bottom of the barrel Perry Ellis jeans for $8.99, no discount. In my bedroom, I unpackaged both, and was shocked to lear that the jeans were EXACTLY the same. My world was crushed. All the Gapropaganda that I had come to believe was now called in to question. We were essentially selling $9.00 jeans! It was unethical, but it was also the power of branding. People paid three times the price not because the jeans were any better, but because they believed they were better.
So, fast forward 20 years, I buy Starbucks coffee, not because it’s better, but because I believe it’s better. I’m a sucker for the brand, and I’m willing to pay because for the past 10 years, Starbucks’ service has been impeccable. However, once the economy started to tank, so did Starbucks’ service. I went in today to buy a decaf iced coffee, and was instead greeted by some song and dance about how they don’t brew decaf coffee anymore. I mean, really? Is it so hard to keep a pot of decaf brewing? Does that mean that because I don’t like caffeine, that I don’t like coffee? So, hey, Starbucks, if you’re listening, bring it on! We all know your coffee isn’t any better than the cut rate stuff I can buy at Aldi, so step up the service, and start giving your customers what they want…espresso, not excuses, and make that a decaf please.
Holy Cow
My Design Applications II graduate students made their presentation to the Hertel Avenue community in Buffalo today. Their work was exceptionally well received, so much so, the presentation was featured as the afternoon headline buffalonews.com, and was also featured on NPR-affiliate WBFO, NBC-affiliate WGRZ, and even the afternoon Shred and Regan show on WEDG. What a day!
You can read the whole article from the Buffalo News at http://www.buffalonews.com/home/story/569302.html
Joe Bruno is a crook.
This made my day. For too many years, Joe Bruno and Sheldon Silver have hamstrung New York State, playing dirty politics, and using the government for their own petty gains. We’re all paying the price for this now, and finally, after too many years, Mr. Bruno (at least) is getting his due.
From:

Friday, January 23, 2009, 1:50pm EST | Modified: Friday, January 23, 2009, 2:49pm
Ex-NY Senate leader Bruno indicted
Business First of Buffalo – The Albany Business Review
Former Senate Majority Leader Joseph Bruno was charged with defrauding “the state of New York and its citizens,” in an eight-count indictment released today.
The indictment charges Bruno with mail and wire fraud.
Bruno, in a news conference, called the investigation into his dealings a “fishing expedition.”
“For over three years, I’ve been the target of a ‘get Joe Bruno campaign,’” Bruno said in a news conference today.
Bruno, who retired from the Senate last year after 32 years, was accused in the 35-page indictment of entering relationships with people or companies that had business before the state Legislature and then “concealing, disguising,and failing to disclose the existence and nature of such compensated contacts,” the indictment said.
The indictment alleges Bruno, a Republican, engaged in a “scheme to defraud” by getting paid $3.19 million for work he did on behalf of labor unions and private companies that did business with the state without disclosing that relationship to the Legislative Ethics Committee.
“The state of New York and its citizens paid defendant Joseph L. Bruno a salary for his honest services, but, as a result of the scheme and artifice to defraud, to their detriment, were deprived of such honest services and instead received dishonest services,” the indictment reads.
Federal prosecutors allege the scheme took place from 1993 to December 2006, a period that included Bruno’s tenure as the Senate Majority Leader, one of the three most powerful positions in state government.
According to the indictment, during that time, Bruno was paid for services he provided to two companies and three individuals:
• Wright Investors’ Service, an investment adviser in Milford, Conn.;
• McGinn, Smith & Co., an investment banking firm in Albany;
• Leonard J. Fassler, who was associated with Sage Alerting Systems, Inc. , Microknowledge Inc. , and other firms
• Russel C. Ball, who was assoicated with Roadway Contracting, Inc. , and BB Gardner Management Corp.
• Jared E. Abbruzzese, who was associated with Communication Technology Advisors LLC, and other firms.
Regading Wright Investors’, the indictment alleges Bruno signed a written agreement with the firm on March 1, 1994, that paid him a fee for each client that opened an account at the firm as a result of a referral from Bruno. Wright paid Bruno a total of $1.3 million from 1994 to 2006.
Bruno allegedly contacted 16 labor unions on behalf of Wright suggesting the unions hire Wright. Bruno did this, the indictment alleges, while he “wielded power and influence” over the unions as the Senate Majority Leader.
In August 1998, Bruno became a part-time employee of Wright, but “routinely failed to disclose his status as an employee to union officials he contacted,” as required by the U.S. Securities and Exchange Commission.
A total of 11 unions that Bruno contacted during the time he worked on behalf of Wright became clients of the firm, according to the indictment.
Prosecutors allege Bruno tried to conceal the private work he did on behalf of Wright by falsely claiming his contacts with union officials had been disclosed to the “Senate” Ethics Committee. The indictment alleges Bruno had never asked for nor received an opinion from the Legislative Ethics Committee about the work he did for Wright.
Bruno said today that he was the target of an investigation started by former Gov. Eliot Spitzer.
“Gov. Spitzer spent much of his time as governor challenging me,” Bruno said. “I have had every relationship of my life probed, scrutinized …” Spitzer resigned last year as a result of a prostitution scandal.
Bruno said the U.S. Attorney’s office had to come up with some some charges to justify a three-year investigation that cost millions of taxpayer dollars.
“I broke no laws,” he said. “I’m a businessman. I have a right to make a living.”
Bruno took the position of chief executive officer at CMA Consulting Services in Latham in July, four days after retiring from the Senate. Kay Stafford, who stepped down as CMA’s top officer when she hired Bruno in July, could not immediately be reached for comment.
Stafford, a longtime friend of Bruno’s, gave him her CEO job and became CMA’s president of the computer software development and technology consulting business.
Bruno said he would fight the charges.
“Many of you know my background. I’ve been a fighter,” he said. “I do not plan on changing now.”











