One of the earliest settlers in Chicago, John Kinzie, illegally held a man as a slave who ultimately ran away. Kinzie then sued him in Louisiana to get him back:
In 1804 John Kinzie moved into the old DuSable cabin on the north bank of the Chicago River and began trading with the local Native tribes. Thomas Forsyth Jr, his half-brother, was in business with him. That spring the partners took on an indentured servant named Jeffrey Nash.
Sometime after the 1804 indenture was instituted, Forsyth took Nash there. And sometime later Nash ran away. He eventually made his way to New Orleans, married, and started a family.
The traders were not about to let Nash go. In 1813 they began proceedings in Louisiana to get him back. The case was labeled Kensy (sic) and Forsyth, plaintiffs v. Jeffrey Nash, defendant.
Now the plaintiffs claimed that Nash was not a free-born servant under indenture, but actually their slave. Residents of Peoria had recognized Nash as Forsyth’s slave. Nash himself was said to have admitted being a slave, and had run away when Forsyth broke a promise to free him. The traders also produced a bill of sale transferring the slave Nash to them, dated September 5, 1803.
However, the Northwest Ordinance of 1787 banned slavery from the territory that would eventually become Ohio, Indiana, Michigan, Illinois, and Wisconsin. The only exceptions were for persons convicted of a crime, or fugitive slaves escaping from a slave-holding state. Nash did not fall under either of these categories. Therefore, the court found in his favor. He would remain a free man.
The road in downtown Chicago named after Kinzie was the locus of the biggest disaster in city history.
We have a deployment at work tonight at 5pm (because in financial firms, you always deploy at 5pm on Friday). Fortunately, we've already done a full test, so we're looking forward to a pretty boring deployment tonight.
Fortunately, we have the Internet, which has provided me with all of these things to read:
Back to planning for next week's post-deployment fixes.
I'm about to go home to take Parker to the vet (he's getting two stitches out after she removed a fatty cyst from his eyelid), and then to resume panicking packing. I might have time to read these three articles:
Moving tomorrow. I just want this to be over...
Oh, Sears. You've come to represent much that is wrong with American corporate culture, especially a CEO who embodies the Dunning-Krueger Effect with every syllable he utters.
Crain's Joe Cahill argues that Eddie Lampert, while Sears' proximate cause of death, didn't act alone in its murder:
There's no denying the hedge fund mogul who thought he knew more about retailing than the retailers made critical errors that turned Sears' struggles into an inexorable decline. But Sears started down the wrong path long before Lampert appeared. And its sad fate isn't so much a story of operational missteps as one of missed opportunity. In short, Sears chose to imitate Walmart when it should have tried to pre-empt Amazon.
Like so many established companies threatened by newcomers with innovative business models, Hoffman Estates-based Sears tried to beat the interlopers at their own game, rather than looking ahead to the next big thing. The company that recognized the potential of railroads to support a nationwide retail operation and foresaw that postwar suburban sprawl and shopping malls would redefine retailing for a new generation failed to appreciate the implications of internet technology for the industry it dominated for more than a century.
As for Lampert, he showed no better vision than his predecessors. When he took control of Sears by merging it with Kmart, the combined company still had an opportunity to carve out a strong presence in e-commerce. Amazon had already emerged as the leading internet retailer, but with $8.49 billion in 2005 revenue, it was one-sixth the size of Sears, and barely profitable.
Meanwhile, two other Crain's stories outline the thousands of other victims of this crime: the company's pensioners and all of the malls about to lose their anchor tenants.
Press reports reckon the company has less than 48 hours to live.
Anyone who has traveled from the US to Canada or Europe notices quickly that their transit systems simply work better. Londoners may moan about the Tube, but one can get from any part of Greater London to any other at almost any time of day using trains or buses.
Writing for Citylab, Jonathan English explains why and how the rest of the world got it right and we got it so very wrong:
[T]o briefly summarize: Transit everywhere suffered serious declines in the postwar years, the cost of cars dropped and new expressways linked cities and fast-growing suburbs. That article pointed to a key problem: The limited transit service available in most American cities means that demand will never materialize—not without some fundamental changes.
Many, though not all, major cities in the U.S. have a number of rail lines radiating out of their centers. Most of them are only used by freight or a few commuter train trips a day. It’s a huge, untapped resource. There’s no reason why those railway lines can’t be turned into what are effectively subway lines—high-capacity routes that allow people to get across the city quickly—without the immense cost of tunneling. In Europe, what we usually call “commuter rail” operates frequently, all day, and cost the same fare as other local transit. That’s the difference between regional rail and commuter rail. A transit system with service that is only useful to 9-to-5 commuters to downtown will never be a useful one for most people.
Fares need to be low enough that people can afford to take transit. New York City will soon join other cities like Tucson and Ann Arbor in having discounted fares for low-income people. That is important to make transit accessible to everyone. But fair fares isn’t just about keeping fares low. It’s also about eliminating arbitrary inequities. People shouldn’t have to pay a transfer penalty or a double fare just because they switch from bus to rail, transfer between agencies, or travel across the city limits. A transfer is an inconvenience—you shouldn’t have to pay extra for it.
Fares should be set for the convenience of riders, not government agencies. A trip of a similar distance should have a similar fare, regardless of whether it’s on a bus or train, or if you have to cross city limits. Commuter rail shouldn’t be a “premium service” that only suburban professionals can afford.This is the kind of unfairness that infuriates people and drives them away from transit.
Chicago, by the way, has contemplated a regional farecard system for decades. Maybe someday...
Crains is reporting this morning that Sears has hired bankruptcy advisors and could file in the next couple of days:
[S]taffers of the advisory firm, New York-based M-III Partners, have been observed at the troubled retailer's Hoffman Estates headquarters in recent days. Sears, meanwhile, continues to evaluate other options that could still avert a trip to Bankruptcy Court.
Separately, Sears added restructuring expert Alan Carr to its board of directors as the company faces critical debt repayments and looks to overhaul its borrowings, the company said earlier today.
Carr is CEO of restructuring advisory firm Drivetrain and has over 20 years of experience with financially distressed companies as both an investor and an adviser, according his firm’s website. Before his current role, he was a distressed-debt and private equity investor at Strategic Value Partners.
Thank you, Eddie. You've done a man's job killing one of Chicago's oldest brands.
The U.N. Intergovernmental Panel on Climate Change released an alarming new report this weekend:
The world stands on the brink of failure when it comes to holding global warming to moderate levels, and nations will need to take “unprecedented” actions to cut their carbon emissions over the next decade, according to a landmark report by the top scientific body studying climate change.
With global emissions showing few signs of slowing and the United States — the world’s second-largest emitter of carbon dioxide — rolling back a suite of Obama-era climate measures, the prospects for meeting the most ambitious goals of the 2015 Paris agreement look increasingly slim. To avoid racing past warming of 1.5 degrees Celsius (2.7 degrees Fahrenheit) over preindustrial levels would require a “rapid and far-reaching” transformation of human civilization at a magnitude that has never happened before, the group found.
Most strikingly, the document says the world’s annual carbon dioxide emissions, which amount to more than 40 billion tons per year, would have to be on an extremely steep downward path by 2030 to either hold the world entirely below 1.5 degrees Celsius, or allow only a brief “overshoot” in temperatures. As of 2018, emissions appeared to be still rising, not yet showing the clear peak that would need to occur before any decline.
Overall reductions in emissions in the next decade would probably need to be more than 1 billion tons per year, larger than the current emissions of all but a few of the very largest emitting countries. By 2050, the report calls for a total or near-total phaseout of the burning of coal.
Meanwhile, the next person to regulate the coal industry in the U.S. will likely come from the coal industry.
As in, "nice work, Dutch military, for unraveling a GRU operation and blowing 300 GRU agents worldwide:"
Dutch authorities have photographs of four Russian military intelligence (GRU) operatives arriving at the Amsterdam airport last April, escorted by a member of the Russian embassy. They have copies of the men’s passports — two of them with serial numbers one digit apart. Because they caught them, red-handed, inside a car parked beside the Organization for the Prohibition of Chemical Weapons in The Hague — the GRU team was trying to hack into the OPCW WiFi system — Dutch authorities also confiscated multiple phones, antennae and laptop computers.
On Thursday, the Dutch defense minister presented this plethora of documents, scans, photographs and screenshots on large slides at a lengthy news conference. Within seconds, the images spread around the world. Within hours, Bellingcat, the independent research group that pioneered the new science of open source investigation, had checked the men’s names against several open Russian databases. Among other things, it emerged that, in 2011, one of them was listed as the owner of a Lada (model number VAZ 21093) registered at 20 Komsomolsky Prospekt, the address of the GRU. While they were at it, Bellingcat also unearthed an additional 305 people — names, birthdates, passport numbers — who had registered cars to that very same address. It may be the largest security breach the GRU has ever experienced.
That's a great way to fight back: exposure. This is an example of the integrity and ingenuity which almost led to the Dutch controlling the world instead of the British way back when.
The Petaluma*, Calif., based company, which has a major production facility here in Chicago, laid off 12% of its workforce:
The workforce reduction will affect every department in the company, which operates a production plant in Chicago and a taproom in Seattle, CEO Maria Stipp said in a prepared statement. Lagunitas employs about 900 people at its Petaluma headquarters, which will take the brunt of the more than 100 layoffs.
The decision to downsize comes 17 months after Dutch brewing giant Heineken International acquired full ownership of the homegrown brewery company, which has long been a supporter of local nonprofits through beer donations and fundraisers at its Petaluma taproom.
The layoffs were not wholly unexpected given cutbacks at other craft brewers with growth slowing in the estimated $26 billion-a-year U.S. craft sector. The sector had incredible growth in recent years, with production rising as much as 20 percent annually as recently as 2014. But in recent years the increases have been in the low single digits.
Who could have predicted that Heineken would want profits more than protecting its workers?
*Petaluma is a million times better than its sister city, Megaluma.
After Eddie Lampert refused to advance any more cash to his failing retail chain, Crain's editorial board concluded Sears may be about to file for bankruptcy protection:
Tracking the slow-motion collapse of what used to be Sears Roebuck has been sort of like watching a glacier melt: You know it's happening, but it's tough to detect it with the naked eye. That is, until a Delaware-size chunk breaks off, which is what happened when the once-giant retailer recently unveiled a "liability management" plan crafted by Sears Holdings' CEO and largest shareholder, hedge fund tycoon Edward Lampert.
Of course, Crain's has lovingly maintained a decades-long tradition of predicting Sears' demise, and there's no telling if or when the company might ever seek bankruptcy protection. But bankruptcies, like avalanches, tend to happen quickly once they're triggered, and it's difficult to see how Sears can maintain its current course—shredding roughly $1.5 billion in cash each year to fund its business operations—without something big giving way, and suddenly.
We shall see. Whatever happens, it's almost a crime. But I've been saying that for years.