At first, I didn’t know what to make of Charles Vigliotti. You seldom hear the words “wealthy” and “composter” strung together. But as he explained his roundabout path to the energy sector, I began to sense Vigliotti’s commitment to solving some serious environmental problems, even as he lined his silky pockets.
After city landfills began closing in the 1980s, Vigliotti found he was spending too much money directing waste out of state. He began to move away from the trash business and in 1991 established with his brother Arnold a compost company in Westbury, N.Y., that transforms Himalayas of landscape debris — grass clippings, leaves, wood chips — into millions of bags of lawn and garden products. Business was good, but Vigliotti remained restless. In 1999, he opened a compost site in Yaphank, where in 2008 he began dabbling in food waste, mixing scraps from a Whole Foods Market and a small-batch won-ton manufacturer into his formula for potting soils. At this point, Vigliotti wasn’t thinking of food waste as a renewable energy source or a way to reduce the city’s far-flung garbage footprint or greenhouse-gas emissions. It was simply a way to take in more volume and thus make more money.
At the New York Times Magazine, Elizabeth Royte reports on “compost king” Charles Vigliotti, chief executive of American Organic Energy, who has a vision for the future: transforming the food waste of New York City into clean energy — and a profit.
“I think it’s coming along,” said Tim, “though we expect—” “I think it sucks!” said Jobs.
His vehemence made Tim pause. “Why?” he asked, a bit stiffly.
“It just does.”
“In what sense?” said Tim, getting his feet back under him. “Give me a clue.”
“Its shape is not innovative, it’s not elegant, it doesn’t feel anthropomorphic,” said Jobs, ticking off three of his design mantras.
“You have this incredibly innovative machine but it looks very traditional.” The last word delivered like a stab. Doug Field and Scott Waters would have felt the wound; they admired Apple’s design sense. Dean’s intuition not to bring Doug had been right. “There are design firms out there that could come up with things we’ve never thought of,” Jobs continued, “things that would make you shit in your pants.”
–An excerpt from the 2003 book Code Name Ginger, the story behind Dean Kamen’s Segway scooter. Steve Kemper recounts the time Kamen introduced his invention (code-named Ginger) to Steve Jobs and Jeff Bezos. They immediately foresaw problems with the product. (via The Browser.)
Failure stories come in two distinct flavors: “We almost had it all!” and schadenfreude. At VentureBeat, Harrison Weber’s tale of Google’s suspended project to build a modular smartphone is distinctly of the first type. It channels the excitement of the people who tried to make it happen — and the wistfulness of those who find it hard to let go. More than anything else, though, it shows how hard it to translate a cool, lightbulb-moment idea into a viable product.
“I had an old camera that I broke and I couldn’t really fix it. So I took it apart and I noticed all the components were still pretty good, except for one thing.”
“I thought: Isn’t that weird that we throw everything away just because one part is broken?” said Hakkens.
“At first, I wanted to make a phone that lasts 100 years. But then I realized, I kind of like technology — that it evolves, that it gets better. The only downside is that after it gets better, we throw everything away. I started looking into it, and it generates a lot of e-waste… I mean now we have some devices, but in the future it’s thermostats, fridges, microwaves — everything will be connected. So what if a chip breaks in your fridge? Do you just throw the entire thing away?”
The Phonebloks story spread like wildfire. Gadget blogs covered it en masse, hordes of supporters signed up to support, tweet, and share the idea with a viral marketing tool called Thunderclap, and developers fired back, saying it couldn’t be done — that it was impossible to build. Perhaps they had a point.
I can do nothing more than share this with you and pray that saner minds will prevail. This is beyond right and wrong; it’s about the principles we hold dear in this democracy. Recently a “friend” — whose face I’ve obscured to protect his privacy and right to free speech, however vile — posted this on Facebook: Read more…
What happened inside the Latitude Society? In September, we featured a Longreads Original by Rick Paulas, “‘We Value Experience,’” which told the story of artist/entrepreneur Jeff Hull and his group’s attempts to build a sustainable “secret society” in the Bay Area. Paulas has shared the following postscript on what happened after his story about the group went public.
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Five days after my article went up at Longreads (“’We Value Experience’: Can A Secret Society Become a Business?”, 9/24/15), visitors to The Latitude’s website were met with the following prompt:
“On account of its federal status [as a Schedule I drug], most big law firms don’t want to touch weed,” [attorney Amanda] Connor explains. “Ethically, lawyers aren’t supposed to give advice about illegal activities. Major firms are afraid to lose clients.” Her boutique firm may be the only one in the country that takes marijuana providers through the entire byzantine process, from licensing to opening a shop.
Another renegade is Boulder, Colorado-based marijuana tax law attorney Rachel Gillette. She recently sued the IRS—and won—on behalf of a client who was denied an abatement of a 10 percent penalty for paying his taxes in cash. But cash was the only option: Because of federal law, marijuana enterprises deal only in cash, as banks shun them. “It’s a difficult situation for many marijuana businesses, with regard to banking,” says Gillette. “Most banks do not take marijuana business accounts, even in states where it is legal. They can’t afford the compliance cost. It’s too risky.” So far, Gillette has been the only marijuana attorney to beat the IRS on this issue.
—Gogo Lidz, writing in Newsweek about how female medical personnel, scientists, strategists and investors are advancing America’s booming weed business and rapidly shifting it from a male dominated industry.
Since the early days, the Dead have also grown into a corporation and an independent record company with well over thirty people on the payroll. Their hardcore San Francisco audience may still be locked into a 1967 consciousness, but the Grateful Dead operation is Big Business and strictly 1974. Why, Weir and Garcia have even been known to sport Nudie suits on stage every now and then.