Hot Koehl

When the new and often unexpected come around the corner at me, fear never dominates my reaction, because change presents opportunity.

Anytime things change — at work, at home, in society at large — some part of the board that is your life gets reset. The pieces all go back to starting positions, the scoreboard gets reset to zero. For a brief time, you are on equal footing with everyone else who experiences that change.

For a brief time.

What you do with that starting period determines how that change will affect your life going forward. Some people hole up, deny what’s happening in front of them, and whine about who moved their cheese. These people get left behind, usually left to moan about how the change ruined their life.

I take stock of what I lost due to the change, then quickly proceed to consider as many new routes as I can, because whatever I might have lost is overshadowed by the limitless possibilities of the new game. Figure out what you can do, make a decision, and start moving.

This world moves really fast. You have to learn to embrace, not fear, change. It’s going to come at you whether you like it or not, so get comfortable with it. Once you’ve done that, you must learn how to quickly adapt to the newness, make it work in your favor as much as possible. Use that brief realignment time to get as much of a headstart on everyone else as you possibly can.

I’ve only recently crystallized this process in my own life, and I’ve learned that it helps eliminate fear and stress of change while setting yourself up for wild new success. Once you experience this “success as a result of change” for yourself, you’ll actually embrace change, go looking for more of it. Think about how far ahead of the pack you could get when you’re making turns that others don’t even see yet.

I’ll give you an example wrapped in a prediction. We’re going through a pretty lousy recession right now, and a student of history can see that the government is making many of the same mistakes it did that caused the Great Depression. Things will probably get worse before they get better. Don’t be surprised to find old standby brands replaced with young bloods who handle this torrent of change more effectively. Take a look at the history of these companies around 1930: General Motors, Sears, General Electric, Proctor and Gamble, and Wal-mart.

Change is an inevitable part of life. Accept it, then leverage it, then you win.

After launching Fwd:Vault last month, it’s been a race to add the necessary features and functions to take the service broader. First on the list was more subscription tiers. I launched with just two: free and “unlimited everything.” I did this because, well, it was easy.

Your instinct may be to dismiss my decision as laziness, but hear me out. I built most of the base site with just 1 state: free (remember that unlimited free beta period last year?). That allowed me to — rightly — focus purely on features, functions, bugs, etc. Dealing with subscription tiers at the same time would have clouded everything, slowing everything down and likely leading to more rewriting. Staying focused allowed me to get the cornerstone stuff right before building on top of it.

I applied the same thought process when it came time to offer paid options. The game plan has always been to have three paid options, plus the free account. However instead of initially coding four possible user states, I started with just two: free or paid.

This makes my job as a developer much more focused. There’s a LOT of logic in a service like Fwd:Vault focused explicitly on subscriptions: access permissions, showing/hiding upgrade options, setting quota restrictions, security checks to prevent hackarounds from unscrupulous users. The functionality of almost every page is affected by the user’s free/paying status, and don’t even get me started on the work it takes to process credit cards. You have to be doubly triply careful when dealing with people’s personal data like that. On and on. Getting the basics in place takes a lot of forethought and coding.

So instead of thinking about all this stuff in four dimensions — free, option 1, option 2, option 3 — I can cover most everything in just two — free or paid — and then come back later to fill in the holes for the other tiers.

Complexity is your enemy as a developer. Each task must be as tightly focused as possible. The tighter your focus, the less chance you’ll have to introduce bugs. Adding more later may require rewrites, but they are far far easier than rewriting the big sloppy mess you get when biting off more than you can chew.

With the basic subscription and tier logic in place, it’s a far simpler matter to expand the options out to infinity (though we’ll start with four). Expect to see the new pricing options in a few weeks.

Looking for more to read? There’s a new post on the Fwd:Vault Blog that details the most unobtrusive disk defragmenting process I’ve seen (that I also use for my own systems).

I hear Toyota is contemplating a quick makeover to their current logo and tagline…

Wish I could take credit for it, but at least it comes complements of fellow PSL member Eight Eleven.

Update: I complimented the author Aaron, and the following conversation ensued…

Aaron:
I’m going to end up in a lawsuit with Toyota for sure on this one.

Frank:
As a design firm, what a boon for business THAT would be!

Aaron:
Yeah, I can see the headlines already: “Japanese automaker Toyota files lawsuit against New Jersey based Advertising and Marketing Agency, Eight Eleven Inc., then mid-suit, hires them to execute a new branding campaign.”

Fantastic.

My wife says I’m too much of a cynic. That may be true, but this is one beef that, after 200,000+ flight miles, I simply cannot ignore any longer. Why should anyone suffer needlessly? I spent the last week visiting my sister out in Denver, thus necessitating the need to fly out and back into Philadelphia International (PHL).

I’ve had bad experiences, but after this last trip, I’m going to do everything in my power to avoid this travelers’ hell-hole in the future.

I flew out Monday morning, which is one of the most popular days for business travelers. That’s not necessarily a problem, as these types of travelers are experienced and jump through the check-in and security hoops with relative ease. However, PHL has recently made the genius decision to consolidate their security checkpoints in the various terminals down to a single checkpoint.

Many airlines use this layout, but do so in buildings designed to handle that type of arrangement. The PHL terminals are like unique islands, without one main entry. None were intended to handle all the passenger traffic, so to force everyone go through one is pretty shortsighted. The space they chose, outside Terminal C, can only accommodate 3 scanners, and the inevitable line extends across a walkway back towards baggage claim at Gate C.

To make matters worse, they decided it would be a great idea to break convention by redefining the security lines. Most airports have a separate, faster line for first class passengers and employees. Everyone else gets into a general line. PHL breaks up the “general” line into two subdivisions: “expert travelers” and “newbie/families” (my terms). The difference here? Absolutely none: anyone can get in either line. However the “expert” line layout is shorter, so it typically goes faster, but you can’t see that until you’re in line, since the expert one sneaks around back of the snaking, Disney-ride-like “newbie” line. I learned this the hard way.

Let’s put this silliness in perspective: My destination, Denver International Airport (DEN), has a massive entrance atrium with no less than 12 security positions, and they separate the waiting lines into the usual “Employees/First Class” and “Everyone else.”

I fail to see the efficiency improvement, how about you?

Fast forward to my return flight, which was completely painless up until we landed on the tarmac at PHL, at which time the pilot told us that our gate was “occupied.” He put it best: “I don’t even know what to tell you about that, folks.”

Anyone who’s flown anywhere other than PHL knows that this is a prime situation for a fancy technique called the “gate change.” We were slated to go into Gate C28, but I could see from my window that C27 and C29 were available. I’m pretty sure they can make the same observations from the control tower, seeing as how it’s, y’know, a tower. With huge transparent windows.

Instead, we cruised the tarmac, past untold empty gates, for about 30 minutes. Again to put it in perspective, 30 minutes after my arrival in Denver, I was in the car, out of short term parking, and on on the highway with my sister.

Oh, but they saved the best for last.

If PHL is generally lackluster, they become out-and-out incompetent when it comes to baggage claim. Let’s start with the comparison up front: Denver had my bags on the carousel within 15 minutes, including oversized ski gear. And I had to take a tram to get to the baggage area.

PHL made me wait 70 minutes for my bags.

Let that one sink for a moment.

Fun with math: My entire flight was 3.5 hours, or 210 minutes. That means my bags essentially “flew” an extra 1/3 of the flight I just finished.

It seems almost non-sequitor to even mention the fact that the newly-installed LCD’s over each baggage carousel weren’t updating the flight numbers, instead showing flights from hours earlier. Hey guys, that fancy new technology is only cool if it’s actually working. Oggling flat screens simply because they are flat stopped being cool 5 years ago.

It’s a damn shame that natural market forces are unable to correct this problem-child of an airport. In a sane world, PHL would be bankrupt and/or under new management. Instead, regulation and lack of competition have allowed this wreck of a business to limp along, disappointing passengers and providing a horrendous first impression to Philadelphia visitors. Between this place and Newark, an airport located in South Jersey or northern Delaware would do awesome business.