Movies I watched in 2024

I watched a lot of movies this year: 128 of them to be exact and 74 of those were ones I watched for the first time (or first time in a long long time).

I’ve never watched this many movies in a year before. Before, if we watched a movie at home, it was likely one of a few dozen that we’ve seen countless times. On mostly a lark, after the last year Oscar nominations were announced, Meghan and I made a point to see how many of the feature-length nominations we could make it through before the actual ceremony. With all the caveats that there is a world of cinema beyond the subjective popularity contest that are award shows, it was an easy way to watch a lot of good movies we otherwise wouldn’t and take the “oh what should we watch tonight?” guesswork out of a night’s viewing. We made it through half of them, mostly skipping some of the darkest of the dark ones out of need for escape.

After that and watching many more movies last year, the biggest thing I’ve learned is that I’ve yet to watch a movie that didn’t make some mark on me. The mark didn’t have to be some soul-changing alteration — and many times it was simply a new example of “not everything is made for me” — but even deciding what I enjoyed or didn’t, took away from a movie or didn’t, or what landed or what missed told me more about what movies mean to me, or what a movie could be.

This has shifted the goal from picking the “perfect” movie — highly rated, mass-market appeal, familiar names, etc — with a very likely outcome of being a movie we’d enjoy for the usual reasons, to picking any movie and letting it tell me what it wants to tell me about movies and moviemaking. The joy is I’ve seen a lot of things I would have never seen and, in nearly every case, I got something out of it I wasn’t expecting.

Some of the highlights from the past year:

High and Low (1963, dir: Akira Kurosawa): While taking place in mid-20th century Japan, this movie still had the familiar layers and deeply human characters of his samurai movies (Rashomon and Seven Samurai are 2 of my favorites). The movie had suspense and mystery and moments of deep sadness that Kurosawa’s other movies possess, but set in a modern city with a very modern plot (eg, drug use, ransom notes, telephone games) while still presenting humans in their all their high and lows (no pun intended, I think) made this one one of the highlights of the year.

Do the Right Thing (1989, dir: Spike Lee): Ashamed to admit that this is the first Spike Lee movie I’ve sat down and watched in completeness and all I can say is that I’ve missed out. Set over the course of a single day in a neighborhood in Brooklyn, you feel as if you are watching a curated set of vignettes of what life is like from different people with different backgrounds in different stations in life each trying to do what is right but doing, like we all do, switching between seeing the humanity of each person and the “category” of person depending on who is around and what is at stake. I loved it.

Aftersun (2022, dir: Charlotte Wells): This one is a movie Meghan and I watched on a small hotel room TV in Copenhagen after a long day of walking on a just-me-and-her vacation without kids. The movie features a dad (Paul Mescal) and his daughter (Frankie Corio) on a vacation where the child captures, often on an old VHS recorder, a human who is also a father who is also a provider who also has anxieties about other people, money, who strives and fails and succeeds in being a good father. This one stuck with me as as a parent I’m often fixated on doing the “right” activities as I want to believe that’s what children will remember, but what I remember from my own family vacations is the dynamics of 4 humans stuck in a station wagon or a hotel room or wherever, and childhood memories are unpredictable in what they’ll capture.

Raising Arizona (1987, dir: Joel Coen): This is not a new movie for me but I re-watched it recently as part of reacquainting myself with Nicolas Cage’s character H.I. McDonnough as part of a Halloween costume and it’s possibly my favorite Coen Brothers movies. The writing is sharp, the plot is ridiculous, Nicolas Cage and Holly Hunter are perfect, the set design, costume design, and cinematography pull together in a way to make this a peak comedy that I’d watch again and again.

Mishima: A Life in Four Chapters (1985, dir: Paul Schrader): I randomly pulled this one off the (digital) shelf one night, knowing nothing about it and I was blown away. The plot is about the life of Japanese author Yukio Mishima, as shown through the lens of 4 different novels he wrote, each with their own colors and tone. Mishima himself was a complicated and problematic man, which made each scene have a tension beyond the simply push-and-pull on the screen. This was also one of the purely pretty movies I’ve seen. I watched it solo and made a point to rewind and show specific parts (the temple scene in the beginning!) to Meghan just because it was good enough to share. The ending (not spoiling anything) was haunting and felt like an appropriate ending for that life lived that way.

These were just a few highlights of movies and moviewatching for the past year. I look forward to watching a lot more in 2025 — there’s a big world of cinema out there.

A few Copenhagen spots

This past July, we spent a few days in Copenhagen. A coworker (Fatih!) asked for a few tips, and since I wrote them up in Slack, I figured I’d copy and past them here for more permanence.

Louisiana Museum of Modern Art: It’s about an hour train ride north of the city but well worth it. Beautiful grounds, nice collection of modern art. Great food too.

Tivoli Gardens: Our hotel opened up into the park and while we didn’t ride any of the rides, just walking around was really nice. We grabbed a hot dog and a beer one afternoon for a late lunch and that was really pleasant.

Reffen: We biked out here to a giant permanent street food area on the water. Great place to sample all sorts of different cuisines, and then grab a drink and sit by the water. Younger crowd but it was a very fun vibe.

La Banchina: Daytime spot that is a little bakery that sells bread and natural wines and champagne. The cool thing about this place is they have a swimming spot behind it so people are swimming in the ocean while you sit and enjoy your bread.

Barr (restaurant): Probably the best meal we had in Copenhagen. We did the wine and beer pairings, and the service was outstanding.

And you must try smørrebrød somewhere — we went to Møntergade downtown, and it was a slightly classier lunch spot (lots of business people in there while we were). The waiter was also very welcoming and was happy to explain things to us, give suggestions, and answer questions.

Software I gladly pay for

I always enjoy reading about software that people will actually choose to pay for and endorse, so here’s some of mine.

Deliveries: We probably buy more than we should over the Internet, but this helps us track what’s coming and when. The bonus feature that I enjoy is the calendar syncing that add arrival dates so I can see when things are coming out at a glance. It has some fiddly bits, like a couple of the delivery services don’t expose an API Deliveries can hit to automatically update but being able to manually set delivery dates is a decent workaround.

Flighty: If you travel a lot by plane, Flighty can you help stay up to date with all the connections, delays and flight times in one polished app. This past summer, we did a multi-week, many-many flight trip to the East Coast, Amsterdam, and Copenhagen, with connections galore and this app was my go-to. It knew about delays sooner than the boards at the airport in some cases, and had lots of extra info about flight ETAs that were fun to know, like how long you taxied for. Another bonus: it syncs with your calendar (if you’re noticing a theme…) which would auto-update as flights moved or got rescheduled, leaving one less thing to think about before travel.

Timeshifter: With that same big trip, jet lag was a concern and this app was truly clutch. You enter in your flight information and sleep patterns and it gives you a regimen of when to seek and avoid light, when and when not to drink caffeine and other tips leading up to the trip. We followed it fairly well, but not perfectly, but landed in Amsterdam after an overnight flight feeling adjusted and honestly had no noticeable jet lag for the trip.

Macrofactor: I saw a trendline on my weight earlier in the year that I wanted to reverse so I pulled out a calorie tracking app (again) to attempt to lose some weight (again). In reading about nutrition, I saw Macrofactor pop up a few times. This app works by “simply” taking the number of calories you take in, looking at how your weight changes over the previous week and using that to figure out how many calories you typically burn. It then spits out some calorie goals for the upcoming week. Best of all: it’s the first weight management thing I’ve done that’s ever worked, and I learned a lot about nutrition along the way.

Raycast: I’ve shied away from using the Spotlight-esque apps over the years but decided to give Raycast a go. I use it probably a few hundred times a day now. It has simplified logging into my next Zoom meeting, rearranging the windows on my desktop, gives me a more useful calculator and unit conversions tool, and the quick links make it so much faster to go to the same 3-4 URLs I go to during the workday.

YNAB: Having a budget gives me a great peace of mind and YNAB works perfectly for me. It’s a more powerful version of the envelope system of budgeting (“give every dollar a job”) and it’s nice to see how our spending breaks down and how particular goals trade-off. We’ve been using it for our budgeting software since 2017 and I’m positive money would be a greater source of stress if it were not for YNAB.

These are a few of the daily go-tos, and is undoubtedly an incomplete list, but these are the few I rely on and willingly pay money for.

Week Roundup: 2024-09-02

Fogwall over the bay, Aug 28

Today is Labor Day and due to a work perk (a Friday off every month), I am on day 3 of a 4 day weekend. Often weekends are a bust as far as moving anything forward, but we got some good stuff done this weekend.

Around the house

Cleaned out the whole garage! Ezra was biking in the driveway and while I was out there, I started to clear off the workbench that had been buried in “things that need to go elsewhere.” When the bench was clear, I kept going. And by the end of it we had a swept, tidy (well, tidier) garage with a small pile of things to throw away or donate. The notable find: a slightly expired MRE (meals-ready-to-eat) package. The kids sampled a cookie that probably taste stale when it was “freshly” baked, and found it passable.

On Saturday night, we had a family over with similar aged boys and while they watched a movie and played laser tag, we enjoyed a bottle or two of wine and some adult conversation in relative peace and quiet.

New fun toy: I had read that robot vacuums had gotten much smarter since our last one 5 years ago and set a new one up. Now with the mapping and no-go zones set up, the war against dustballs and cat hair has turned. The other bonus of having a robot vacuum on a schedule is motivation to keep the kids’ toys off the floor. Win, win.

Music and movies

The band of choice this weekend has been lots of Tangerine Dream, specifically the movie soundtracks of Sorcerer (1977) and Three O’Clock High (1987). The moody synths make for great late-night reading music.

In a perhaps-questionable parenting choice, we watched Godzilla (2014) as a family last night. Finn has been obsessing some over Godzilla, and decided to put Godzilla vs Mechagodzilla (1974) on for him. Ezra joined in and not being able to read the subtitles, we switched over to Godzilla. Kids loved it and no nightmares (yet).

After the kids have gone down to bed, we’ve been on bit of a movie binge. The highlights for me was watching Spike Lee’s Do the Right Thing (which I loved) for the first time, and rewatched Shaun of the Dead for probably the 10th time.

Reading

I’m in between books at the moment so I’ve been taking time to cleaning up my to-do lists which meant dipping in and out of the Getting Things Done book. I’ve moved all lists, mail, calendars and notes over to the Apple ecosystem and I’m finding Reminders very good so far.

The kids are heading to the playground so with that, I’m signing off. I haven’t written a post here in a long time, but wanted to try a quick stream-of-consciousness, unedited braindump for once.

Thoughts about Twitter

I write this as thousands of Twitter employees learned in the past day that they no longer had a job. They were dumped unceremoniously, the result of the addled whims of a walking meme. I wanted to write this to remind myself what Twitter was because what it’s about to be will be a different, more chaotic and more toxic place. I mostly feel anger and frustration towards Elon and the yes-men he put around him, and sadness for the people that worked there that truly believed and worked towards the idea of what Twitter could be.

(If you’re a Twitter person that is looking for a job, needs a resume reviewed, or needs an introduction, let me know.)

First, what I believe is already happening.

The illusion of Elon Musk, David Sacks and Jason Calcanis as savvy operators is gone. This endeavor will be one of their lasting legacies: taking a much-loved, revenue-generating cornerstone of the web and smothering it within weeks, while likely losing billions of dollars and ultimately needing to sell the site for parts. They thought they were rolling out some grand experiment in social discourse, forgetting that brands, users, and speech are all tightly intertwined in somewhat important things like revenue and profit.

Further, the same cast of characters is also acting out some of the worst takes to management, leadership and business that the VC thoughtleaders and hustlehards regularly regurgitate. Those who actually work in the industry have always seen how detached from reality these aggro-fortune cookie tidbits are, and now we’re getting to watch a play unfold where we already know how the ending goes.

And those who have worked on social networks recognize that the problems in social media extend past “Why can’t I say whatever I want?” Seeing them try to learn how to operate something as big and complex as Twitter in today’s political environment from first principles (which VC thoughtleaders can’t resist) is not unlike watching a toddler learning how gravity works, except in this case I spare no soothing encouragement or helpful grace because it is no secret how difficult it is to run world-scale social networks

Topping it off, I am not confident the company will be able to keep the service itself up. Anyone that has worked on large, complex system knows that the margin of error in uptime and downtime is often whether the right person is within arms’ reach of their laptop. Working software is as much as what’s in the head of the people that work on it as it is in the code, and it is a near guarantee that Twitter will be seriously degraded soon (days? weeks?) and the people they need won’t be there.

But, what is gone? Twitter was a unique spot where journalists, celebrities, titans of industries, your family, friends and co-workers, would join a daily mosh pit filled with a mix of truly important cultural moments and the most inane things you’ve ever seen. It was weird and it was special and it’s going to soon be a memory. With employees gone, with the clowns running the circus, with a reduction in trust and safety, and the exodus of advertisers starting, Twitter will likely go from Elon’s new toy that is too difficult for him to play with, to being passed on to his legal and finance advisers to sort out.

Twitter was flawed but I believe many of those flaws are inherent in running an ad-supported social network. Seeing the new management believe they have the one weird trick to balance their own version of “free speech” and the revenue-generating machinery is like a random person taking over a restaurant chain because they didn’t like how their burger was presented: expensive, ill-advised and likely to end up with people dining elsewhere.


Three Levels of Developer Productivity

If you work on developer productivity, you sit in an unique spot. You are often given a broad mandate — “make the engineers more productive”-and typically little guidance on what the word ‘productive’ means. (Spoiler: There’s no one right answer here.)

To start to give some shape to the job, in my experience, there are two important categories of problems you are solving. There are other categories, of course, but these two feature prominently and will drive much of the work.

The first problem is one of engineering morale. The tools engineers use for their work factor greatly into the satisfaction they get from their jobs. If you place too high of a hurdle between an engineer making a change and them seeing the impact of that change, or if you make the risk of making those changes too great, you will sap people’s satisfaction. People do quit over slow build times and people do quit over dangerous deploys.

There’s also a breadth of research that show that teams that have fast feedback loops are higher performing. While this research may speak to many, what I’ve found to be universally resonant is the ethos of “don’t frustrate engineers with bad tools and processes.” Nearly everyone can get behind that.

The second problem, in coarse terms, is engineering return on investment. There is a good chance that one of your company’s biggest expenditures is engineering headcount. And every new feature shipped and every bug fixed is generally gated by an engineer doing something. Therefore, engineering cycles are one of the most debated, negotiated and protected resource in any tech company and the bulk of processes have their roots growing out from the perceived scarcity of those engineering cycles. There will always be a natural pressure, from all angles of the business, to get more from less, to speed engineering up, to help engineering do “more” and whether said directly or not, part of your job is to understand this and make improvements here.

If you’ve been around larger organizations, you’ll quickly see that some of these productivity problems can be solved with engineering elbow grease, but it’s not hard to see that engineering as a whole is often slowed down by the sheer coordination overhead that comes naturally to complex organizations running complex technical systems.

The challenge is that improving build times will make a small dent if any on coordination costs (unless you are starting on one extreme and moving it another extreme), leaving the “engineering is the bottleneck” problem largely unaddressed. But, when you start to focus on the second problem, the work isn’t as easily understandable to others.

To make the work more understandable, a framework I’ve had some success with is to explicitly put developer productivity efforts under 1 of 3 different banners: individual productivity, team productivity and team-of-teams productivity.

Individual productivity: In my experience, this category of work is what is typically seen as the core duty of developer productivity teams. This work includes efforts like speeding up build times, reducing test flakiness, increasing deploy cadence, making debugging easier and so on. The primary focus is on the individual developer and moving the code they author through the pipeline faster and more reliably.

There is tremendous value in this category. If you can take a routine process that every engineer is involved in multiple times per day and speed it up by 10%, that’s a huge number of valuable engineering cycles that are freed up, making a scarce resource that much less scarce, speeding up valuable feedback loops and making engineers enjoy their jobs a bit more.

And, at some point, some of these processes hit a phase change where because something has become so cheap to do, it encourages a whole lot more of that thing to happen. Think of the difference between a full build taking a day and that same build taking 10 minutes, or a weekly deploy becoming on-demand. The entire economics of your engineering processes change and it has knock-on impact across the business.

Team productivity: This category focuses on improving production by focusing on the flow of work between engineers, and usually engineers within the same team.

This is the realm of team processes: how does code get reviewed, how many projects can one team undertake, how does a backlog get managed and so on. This is where words like “agile” and “scrum” get mentioned.

In my experience, individual teams often have a lot of leeway in how they manage themselves. Where bad tales arise is often from a top-down mandate to “become agile.” There is also value here but it is riskier and efforts here will falter unless the most senior leadership is actively involved, you have a network of coaches throughout the org and you are willing to take a short term (eg, 3 to 6 months) dip in productivity while teams learn to operate differently and tweak their processes. Lining up and sustaining these preconditions is tough and there is no one weird trick to pursue here.

One approach to this level of productivity is to focus on the handful of teams that are recognized as a shared resource (eg, SRE, centralized tools teams, platform teams) and are on the critical path for some key projects and then help improve how they take in, prioritize and execute their work. You’ll likely get a large percentage of the value of “becoming agile” mandate while not actually having to spend the time and effort to make every team implement Scrum, as an example. Your org likely has a few critical teams that are the bottlenecks or dependencies on many efforts and there is high leverage in improving those specific teams’ processes.

Team-of-teams productivity: Problems here possess the delightfully confounding combination of being harder to see, requiring a delicate touch, are usually seen as “not your job” and are notoriously hard to measure. Yet, in my opinion and experience, making headway on these problems is where real leverage lies, not just for the engineers but for the whole business.

This level is the realm of quarterly/yearly planning processes, org design, platform migrations and other processes that are expensive, hard to change and slow. Simply because these things are expensive, hard to change and slow make any improvements in efficiency here incredibly valuable.

One example: Migrations are a fact of life of larger and older orgs. At any point, there are likely many migrations any individual team could be involved in, or that the organization would like to be doing. This presents a tradeoff: is it better to focus on one migration at a time, or to spread your efforts across many migrations? In general, migrations have little value mid-migration — you have the overhead of living in two worlds simultaneously plus the overhead of the migration itself. So reducing in-progress time should be a priority. This leads naturally to focusing teams on a single migration, which reduces overhead, reduces technical complexity, reduces status checks and reduces context switches, which are all good things.

So in that example, a team-of-teams productivity improvement would be to cap the number of in-flight migrations occurring at any one time.

The ways to make improvements at this level is by having relationships with pivotal engineers and managers, getting involved at the right time (eg, quarterly or yearly planning) and making a case for a productivity-improvement constraint when stakes are fairly high and involve influential people with differing goals and motivations. Nudges and tweaks to existing processes typically work much better than large campaigns.

When the “CI/CD person” shows up to suggest improvements to quarterly planning processes, using the framing of improving team-of-teams productivity, with a focus on overall program and organizational effectiveness to help the whole organization deliver more value sooner, helps explain the motivation behind the suggestions.

– — — –

Working on developer productivity can be hugely rewarding and there is a lot of value that comes from working on it at different levels, even outside the typical domains of automation and CI/CD.

Rules over Safety

Last year, MUNI removed a few seats from the front of its standard electric buses by permanently locking them upright. They did this due to safety reasons: “these seats do not have a barrier in front of them to protect a person from falling in the event of a sudden stop or collision.” (link)

It’s easy to read through the lines to glean that the bus manafacturers and likely the San Francisco Municipal Transportation Agency have done this to protect themselves from litigation in the case of an accident, and not in the true spirit of making the bus safer. The bus makers have said: “Here’s the way you should use our buses. If you color outside these lines, it’s on you.”

What happens in reality? For those who have an even passing knowledge of SF transit knows that the buses get incredibly crowded — if there’s a place to stand where a seat isn’t, someone will stand there. Now, instead of someone sitting on a seat where they might be thrown forward, that person is now standing in a spot where they may be thrown forward, and due to centers-of-gravity and torque and all those other fun Newtonian physics concepts, it is more dangerous. It is a common sight to see someone half-sitting, half-leaning on the raised seat, poking at their phone. A sudden stop would send this person over top a row of sitting people versus hitting the single person in front of them.

This is a good example of a policy enacted by fear of litigation over safety but still publicized as being done “for your safety.”

Hello, Slack

Two weeks ago, I started at Tiny Speck as their engineering manager, working on Slack. Slack is getting bigger in almost every way that matters and I'm excited about getting to take part in it.

So what does taking this particular role at this particular company mean to me? It means I'm working for the same people that built the company that hired me that moved me from the east coast to San Francisco. It means I'm managing at a company that shaped most of my thoughts about software development and how to build products that people love. It also means I get to take those experiences and principles and help build frameworks where we keep doing those good things but at a different scale than we are all used to.

So, is this a little scary? You betcha. Am I excited? Oh yeah.

A Tahoe Trip

Meghan and I got back from Lake Tahoe this afternoon. We shared a house in Incline Village, Nevada with her parents and three brothers who had flown out from Tennessee. It was a relaxing week of eating, drinking, skiing, reading, and catching up with the in-laws.



A Train Adventure in Italy

A couple of months ago, my wife and I went on a two week vacation to Europe for our 5th wedding anniversary, splitting our time between Paris, Rome, and Cinque Terre. The first leg of our trip was in Paris where we spent a few days exploring the city. From there the plan was to take the TGV to Milan so we could see the Alps on our way to Vernazza.

Our destination after Paris was Milan–specifically the Porta Garibaldi station. This station is the main hub for the high-speed, long-distance trains like TGV. To get to Vernazza, once in Milan we had to transfer to another station, Milano Centrale. These two stations are less than a mile apart but with our luggage and general unfamiliarity with all things Italy, we gave ourselves over an hour to get from one station to the other. In the worst case, we could grab a cab. (Below is a map of Milan with P. Garibaldi on the west and Centrale under the marker.)

View Larger Map

In my research of planning this train ride, I discovered that you could buy full trips in advance, so I did. I had tickets that would take us from Paris to Milan, Milan to Sestri Levante, and from there onto Vernazza. I was confident, prepared, and had no idea I had already messed up.

The morning of the trip, we walked the mile from our apartment in the Bastille to Gare de Lyon. Gare de Lyon is a huge transit switching station, serving TGV, RER, as well as the Paris metro. If you are a train in Paris, this is your Champs-Élysées.

Gare de Lyon

Our TGV train left on time and we were soon zooming through the French countryside. We sat in front of an older Australian couple, who both seemed to have generic digestive issues, belching loudly and passing gas, much to the dismay of the coutured French woman across the aisle from us, who would occasionally spritz her Chanel No. 5 in their direction which they, of course, didn’t notice.

The trip proceeded without event until we reached a small town at the foot of the mountains. Most of the stops we made were less than five minutes. This one dragged on for about ten minutes and there was a sense in the air that something wasn’t right. After about 15 minutes, a young, dark-haired girl walked into our car, crying and being escorted by one of the train attendants. They were speaking French but I got the sense she was looking for someone or something was wrong with her ticket. She eventually made her way out to the train platform and we left.

We trudged slowly up, and often through, the Alps. Eventually, one of the tunnels we went through popped us out into Italy. Upon exit of the tunnel, the train stopped. And we stayed stopped.

After about 20 minutes sitting less than a half a mile inside the Italian border, the conductor finally broke silence and announced that there was a medical emergency with one of our fellow travelers and we were waiting for an ambulanza. We sat for another 10-15 minutes while the medical staff attended to the sick person. After that was dealt with, the train started moving. The conductor said, through the PA that “we were delayed 16 minutes.” That wasn’t too bad. We still had about an hour to switch train stations.

Turns out “sixteen” and “sixty” sound approximately the same when said through a train’s PA system, spoken by a French train conductor whose second language was Italian and was giving a valiant attempt at English. I realized my mishearing after our arrival time came–and went–and we were in the middle of a giant field with no Milan in sight.

Italian countryside_46
Not Milan. Photo courtesy of prof50000 on Flickr.

We arrived at Milano Porta Garibaldi with about 20 minutes to spare before our Milano Centrale train left. I switched to Optimistic Mode (aka: Denial Mode) and laced up my shoes, imbued a sense of urgency to my wife, and then sprinted through a foreign station in a foreign land to a foreign taxi stand. If stars aligned, and Lady Travel Luck smiled on us, we’d be resting comfortably in a Trenitalia train cruising towards our coastal town apartment in just a few minutes.

But, there were no cabs. There were signs outside the door pointing towards where taxis normally should be but now pointed to an empty stretch of asphalt. We waited for a few more minutes but I knew our window had closed and it was time to figure out Plan B.

My concern now switched to not just finding a new set of tickets into Vernazza but to find a way to get there that day. Vernazza, being a small town off the main line, didn’t have regular train service after 8pm and it stopped earlier than most stations. In my original booking, I knew there were only two or three trains after ours. Time was ticking.

My first priority was to buy tickets from where we were to where we wanted to be as quickly as possible and then see about getting a refund later on. I went to one of the self-serve kiosks, and after assistance from a 7 year-old girl and a college-aged art student who knew a little English, I gave another 80 euros to the Italian train system.

Now that I had tickets that ensured that we wouldn’t be sleeping in Milan, I queued up to speak to one of the station’s service agents about a refund for the missed train tickets. The line moved slowly as there were two agents, one of which seemed to know half-a-dozen languages and enjoyed to talk and the other that spoke what I would call “Gruff Train Agent Italian.” I managed to get the latter. I gave him both our original tickets and the ones I had just purchased, in hopes that it was evident what went down. He focused primarily on the new ones and indicated that I had plenty of time to catch that train. I kept signaling through the glass towards the original tickets but to no avail. I looked longingly at the multilingual agent and then shuffled back to my frazzled wife, beaten by the Italian train system.

Our new tickets left from that station and took us to yet another Milan train station. At this station, we found our platform with plenty of time to spare. We just had to stand there and our train would arrive. Or so I thought.

Literally two minutes before our train was to arrive, an announcement–in Italian–was made and everyone surrounding us on the platform quickly went to the stairs, went under the tracks, and went to the platform over. Our assumption was that our train had been switched to another platform. So we followed the crowd.

This was a mistake.

At the new platform, I looked at the sign that indicated the train number. The new sign didn’t match what was on our ticket but the old one still did. The train at the new platform pulled up and everyone around us got on. I overrode deep instinct and decided to not follow the herd of fellow Homo Sapiens. We sprinted back, burdened by our luggage, to the original platform.

A train arrived, its number matching the number on the sign matching the number on the ticket and we boarded. I was 90% sure we were on the right train.

On this particular train, the cars were split up into cabins that had 3 seats across from 3 seats. We made our way to our cabin and found our seats. The only issue was that there were two business men in expensive suits already situated comfortably in our seats. I was now 35% sure we were on the right train.

I had been generally confused about transit things for hours, was drenched in sweat from lugging around a large suitcase in the heat, and assumed that the comfortable-looking business people were in the right and we were on a train to somewhere that was not Vernazza. In desperation, I showed the two men our tickets. They sighed heavily and then an intricate social dance ensued. One man stood up and leaned over to the woman across the aisle from him that from my vantage point had nothing to do with our seats or our situation. She packed her belongings, and she and the other man left the cabin. The first man then took the seat of the woman, leaving Meghan and me two now-empty seats.

Since this leg of the trip was about 3 hours, I had plenty of time to contemplate what had transpired. In Italy, you can buy two kinds of tickets. The first is what we originally had: specific seats on a specific train on a specific date. The second is what everyone else in the country seemed to have: permission to ride a specific route within the next 3 months. With the latter, you grabbed a seat and if a reserved ticketholder came by, you moved to the next empty seat. My guess is that the man that took the woman’s seat had a reserved seat, had let her sit there, and once we interjected our American confusion into the whole thing, he sat in his assigned seat, bumping her to the next cabin.

Now riding calmly, I read my Kindle and stared out the window at the gorgeous seaside towns, even striking up a conversation with a young woman who was an economics major in Milan who gave us advice of things to do in Vernazza. Things were going well.

At one point, with my Kindle in my lap, I leaned over to say something to Meghan. My Kindle slid off my lap and into the crack between the seats and fell under my seat, out of reach. The 5 other people in the cabin–my wife included–wanted to see what the silly tourist was going to do next. I surprised them all: I gathered myself and then did absolutely nothing.

About an hour later, after a couple of people from our cabin had disembarked in Genoa, I had room to attempt to rescue my Kindle. I crouched down in this cramped cabin and began to fight with the seat. By everyone’s intense interest, I could tell even the regular Trenitalia travelers had no idea how the seats worked. After fiddling for a couple of minutes, I discovered the seats moved in a very non-intuitive way, giving me just enough room to slide my sweaty arm under the seat to a point where I could reach my Kindle. I pulled it out and held it up with a dramatic, “Ta-da!” Everyone was very impressed, I imagined.

We reached Sestri Levante after dark. We disembarked and I sprinted to the ticket punch machine to validate our tickets to Vernazza. (These were the second kind of tickets I mentioned earlier, where you don’t have a reserved seat. Before you ride though, you use a self-serve ticket punch machine to mark the ticket on the date of travel.) I punched the ticket, went to the video screen to figure out which platform we needed to be on. Vernazza wasn’t on the screen, and our train was supposed to arrive in less than 5 minutes. “Oh no,” I thought, “Not again.”

I ran back towards Meghan, prepared to just hop on whatever train came next and let come what may. I found her talking to a group of people that were obviously tourists, sporting sunburns and speaking English. Turns out that they not only spoke English, they were American. And not only that, but they were from the same small city in North Carolina that we lived in before moving to San Francisco. Best of all, though: they knew which platform the train to Vernazza would come into. We followed them to the platform, chatted a bit more, and once our train arrived, we boarded and collapsed into our seats.

Waiting for the Train at Vernazza

After all that transit excitement, we spent three wonderful days exploring Cinque Terre and didn’t even bother looking into buying tickets for Rome until the morning we left.


What I learned from all this is that Italian trains are much closer to having schedules like buses and subways than airplanes. The system is built around things happening that change your plans. I learned not to expect to be in any station at any given time and instead buy my tickets for the next leg on the spot.

So when in Italy do as the Italians do: Relax and make your away across the country, one station at a time.

La Spezia Centrale