Dustin Curtis

Villain. Founder of Svbtle.

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Github’s Octicons

Cameron McEfee wrote a great case study on Github’s process for building Octicons, their new icon font, on the Github blog:

Design is in the details. With all our icons designed, it was time for us to create our font. We decided we needed two sizes of each icon. One size, 16px, would be optimized for its exact size. At 16px the details are limited so every pixel was important. Since the icons were designed for such a small space, they don’t really scale well. To take care of that our second size, 32px, would be designed with more detail so that it could be scaled up for many purposes.

This is a great case study showing the tradeoffs Github made in order to optimize automatic antialiasing when pixel-fitting their new icon font. Unfortunately, because browser font rendering systems are optimized for typography and not icons, using that system to display icons doesn’t work very well (or

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Pixel-fitting

Note: This article contains non-retina images, which are not pixel-fitted. The irony is not lost on me.


In the Markdown Mark repository on Github, I had initially included only 12 static PNG images of the mark at different specific sizes. Several people asked me why I had done this instead of including a vector graphic, and the reason is actually extremely important. This is something everyone should know, especially people who are not designers.

Most icons and logos are stored in vector image files that specify perfect mathematical representations of their shapes. Unlike JPG and PNG images, vector graphic files don’t tell the computer how to display their contents in pixels; for a vector graphic to be displayed, the computer has to perform a translation from the mathematical vectors into something that can be displayed with pixels.

This translation process is relatively simple

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iMessage keeps AT&T CEO awake at night

Brian X. Chen on Randall Stephenson, AT&T’s CEO, at The New York Times:

Mr. Stephenson said he worried about services that could replace the company’s own offerings. For example, free Internet-based messaging services like Apple’s iMessage are eating into the company’s revenue from text messages.

“You lie awake at night worrying about what is that which will disrupt your business model,” he said. “Apple iMessage is a classic example. If you’re using iMessage, you’re not using one of our messaging services, right? That’s disruptive to our messaging revenue stream.”

The future of wireless networks is very clear: they will be used for everything. AT&T Mobility and Verizon will very soon be providing your sole connections to the rest of the world, including your home internet, mobile internet, voice communications, television, and ambient devices. They are slowly transforming from phone

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Arianna Huffington vs. AOL

Keach Hagey, at The Wall Street Journal:

Arianna Huffington acknowledged Thursday that her portfolio at AOL Inc. is being scaled back to include only the Huffington Post, undoing a structure put in place when her website was acquired by AOL last year.

After buying the Huffington Post for $315 million, AOL gave Ms. Huffington editorial oversight of all its properties, including tech-news site TechCrunch, the patch.com network of local news sites, MovieFone and MapQuest.

First, Engadget’s editor left. Then, some of Engadget’s writers left. After some incredibly damaging–and very public–fighting, Michael Arrington was fired. Yes, the most powerful man in tech journalism was fired from a company that is trying to become the future of journalism. In the months that have followed, practically the entire TechCrunch team has left.

People don’t get in the lifeboats unless they think the ship

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Facebook’s numbers

I like to look at raw numbers every once in a while, without external influence, to recalibrate my ability to judge the magnitude of things. Here are some of the numbers from Facebook’s most recent S-1 filing (published on May 3rd) which I think are important as metrics to compare against when thinking about relative success and opportunity. (Sources are at the bottom.)

 Total users and engagement

125,000 M Friendships
2,000 M Likes per day
1,000 M Comments posted per day
901 M Monthly active users
526 M Daily Active users
488 M Monthly active mobile users
302 M Photos uploaded each day

 User penetration

85% Chile, Turkey, and Venezuela
60% India, the United Kingdom and the United States
30%-40% Brazil and Germany
20% Japan, Russia, and South Korea
0% China

 Daily active users

526 M Worldwide total
152 M Europe
129 M US & Canada
126 M Rest of the world
119 M Asia

 Monthly active

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Bing knows who you are

I just went to Bing for the first time in a very, very long time, and saw something that I am not sure how to interpret. It knew who I was. It knew who my friends were. It knew my name, and it had my profile photo.

I’m not sure how much information Facebook is actually giving to Microsoft for this kind of integration to happen; at least with the Yelp integration, as far as I know, Facebook doesn’t actually send Yelp any information about you. But the Bing integration felt more personal, for some reason.

The feature that Yelp uses is called Instant Personalization. It’s interesting. And while at first I was shocked to see myself logged in on Bing, I’m going to reserve my judgement for a while. Because it’s also kind of awesome.

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AOL: We’ve STREAMLINED, MONETIZED, RETURNED, ENHANCED, FOCUSED, ACHIEVED, ATTAINED, ACCOMPLISHED, PRODUCED, REALIZED, DELIVERED, INITIATED, and GENERATED OVER $1 BILLION

Some of AOL’s shareholders are angry at the company’s management for being… well, bad at their jobs. One of AOL’s biggest shareholders is staging a coup d'état, and trying to win control of the board. AOL is fighting back, with press release from earlier today:

Dear Fellow Stockholder:

Since AOL became an independent public company in late 2009, AOL’s Board of Directors (“Board”) and senior management have successfully charted a new strategic and financial course for the Company. This new approach has significantly improved AOL’s results, enhanced the prospects for sustained growth, and created value for all stockholders.

You now face an important decision about the future of your investment in the Company. At our Annual Meeting of Stockholders on June 14, 2012, Starboard Value L.P. (“Starboard”), an AOL stockholder, is seeking to elect its own slate of three Director candidates to

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Apple rejecting apps that integrate with Rdio and Dropbox

Apple is apparently rejecting apps that merely link to mobile webpages from which a user can sign up for a subscription service. Goran Daemon P, in a post on the Dropbox support forum:

Reason for rejection is the fact that if the user does not have Dropbox application installed then the linking authorization is done through Safari (as per latest SDK).

Once the user is in Safari it is possible for the user to click “Desktop version” and navigate to a place on Dropbox site where it is possible to purchase additional space.

Apple views this as “sending user to an additional purchase” which is against rules.

From the Hacker News thread, a similar story about Rdio integration from starnix17:

I had a simliar rejection because of my app’s Rdio integration.
If the user had Rdio installed, my app would open the song in the Rdio native app. If the user didn’t have the app installed, my app

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Rupert Murdoch ‘not fit’ to lead News Corp

Rupert Murdoch is “not a fit person” to exercise stewardship of a major international company, a committee of MPs has concluded, in a report highly critical of the mogul and his son James’s role in the News of the World phone-hacking affair.

The Commons culture, media and sport select committee also concluded that James Murdoch showed “wilful ignorance”. […] “We conclude, therefore, that Rupert Murdoch is not a fit person to exercise the stewardship of major international company.”

There’s a thick line between respectable sleuthing and invasion of privacy. Unfortunately for News Corporation, that line is much thicker than the one between reporting and propaganda.

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RIM’s Failed Hail Mary

BlackBerry 10, which was released today at BlackBerry World in Orlando, was RIM’s last chance. It was their Hail Mary pass, to save the company. You’d think they would have spent the time to make sure they got it right, and that they would have focused on radically improving the user interface and experience to bring BlackBerry up to par with Android, iOS, and Windows Phone 7. It is almost impossible to comprehend, but they didn’t do that.

Instead, they released something uninspiring, uninteresting, and unfinished. That no one at RIM had the guts and authority to recognize the seriousness of their situation–the company is literally dying!–and say, “Hey, maybe we should wait until BlackBerry 10 is awesome before we release it,” is an ultimate demonstration of how RIM’s culture will lead to its now inevitable demise. This is what happens when the sales people are in charge.

Sure

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