Review of the Film Code 46

Note: We don’t do a lot of film reviews here, but Code 46 earns the exception—partly because Michael Winterbottom is one of my very favorite directors, and still wildly underrated, and partly because this film quietly seeps into you in a way that feels unshakable; set in a world that is clearly not ours but just similar enough to be discomforting—real Shanghai that isn’t quite real, deserts that feel earned, a system of “cover” and genetic law that replaces freedom without ever announcing itself—the film follows William, a kind of intuitive investigator who lives more than feels, and Maria, who works in a bureaucratic “fate factory” and senses, before she knows, that something is already off; their connection unfolds in fragments—interrogation as flirtation, impulse as rebellion, intimacy as violation—until the central truth emerges: in a world where memory can be edited and biology legislated, even love itself can be illegal; the genius of the film is its restraint.

Tim Robbins and Samantha Morton don’t overwhelm you with chemistry, which actually makes the relationship feel more provisional, more real, more doomed—and by the time the system reasserts itself (memory erased, lives restored, Maria exiled with the burden of remembering), you realize the film hasn’t been building to a climax so much as a quiet erasure; it’s less than 90 minutes, barely announces its futurism beyond small details (languages blending, empathy viruses, low-fi surveillance), and yet it lingers in a way much louder films don’t; it also clearly fed into the DNA of the Thin Man—this idea of movement through controlled spaces, of intuition over evidence, of relationships that feel both fated and structurally impossible—and in that sense it’s not just a film I admire, it’s one that got under the skin and stayed there.

Michael Winterbottom’s Code 46 is less a conventional sci-fi film than a drifting, half-lucid meditation on love, control, and memory. It runs under 90 minutes, but it feels strangely elongated—like a dream you keep slipping back into.

The hero, William (Tim Robbins), isn’t exactly living—he’s existing. A kind of insurance investigator, a “driver” moving through a world defined by pollution, restriction, and bureaucratic control. This isn’t the neon overload of something like Blade Runner—Shanghai here feels real, but off. The deserts outside the cities are harsh and empty; if people can’t get “cover” to move, there’s a reason. The world is closed, stratified, quietly oppressive.

William is established early as compassionate—at a checkpoint, he shows a kind of human softness that marks him apart. But he’s also slippery. He bluffs and charms his way through situations, his “cunning” explicitly noted as one of his professional tools. He doesn’t rely on evidence so much as intuition: “It’s intuition you’re paying for.”

Maria (Samantha Morton) narrates parts of the film, grounding it in something more intimate and unstable. Her sense of time is fractured—lucid dreaming, recurring visions, a sense that something is about to happen. “Every year I have this dream… is this the night I wake?” There’s a constant feeling that fate is closing in. She works in what is essentially a “fate factory,” issuing the cover documents that determine where people can go and what they can do. In this world, fate substitutes for freedom.

When William meets Maria, there’s an immediate sense of déjà vu—she feels she’s met him before. Their early interactions blend interrogation and flirtation. The dynamic is unusual: older man, younger woman, but the aesthetic—her shaved head, the stripped-down environments—blunts the cliché. Their connection feels tentative, exploratory. She tests him; he reads her. There’s attraction, but it’s not fully trusted on either side.

Their relationship develops in fragments: subway encounters, shared meals, small rule-breaking gestures. William knows she’s impulsive—she admits it. The film introduces the idea of engineered “viruses” that alter human ability—perfect pitch, empathy. It’s a strange, understated sci-fi touch that reinforces how mediated everything is, even emotion.

There’s a looseness to their chemistry. Robbins and Morton don’t generate overwhelming heat, but that actually works. The relationship feels uncertain, provisional—two people circling something they don’t fully understand. Their intimacy is uneven, sometimes tentative, sometimes urgent. Maria seems to need William more than he needs her, or at least she feels the stakes more sharply.

The world around them continues to intrude. There are hints of smuggling, of bureaucratic corruption, of quiet desperation. Maria has lived “outside” for ten years—without cover, presumably—which raises questions the film never fully answers. William’s moral stance, when it emerges, feels weak, almost performative.

When he returns home, he tries to reassert control—rejecting Maria, then calling her back. But the narrative destabilizes. A colleague dies; William is sent back to investigate. The technology—video links, surveillance—feels oddly low-fi, as if the future never quite fully arrived.

As William digs deeper, the film’s central taboo emerges. Maria has violated Code 46—a genetic restriction law. Through fragments of dialogue and investigation, William pieces together the truth: they are biologically too similar. A “50% match.” Worse, her mother was a clone—one of many. The implications are quietly devastating.

Maria’s past is altered—an illegal pregnancy erased, along with the associated “memory cluster.” Identity itself becomes unstable. Memory, love, and experience can all be edited, removed, rewritten.

Their attempts to escape—to flee together, to build something outside the system—feel almost doomed from the start. The idea of Jebel Ali, drawn from her father’s stories, becomes a kind of imagined refuge. But the system closes in. A car crash. Memory erasure. Reintegration.

In the end, William is returned home, restored to his life, his wife, his routine. Covered for. Maria, by contrast, is exiled—sent out into the desert with her memories intact. She becomes the one who remembers, who carries the weight of what happened.

The final note is pure loss. Lost love, stripped of even the possibility of reunion. Maria staring out into the distance, holding onto something the world has decided should not exist.

Code 46 is not a perfect film. It’s uneven, sometimes opaque, and emotionally muted in ways that can frustrate. But its ideas linger. It captures something rare: a future where control is soft but absolute, where love is possible but prohibited, and where memory itself becomes the final battleground.

It doesn’t hit you all at once. It seeps in.

The Most Insane People of All Time: #3 Elizabeth Holmes (aka You’re Outta Control!)

Epigraph: 

“This is the dawning of the age of Aquarius…”

— Aquarius/Let the Sunshine In, The 5th Dimension

Elizabeth Holmes emerges in Silicon Valley with the full prodigy package: Stanford dropout, world-changing ambition, and a carefully constructed persona. She leans hard into the comparison with Steve Jobs — black turtlenecks, minimalist language, intense seriousness — and presents herself as the young visionary who will revolutionize medicine. The pitch behind Theranos is irresistible: hundreds of diagnostic tests from a single finger prick. Investors, politicians, and media figures line up. The board fills with heavyweight names including George Shultz, and the company’s valuation soars to roughly $9 billion. Holmes becomes, on paper, the youngest self-made female billionaire. It’s classic Silicon Valley moonshot energy — bold claims, secrecy, and belief outrunning reality.

The problem, as insiders begin to realize, is that the technology doesn’t work at all. Engineers and lab staff struggle to produce reliable results, while Holmes and her partner Ramesh Balwani continue presenting the system as revolutionary. The company begins quietly using conventional lab equipment while maintaining the illusion. Whistleblowers emerge, including Shultz’s own grandson, who raises concerns at significant personal cost. The leadership circles the wagons. Meanwhile, John Carreyrou of The Wall Street Journal begins investigating, encountering secrecy, evasive answers, and mounting contradictions. His reporting — later expanded into the book Bad Blood — becomes the turning point. The narrative collapses, regulators move in, partnerships evaporate, and the once-mythic startup implodes.

Legal consequences follow. Holmes and Balwani are charged with fraud, and after a long, high-profile trial she is convicted on multiple counts. She delays reporting to prison after becoming pregnant, later giving birth with partner Billy Evans. Eventually she begins serving her sentence in a minimum-security federal facility. Even there, the mythology lingers — supporters, critics, and observers debating whether she was a calculating fraud, a true believer, or some combination of both. The arc is striking: Stanford prodigy, Jobs imitation, $9 billion valuation, total collapse, and prison. Less chaotic than John McAfee, less creepy than Keith Raniere, but still unmistakably outta control — a billion-dollar story built on belief, performance, and a technology that never worked.

Steve Jobs represents the template Elizabeth Holmes tried to emulate. Jobs cultivated a minimalist aesthetic, black turtlenecks, product mystique, and a “reality distortion field” that persuaded investors, employees, and customers to believe in things before they fully existed. But the crucial difference is that Jobs ultimately delivered. From the original Macintosh launch in 1984 to the iPod in 2001 and the iPhone in 2007, Apple shipped real, transformative products. Jobs bent reality rhetorically, not technically; Holmes attempted to bend reality where physics and chemistry refused. The comparison highlights both the ambition and the failure — she borrowed the style, but not the substance.

Bernie Madoff represents the classic institutional fraud parallel. A former NASDAQ chairman, Madoff operated a decades-long Ponzi scheme through Bernard L. Madoff Investment Securities, promising steady returns that attracted elite clients, charities, and feeder funds. By the mid-2000s, billions were under management, including investments tied to major institutions and wealthy families. In December 2008, amid the financial crisis, Madoff confessed to his sons, was arrested, and the scheme collapsed, revealing losses estimated at roughly $65 billion in paper value. The deception persisted largely through reputation and trust — investors assumed competence because of his stature. Holmes operated similarly: prestigious board members, high-profile endorsements, and a narrative of inevitability masked a system that didn’t work. Like Madoff, she benefited from credibility cascading downward — once enough influential people believed, the illusion sustained itself.

Sam Bankman-Fried provides the modern startup-era comparison. Bankman-Fried founded the cryptocurrency exchange FTX in 2019, and within a few years it was valued at around $32 billion. He cultivated a quirky, disheveled persona and promoted “effective altruism,” pledging to donate vast sums to global causes. FTX attracted major investors including venture firms and high-profile endorsements, while its sister trading firm Alameda Research operated closely behind the scenes. In November 2022, liquidity concerns triggered a rapid collapse, revealing commingled funds and massive shortfalls. Bankman-Fried was arrested in December 2022 and later convicted in 2023 on fraud and conspiracy charges. The arc mirrors Holmes: meteoric rise, media fascination, complexity masking weakness, and sudden implosion once scrutiny arrived. Where Jobs built something real and Madoff ran a traditional financial fraud, Bankman-Fried and Holmes sit in the same modern category — startup mythology outrunning reality.

In the end, the most astonishing thing about Elizabeth Holmes is not just the scale of the deception but the audacity of it. How, exactly, did she think she was going to get away with it? Blood testing is not social media. It’s not software. It’s chemistry, biology, physics — things that eventually either work or don’t. Yet she and Ramesh Balwani kept pushing forward, covering, deflecting, and doubling down as the gap between claim and reality widened. That’s the outta-control element: the belief that charisma, secrecy, and prestige could override science indefinitely. At some point, the story had to collapse. But like many figures in this series, Holmes seems to have inhabited a gray zone between calculation and belief — part fraud, part self-hypnosis — which made the whole thing both more dangerous and more surreal.

Then there’s the broader cultural context, including the willingness of powerful people to buy in. Even Barack Obama publicly embraced the Theranos narrative early on, holding Holmes up as a symbol of innovation and entrepreneurial promise. Chump. In retrospect, it’s striking how easily the image worked: the black turtleneck, the calm intensity, the world-changing pitch. Smart people — very smart people — saw what they wanted to see. It’s a reminder that charisma plus narrative can override skepticism, especially when wrapped in Silicon Valley optimism. The episode becomes a cautionary tale: will future founders learn from this, or will the same hubris reappear in new forms? The myth of the visionary is powerful, and the temptation to believe in it hasn’t gone away.

The quiet hero of the story, meanwhile, remains the Theranos whistleblower — George Shultz’s grandson — who raised concerns when doing so meant alienating family, risking his career, and standing against a multibillion-dollar narrative. He saw that the technology didn’t work, said so, and held his ground. In a story dominated by hype, status, and belief, that kind of stubborn insistence on reality stands out. Holmes’s rise is outta control, her fall inevitable, but the ending belongs to the people who refused to play along.

Note: If you liked this piece, you may also like the other ones in out “You’re Outta Control” series.

On the Most Outta Control People in History (aka You’re Outta Control!): #1 Keith Rainere

Note: This piece begins a new series, The Most Insane People of All Time (aka You’re Outta Control), which looks at extreme historical and contemporary figures whose behavior, movements, or belief systems veered dramatically beyond the bounds of ordinary reality. The tone is intentionally informal and impressionistic rather than academic, blending biography, cultural memory, and personal reaction. The goal is not exhaustive analysis but a clear read on just how outta control these figures became. This piece takes up the case of Keith Rainere.

Epigraph: 

“Out of control / You’re out of control…”

— Out of Control, The Rolling Stones

Keith Raniere began life in New York in 1960 and built his early identity around claims of extraordinary intelligence and unusual gifts. He cultivated a reputation as a prodigy, a polymath, and a moral philosopher, though many of these claims were exaggerated or unverifiable. In the 1990s he co-founded a multi-level marketing-style company that ran into legal trouble, then pivoted into what became NXIVM, a self-improvement organization marketed as executive success training. Participants attended workshops, advanced through ranks, and absorbed Raniere’s pseudo-philosophical teachings. He adopted the title “Vanguard,” cultivated an inner circle, and emphasized ethics, discipline, and personal growth. Wealthy backers, including Seagram heiress Clare Bronfman, funded the operation for years, allowing NXIVM to expand in upstate New York and attract professionals, actors, and seekers.

Behind the self-help veneer, however, the structure tightened. Raniere exercised increasing control over followers’ lives, and a secret subgroup known as DOS emerged, involving master–slave hierarchies, collateral-based coercion, and branding rituals incorporating his initials. Superman actress Allison Mack played a key role in recruiting members. Investigative reporting in 2017 exposed the group, leading to arrests. Raniere fled to Mexico, where he was found living in a villa with loyal followers, still holding late-night volleyball sessions and maintaining his guru persona. He was arrested in 2018, returned to the United States, convicted on multiple charges, and sentenced to 120 years in prison. The NXIVM empire collapsed, its mythology dissolving into court transcripts and testimony.

And yet what stands out most about Raniere is not grandeur but pettiness. The volleyball — endless, late-night volleyball as the center of spiritual life — already tells you everything you need to know. Important conversations at midnight on the court, guru hanging out in athletic shorts, disciples orbiting. It has strong George Santos energy: self-invented genius, weird rituals, faux casualness masking control. Then the egomania. The IQ mythology, the titles, the little cushion on stage so he’s physically higher than everyone else. It’s not even theatrical; it’s dreary. The branding scandal — initials burned into skin, coercion, sexual manipulation — pushed it fully into outta control territory. And all of it funded for years by the Bronfman money, which makes the whole thing feel even more surreal. Rich people with nothing better to do underwriting a volleyball cult.

What really kills it, though, is the atmosphere. It’s all so fucking boring. Endless seminars. Faux-ethical language. Guru perched slightly above the group. No charisma, no sweep, just control. I basically hate gurus, and Raniere is the worst kind: small, humorless, self-mythologizing. Even when he fled to Mexico, he didn’t become mythic — he just kept playing volleyball in a villa while the walls closed in. Outta control, yes, but also petty. Not a visionary gone wrong, just an egomaniac running a dreary self-help cult.

By contrast, Jim Jones has a sweeping, almost Shakespearean arc. He began as a Midwestern preacher in Indiana in the 1950s, preaching racial integration and social justice at a time when both were rare in American churches. His Peoples Temple grew steadily, and by the mid-1960s he relocated to Northern California, first to Ukiah and then to San Francisco, where he gained real political influence. The early movement was diverse, activist, and in some respects ahead of its time. But alongside the growth came drugs, paranoia, authoritarian theatrics, and increasing control. Facing scrutiny and defectors, Jones moved followers to an agricultural commune in Guyana — Jonestown — deep in the jungle. Life there deteriorated into long work hours, loudspeaker propaganda, and rehearsals for mass suicide. In November 1978, U.S. Congressman Leo Ryan arrived to investigate, accompanied, improbably, by Mark Lane, the JFK conspiracy lawyer hired by the Temple as a defender. After several members attempted to leave, Ryan and others were shot at a nearby airstrip, and Jones ordered the mass murder-suicide — cyanide-laced drink administered to more than 900 people. The trajectory is horrifying, but it has scale: idealism, power, paranoia, catastrophe. You can at least see how it built.

Marshall Applewhite is stranger still. A former music teacher who fell into an intense partnership with Bonnie Nettles, he constructed a theology blending Christianity, UFO lore, and apocalyptic expectation. After Nettles died, Applewhite grew more isolated and doctrinaire, leading the group known as Heaven’s Gate. Members lived communally, detached from ordinary life, waiting for a spacecraft they believed was trailing the Comet Hale–Bopp. In 1997, Applewhite convinced followers that they needed to leave their bodies to board it. Thirty-nine members died in a coordinated mass suicide in Rancho Santa Fe, California, wearing matching clothing and following a carefully staged sequence. The whole thing is eerie rather than theatrical — calm, methodical, and deeply surreal. Of the three, Applewhite may be the most bonkers, but also the most otherworldly, a teacher who wandered into cosmic delusion.

So the comparison is stark. Jones is tragic and terrifying, a charismatic reformer turned paranoid autocrat. Applewhite is cosmic and surreal, a gentle-seeming teacher convinced salvation lay behind a comet. Raniere, by contrast, is just small — petty control dressed up as philosophy, volleyball instead of vision, branding instead of belief. All three are outta control, but in different registers: tragic, cosmic, and contemptible.

On My Early Years in the IB, 2008–2010

Note: This piece belongs to a loose series of reflections on my years working with the International Baccalaureate at Ritsumeikan Uji.

Over the years I have written about various moments and characters from that period — the improbable dinner conversations, the bureaucratic skirmishes, the strange coalition of personalities that somehow managed to build something durable inside a large Japanese school system. Pieces such as On the Eventification of Pre-Identified Incidents, Dr. Fox, and On Good and Great Talkers circle around that same institutional landscape from different angles.

This essay goes further back than those. It describes the early years when the program existed mostly on paper, when the staff could still fit around a single table, and when the whole project balanced uneasily between optimism and administrative chaos.

Looking back now, what strikes me most is not the difficulty of the work itself but the sheer improbability of the outcome. Programs like this often fail quietly long before authorization. The fact that ours did not is largely due to a small group of people who were willing, for a time, to push far harder than their job descriptions required.

This piece is my attempt to record that moment before memory smooths it into something simpler than it really was.

Epigraph

It’s like a visit to the moon

or to that other star

I guess you’ll go for nothing

if you really want to go that far.

— Leonard Cohen, Death of a Ladies’ Man


I. The Call-Up

In February 2008 I was called down to the principal’s office at Ritsumeikan Uji.

At that point I had been at the school for several years already. I had started part-time in 2002–03, moved to full-time shortly after, and by 2007 had landed on what I later called “the man under the bridge contract.” The bridge in question was a middleman arrangement run through a broker named Masaki Yasumoto, a classic education-world intermediary. These figures flourish in private school systems: part fixer, part recruiter, part relationship broker.

Masaki was a funny guy. We were friendly in those days. He invited me to his Christmas parties—cheap hotel buffet affairs—and occasionally took me out for yakiniku. I later fell out with him, but that belongs to another story. At the time we were on good terms.

Through Masaki’s bridge contract the school kept me on staff while avoiding a full tenured appointment.

So in February 2008 I was teaching SEL under Mary Walters and a handful of social studies classes. Business Management was still in my future. That morning Principal Kitamura and Vice-Principal Terada called me in. We sat on the little sofa chairs in the office. They pitched me the role of IB Diploma Programme Coordinator. At the time I knew almost nothing about the International Baccalaureate.

My entire knowledge base consisted of one fact: a school called Katoh Gakuen near Numazu had introduced IB in 1999. That information had come secondhand from Mr. Ogawa, our Head of High School. That was it. No workshops. No training. No background. Just the idea.

When they asked if I would take the job, I said yes—on one condition. I needed a sennin appointment when the bridge contract ended. Kitamura said we could revisit the matter in a year. Good enough. I went home and discussed it with my wife. The next day I accepted. I was 34 years old and this felt like my big break.

I was determined to make the most of it.


II. The Principals

When I first arrived at Ritsumeikan Uji in 2002 the principal was Kawasaki. I barely knew him.

He made speeches at opening ceremonies and graduations but I never interacted with him personally. The gossip around the school was that he was a major power broker in the wider Ritsumeikan system. The other rumor—less flattering—was that he hired office staff based largely on the attractiveness of their legs. Whether true or not, the administrative office at the time did indeed contain several strikingly good-looking employees.

In 2008 Kawasaki left the school and moved to a senior role at Ritsumeikan Suzaku. Later he attempted to become Chancellor of the entire university system. That campaign became a minor drama inside the organization. My immediate boss at the time, Dr. Fox, supported him, as did another senior administrator, Higashitani.

At one point Kawasaki’s campaign team came to Uji to gather support. In the meeting room one of the Suzaku representatives looked at me—sitting there in a suit—and said:“Dr. Fox, we are so happy to have your support.” Fox was about 65 years old at the time. I was 39. But apparently one foreigner looked like another. It was harmless and genuinely funny.

Kawasaki ultimately lost the election by a handful of votes and eventually left the Ritsumeikan system.


III. The Placeholder

Kawasaki’s successor at Uji was Kitamura. This appointment shocked everyone. Kitamura had been Head of the Junior High School and had relatively little senior administrative experience. Overnight he jumped several levels and became principal.

Only later did I learn the reason. Kitamura was essentially a placeholder. The real plan was for Shiozaki, a senior administrator who had been on extended medical leave, to return once his health recovered. Shiozaki was nearing retirement age and the system wanted him back in charge before he finished his career. Kitamura’s job was simply to keep the seat warm. It was brutal, but that’s the old Keichimeikan way. And to his credit, he did exactly that. He also gave me my big break.

Years later I saw him again at the Kyoto girls’ Ekiden race on Christmas Eve. He was wearing a worn sweater and looked slightly down on his luck. I didn’t exactly admire him as a leader. But I always felt compassion for him.

After all, he took the bullet for the squad.


IV. Hashizume

Another key figure in the early IB story was Hashizume. Hashizume occupied a strange position. Officially he was an office administrator. In practice he was the number two power in the building. All major financial decisions flowed through him. Every yen connected to the IB project passed through his hands.

His real passion, however, was American football. He coached the boys’ football team and took the job extremely seriously. Years later he left Uji entirely after being recruited by a major university program in Tokyo.

Dr. Higashitani, who despised him, called the hiring university “idiots and imbeciles” when he heard the news.

Hashizume was also a prodigious drinker. We went out drinking together exactly once. It started at ING, the little rock bar in Kiyamachi. Then we moved to several other bars. Then it was 3 AM. Then Hashizume started calling friends who owned additional bars and asking them to stay open. They agreed. By the time I finally staggered home it was about 4:30 in the morning.

The next day I was violently hungover. Pocari Sweat. Miso soup. Saltines. Nothing stayed down. By noon I was in the hospital on an IV. Hashizume, meanwhile, seemed perfectly fine.


V. VP Terada

The most important administrator in the entire early IB story was Vice-Principal Terada. Terada had spent fifteen years in the school as a homeroom teacher and grade leader before moving into administration. When the IB project began he became my direct ally.

Every Tuesday afternoon the school held the Steering Committee meeting. This was the arena where every IB proposal had to be approved.

My memos would go to Terada first. He rewrote them in polished Ritsumeikan bureaucratic Japanese and presented them to the committee. I usually stayed silent while Terada handled the negotiations.

One day I noticed something interesting. Whenever someone opposed one of our proposals—especially Ms. Ono, my great nemesis—Terada would cover his mouth with his hand and say something like: “That is a very good point. We will have to think about that.”

At first I believed him. Then one day after a meeting I confronted him in a small side room. He laughed. “No,” he said. “We are not thinking about it at all.”

He was simply letting the opposition save face. That was when I realized I could trust him completely.


VI. Pre-Authorization

Our pre-authorization visit came in May 2009. The visiting team included Steve Keegan from the IB regional office and Peter MacKenzie, principal of Hiroshima International School.

At that point we barely had a staff. It was essentially just me and Tim Chanecka, who was helping temporarily until we could hire more teachers. I had written almost all of the program policies myself—language policy, assessment policy, academic honesty—working largely alone.

The visit went reasonably well. At one point Keegan left the room and accidentally left his notebook open. I glanced down. The only thing written on the page was: “Stress in the school.”

Fair enough.

We passed pre-authorization.


VII. The Staff

By the time the authorization visit in May 2010 arrived we had assembled an actual team.

The core group looked like this:

  • Me — DPC, CAS, TOK, Business Management, and History
  • Scott Sim — English A and future homeroom teacher
  • Mike Gurnick— Mathematics, assessment, and scheduling
  • Tomoko Wano — Japanese A and translation powerhouse
  • Nick Sutton — Physics (part-time)
  • Oliver Manlick — Chemistry curriculum design
  • Ayako Kurokawa — Visual Arts

Ms. Wano in particular was indispensable. She attended every senior meeting, translated every document, and essentially kept the program alive during its early phase.

Without her we would not have survived.


VIII. The Dinners

During the authorization visit we hosted the visiting team for two dinners. The first night I chose a small izakaya near Kyoto Station. Mary Walters had warned me that it was “kind of a greasy spoon.” But when we arrived Peter MacKenzie looked around happily and said: “This is great. People usually take us to the fanciest restaurant in town to try and impress us.”

Score one for the hokke and the frosty mugs of beer.

The second dinner took place at Suzaku. Five of us attended: Shiozaki, Keegan, MacKenzie, a sharply dressed Suzaku administrator with a goatee, and me. At one point MacKenzie’s wine glass ran empty. There was no waiter nearby. So I stood up, walked around the table, and refilled his glass. When I sat down the Suzaku administrator gave me a small approving nod.

Another quiet point scored.


IX. The August Scare

The visit ended. Then we waited. Weeks passed. By mid-August there was still no decision. At the time I was in Oregon, visiting my family with Sachie and Hugh. Instead of relaxing I spent the vacation checking email obsessively.

Finally I contacted Keegan. A few days later he replied. There was a problem. Several of our teachers—including me—did not possess formal teaching licenses in our home countries.

I reminded him that we had discussed this already during the visit. The Kyoto Board of Education did not require Western-style teaching licenses. They evaluated subject knowledge based on transcripts and TESL credentials.

Keegan agreed. But Peter MacKenzie was raising objections.

So I pushed back. Politely—but firmly. The IB operates in over 120 countries. Mandatory teaching licenses are not a universal requirement.

Then I gathered examples from elite IB schools in the United States whose hiring requirements explicitly did not require teaching licenses. After that the objection disappeared.

Two weeks later the decision arrived. Ritsumeikan Uji was officially granted IB World School status. The certificate—signed by IB Director General Jeffrey Beard—was hung in the principal’s office.

After months of uncertainty, we finally exhaled.


X. Exhaustion

In truth, by that point I was completely spent.

That summer I had also attended the OACAC conference at Babson College as the school’s overseas college counselor. I had traveled, networked, presented, and worked almost nonstop. By the time authorization finally arrived I felt less triumphant than drained.

Not depressed. Just cooked.

The exhaustion lasted until about November 2010. After that I rallied. Because the next great milestone was coming. In April 2011 we would begin our first actual IB teaching.

But that is another story.


Dedication

For the whole team that carried our little IB program through authorization.

A million thank-yous.

And especially for Vice-Principal Terada. You’re the motherfucking GOAT baby!

Note: If you liked this piece you may like the pieces below which also discuss my time with the IB.