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Picture this: You’re in a meeting room at your tech company, and two people are having what looks like the same conversation about the same design problem. One is talking about whether the team has the right skills to tackle it. The other is diving deep into whether the solution actually solves the user’s problem. Same room, same problem, completely different lenses.

This is the beautiful, sometimes messy reality of having both a Design Manager and a Lead Designer on the same team. And if you’re wondering how to make this work without creating confusion, overlap, or the dreaded “too many cooks” scenario, you’re asking the right question.

The traditional answer has been to draw clean lines on an org chart. The Design Manager handles people, the Lead Designer handles craft. Problem solved, right? Except clean org charts are fantasy. In reality, both roles care deeply about team health, design quality, and shipping great work. 

The magic happens when you embrace the overlap instead of fighting it—when you start thinking of your design org as a design organism.

The Anatomy of a Healthy Design Team

Here’s what I’ve learned from years of being on both sides of this equation: think of your design team as a living organism. The Design Manager tends to the mind (the psychological safety, the career growth, the team dynamics). The Lead Designer tends to the body (the craft skills, the design standards, the hands-on work that ships to users).

But just like mind and body aren’t completely separate systems, so, too, do these roles overlap in important ways. You can’t have a healthy person without both working in harmony. The trick is knowing where those overlaps are and how to navigate them gracefully.

When we look at how healthy teams actually function, three critical systems emerge. Each requires both roles to work together, but with one taking primary responsibility for keeping that system strong.

The Nervous System: People & Psychology

Primary caretaker: Design Manager
Supporting role: Lead Designer

The nervous system is all about signals, feedback, and psychological safety. When this system is healthy, information flows freely, people feel safe to take risks, and the team can adapt quickly to new challenges.

The Design Manager is the primary caretaker here. They’re monitoring the team’s psychological pulse, ensuring feedback loops are healthy, and creating the conditions for people to grow. They’re hosting career conversations, managing workload, and making sure no one burns out.

But the Lead Designer plays a crucial supporting role. They’re providing sensory input about craft development needs, spotting when someone’s design skills are stagnating, and helping identify growth opportunities that the Design Manager might miss.

Design Manager tends to:

• Career conversations and growth planning
• Team psychological safety and dynamics
• Workload management and resource allocation
• Performance reviews and feedback systems
• Creating learning opportunities

Lead Designer supports by:

• Providing craft-specific feedback on team member development
• Identifying design skill gaps and growth opportunities
• Offering design mentorship and guidance
• Signaling when team members are ready for more complex challenges

The Muscular System: Craft & Execution

Primary caretaker: Lead Designer
Supporting role: Design Manager

The muscular system is about strength, coordination, and skill development. When this system is healthy, the team can execute complex design work with precision, maintain consistent quality, and adapt their craft to new challenges.

The Lead Designer is the primary caretaker here. They’re setting design standards, providing craft coaching, and ensuring that shipping work meets the quality bar. They’re the ones who can tell you if a design decision is sound or if we’re solving the right problem.

But the Design Manager plays a crucial supporting role. They’re ensuring the team has the resources and support to do their best craft work, like proper nutrition and recovery time for an athlete.

Lead Designer tends to:

• Definition of design standards and system usage
• Feedback on what design work meets the standard
• Experience direction for the product
• Design decisions and product-wide alignment
• Innovation and craft advancement

Design Manager supports by:

• Ensuring design standards are understood and adopted across the team
• Confirming experience direction is being followed
• Supporting practices and systems that scale without bottlenecking
• Facilitating design alignment across teams
• Providing resources and removing obstacles to great craft work

The Circulatory System: Strategy & Flow

Shared caretakers: Both Design Manager and Lead Designer

The circulatory system is about how information, decisions, and energy flow through the team. When this system is healthy, strategic direction is clear, priorities are aligned, and the team can respond quickly to new opportunities or challenges.

This is where true partnership happens. Both roles are responsible for keeping the circulation strong, but they’re bringing different perspectives to the table.

Lead Designer contributes:

• User needs are met by the product
• Overall product quality and experience
• Strategic design initiatives
• Research-based user needs for each initiative

Design Manager contributes:

• Communication to team and stakeholders
• Stakeholder management and alignment
• Cross-functional team accountability
• Strategic business initiatives

Both collaborate on:

• Co-creation of strategy with leadership
• Team goals and prioritization approach
• Organizational structure decisions
• Success measures and frameworks

Keeping the Organism Healthy

The key to making this partnership sing is understanding that all three systems need to work together. A team with great craft skills but poor psychological safety will burn out. A team with great culture but weak craft execution will ship mediocre work. A team with both but poor strategic circulation will work hard on the wrong things.

Be Explicit About Which System You’re Tending

When you’re in a meeting about a design problem, it helps to acknowledge which system you’re primarily focused on. “I’m thinking about this from a team capacity perspective” (nervous system) or “I’m looking at this through the lens of user needs” (muscular system) gives everyone context for your input.

This isn’t about staying in your lane. It’s about being transparent as to which lens you’re using, so the other person knows how to best add their perspective.

Create Healthy Feedback Loops

The most successful partnerships I’ve seen establish clear feedback loops between the systems:

Nervous system signals to muscular system: “The team is struggling with confidence in their design skills” → Lead Designer provides more craft coaching and clearer standards.

Muscular system signals to nervous system: “The team’s craft skills are advancing faster than their project complexity” → Design Manager finds more challenging growth opportunities.

Both systems signal to circulatory system: “We’re seeing patterns in team health and craft development that suggest we need to adjust our strategic priorities.”

Handle Handoffs Gracefully

The most critical moments in this partnership are when something moves from one system to another. This might be when a design standard (muscular system) needs to be rolled out across the team (nervous system), or when a strategic initiative (circulatory system) needs specific craft execution (muscular system).

Make these transitions explicit. “I’ve defined the new component standards. Can you help me think through how to get the team up to speed?” or “We’ve agreed on this strategic direction. I’m going to focus on the specific user experience approach from here.”

Stay Curious, Not Territorial

The Design Manager who never thinks about craft, or the Lead Designer who never considers team dynamics, is like a doctor who only looks at one body system. Great design leadership requires both people to care about the whole organism, even when they’re not the primary caretaker.

This means asking questions rather than making assumptions. “What do you think about the team’s craft development in this area?” or “How do you see this impacting team morale and workload?” keeps both perspectives active in every decision.

When the Organism Gets Sick

Even with clear roles, this partnership can go sideways. Here are the most common failure modes I’ve seen:

System Isolation

The Design Manager focuses only on the nervous system and ignores craft development. The Lead Designer focuses only on the muscular system and ignores team dynamics. Both people retreat to their comfort zones and stop collaborating.

The symptoms: Team members get mixed messages, work quality suffers, morale drops.

The treatment: Reconnect around shared outcomes. What are you both trying to achieve? Usually it’s great design work that ships on time from a healthy team. Figure out how both systems serve that goal.

Poor Circulation

Strategic direction is unclear, priorities keep shifting, and neither role is taking responsibility for keeping information flowing.

The symptoms: Team members are confused about priorities, work gets duplicated or dropped, deadlines are missed.

The treatment: Explicitly assign responsibility for circulation. Who’s communicating what to whom? How often? What’s the feedback loop?

Autoimmune Response

One person feels threatened by the other’s expertise. The Design Manager thinks the Lead Designer is undermining their authority. The Lead Designer thinks the Design Manager doesn’t understand craft.

The symptoms: Defensive behavior, territorial disputes, team members caught in the middle.

The treatment: Remember that you’re both caretakers of the same organism. When one system fails, the whole team suffers. When both systems are healthy, the team thrives.

The Payoff

Yes, this model requires more communication. Yes, it requires both people to be secure enough to share responsibility for team health. But the payoff is worth it: better decisions, stronger teams, and design work that’s both excellent and sustainable.

When both roles are healthy and working well together, you get the best of both worlds: deep craft expertise and strong people leadership. When one person is out sick, on vacation, or overwhelmed, the other can help maintain the team’s health. When a decision requires both the people perspective and the craft perspective, you’ve got both right there in the room.

Most importantly, the framework scales. As your team grows, you can apply the same system thinking to new challenges. Need to launch a design system? Lead Designer tends to the muscular system (standards and implementation), Design Manager tends to the nervous system (team adoption and change management), and both tend to circulation (communication and stakeholder alignment).

The Bottom Line

The relationship between a Design Manager and Lead Designer isn’t about dividing territories. It’s about multiplying impact. When both roles understand they’re tending to different aspects of the same healthy organism, magic happens.

The mind and body work together. The team gets both the strategic thinking and the craft excellence they need. And most importantly, the work that ships to users benefits from both perspectives.

So the next time you’re in that meeting room, wondering why two people are talking about the same problem from different angles, remember: you’re watching shared leadership in action. And if it’s working well, both the mind and body of your design team are getting stronger.

“Language is not merely a set of unrelated sounds, clauses, rules, and meanings; it is a totally coherent system bound to context and behavior.” — Kenneth L. Pike

The web has accents. So should our design systems.

Design Systems as Living Languages

Design systems aren’t component libraries—they’re living languages. Tokens are phonemes, components are words, patterns are phrases, layouts are sentences. The conversations we build with users become the stories our products tell.

But here’s what we’ve forgotten: the more fluently a language is spoken, the more accents it can support without losing meaning. English in Scotland differs from English in Sydney, yet both are unmistakably English. The language adapts to context while preserving core meaning. This couldn’t be more obvious to me, a Brazilian Portuguese speaker, who learned English with an American accent, and lives in Sydney.

Our design systems must work the same way. Rigid adherence to visual rules creates brittle systems that break under contextual pressure. Fluent systems bend without breaking.

Consistency becomes a prison

The promise of design systems was simple: consistent components would accelerate development and unify experiences. But as systems matured and products grew more complex, that promise has become a prison. Teams file “exception” requests by the hundreds. Products launch with workarounds instead of system components. Designers spend more time defending consistency than solving user problems.

Our design systems must learn to speak dialects.

A design dialect is a systematic adaptation of a design system that maintains core principles while developing new patterns for specific contexts. Unlike one-off customizations or brand themes, dialects preserve the system’s essential grammar while expanding its vocabulary to serve different users, environments, or constraints.

When Perfect Consistency Fails

At Booking.com, I learned this lesson the hard way. We A/B-tested everything—color, copy, button shapes, even logo colors. As a professional with a graphic design education and experience building brand style guides, I found this shocking. While everyone fell in love with Airbnb’s pristine design system, Booking grew into a giant without ever considering visual consistency.  

The chaos taught me something profound: consistency isn’t ROI; solved problems are.

At Shopify. Polaris () was our crown jewel—a mature design language perfect for merchants on laptops. As a product team, we were expected to adopt Polaris as-is. Then my fulfillment team hit an “Oh, Ship!” moment, as we faced the challenge of building an app for warehouse pickers using our interface on shared, battered Android scanners in dim aisles, wearing thick gloves, scanning dozens of items per minute, many with limited levels of English understanding.

Task completion with standard Polaris: 0%.

Every component that worked beautifully for merchants failed completely for pickers. White backgrounds created glare. 44px tap targets were invisible to gloved fingers. Sentence-case labels took too long to parse. Multi-step flows confused non-native speakers.

We faced a choice: abandon Polaris entirely, or teach it to speak warehouse.

The Birth of a Dialect

We chose evolution over revolution. Working within Polaris’s core principles—clarity, efficiency, consistency—we developed what we now call a design dialect:

Constraint	Fluent Move	Rationale
Glare & low light	Dark surfaces + light text	Reduce glare on low-DPI screens
Gloves & haste	90px tap targets (~2cm)	Accommodate thick gloves
Multilingual	Single-task screens, plain language	Reduce cognitive load

Result: Task completion jumped from 0% to 100%. Onboarding time dropped from three weeks to one shift.

This wasn’t customization or theming—this was a dialect: a systematic adaptation that maintained Polaris’s core grammar while developing new vocabulary for a specific context. Polaris hadn’t failed; it had learned to speak warehouse.

The Flexibility Framework

At Atlassian, working on the Jira platform—itself a system within the larger Atlassian system—I pushed for formalizing this insight. With dozens of products sharing a design language across different codebases, we needed systematic flexibility so we built directly into our ways of working. The old model—exception requests and special approvals—was failing at scale.

We developed the Flexibility Framework to help designers define how flexible they wanted their components to be:

Tier	Action	Ownership
Consistent	Adopt unchanged	Platform locks design + code
Opinionated	Adapt within bounds	Platform provides smart defaults, products customize
Flexible	Extend freely	Platform defines behavior, products own presentation

During a navigation redesign, we tiered every element. Logo and global search stayed Consistent. Breadcrumbs and contextual actions became Flexible. Product teams could immediately see where innovation was welcome and where consistency mattered.

The Decision Ladder

Flexibility needs boundaries. We created a simple ladder for evaluating when rules should bend:

Good: Ship with existing system components. Fast, consistent, proven.

Better: Stretch a component slightly. Document the change. Contribute improvements back to the system for all to use.

Best: Prototype the ideal experience first. If user testing validates the benefit, update the system to support it.

The key question: “Which option lets users succeed fastest?”

Rules are tools, not relics.

Unity Beats Uniformity

Gmail, Drive, and Maps are unmistakably Google—yet each speaks with its own accent. They achieve unity through shared principles, not cloned components. One extra week of debate over button color costs roughly $30K in engineer time.

Unity is a brand outcome; fluency is a user outcome. When the two clash, side with the user.

Governance Without Gates

How do you maintain coherence while enabling dialects? Treat your system like a living vocabulary:

Document every deviation – e.g., dialects/warehouse.md with before/after screenshots and rationale.

Promote shared patterns – when three teams adopt a dialect independently, review it for core inclusion.

Deprecate with context – retire old idioms via flags and migration notes, never a big-bang purge.

A living dictionary scales better than a frozen rulebook.

Start Small: Your First Dialect

Ready to introduce dialects? Start with one broken experience:

This week: Find one user flow where perfect consistency blocks task completion. Could be mobile users struggling with desktop-sized components, or accessibility needs your standard patterns don’t address.

Document the context: What makes standard patterns fail here? Environmental constraints? User capabilities? Task urgency?

Design one systematic change: Focus on behavior over aesthetics. If gloves are the problem, bigger targets aren’t “”breaking the system””—they’re serving the user. Earn the variations and make them intentional.

Test and measure: Does the change improve task completion? Time to productivity? User satisfaction?

Show the savings: If that dialect frees even half a sprint, fluency has paid for itself.

Beyond the Component Library

We’re not managing design systems anymore—we’re cultivating design languages. Languages that grow with their speakers. Languages that develop accents without losing meaning. Languages that serve human needs over aesthetic ideals.

The warehouse workers who went from 0% to 100% task completion didn’t care that our buttons broke the style guide. They cared that the buttons finally worked.

Your users feel the same way. Give your system permission to speak their language.

Today’s web is not always an amiable place. Sites greet you with a popover that demands assent to their cookie policy, and leave you with Taboola ads promising “One Weird Trick!” to cure your ailments. Social media sites are tuned for engagement, and few things are more engaging than a fight. Today it seems that people want to quarrel; I have seen flame wars among birders.  

These tensions are often at odds with a site’s goals. If we are providing support and advice to customers, we don’t want those customers to wrangle with each other. If we offer news about the latest research, we want readers to feel at ease; if we promote upcoming marches, we want our core supporters to feel comfortable and we want curious newcomers to feel welcome. 

In a study for a conference on the History of the Web, I looked to the origins of Computer Science in Vienna (1928-1934)  for a case study of the importance of amiability in a research community and the disastrous consequences of its loss. That story has interesting implications for web environments that promote amiable interaction among disparate, difficult (and sometimes disagreeable) people.

The Vienna Circle

Though people had been thinking about calculating engines and thinking machines from antiquity, Computing really got going in Depression-era Vienna.  The people who worked out the theory had no interest in building machines; they wanted to puzzle out the limits of reason in the absence of divine authority. If we could not rely on God or Aristotle to tell us how to think, could we instead build arguments that were self-contained and demonstrably correct? Can we be sure that mathematics is consistent? Are there things that are true but that cannot be expressed in language? 

The core ideas were worked out in the weekly meetings (Thursdays at 6) of a group remembered as the Vienna Circle. They got together in the office of Professor Moritz Schlick at the University of Vienna to discuss problems in philosophy, math, and language. The intersection of physics and philosophy had long been a specialty of this Vienna department, and this work had placed them among the world leaders.  Schlick’s colleague Hans Hahn was a central participant, and by 1928 Hahn brought along his graduate students Karl Menger and Kurt Gödel. Other frequent participants included philosopher Rudolf Carnap, psychologist Karl Popper, economist Ludwig von Mises (brought by his brother Frederick, a physicist),  graphic designer Otto Neurath (inventor of infographics), and architect Josef Frank (brought by his physicist brother, Phillip).  Out-of-town visitors often joined, including the young Johnny von Neumann, Alfred Tarski, and the irascible Ludwig Wittgenstein. 

When Schlick’s office grew too dim, participants adjourned to a nearby café for additional discussion with an even larger circle of participants.  This convivial circle was far from unique.  An intersecting circle–Neurath, von Mises, Oskar Morgenstern–established the Austrian School of free-market economics. There were theatrical circles (Peter Lorre, Hedy Lamarr, Max Reinhardt), and literary circles. The café was where things happened.

The interdisciplinarity of the group posed real challenges of temperament and understanding. Personalities were often a challenge. Gödel was convinced people were trying to poison him. Architect Josef Frank depended on contracts for public housing, which Mises opposed as wasteful. Wittgenstein’s temper had lost him his job as a secondary school teacher, and for some of these years he maintained a detailed list of whom he was willing to meet. Neurath was eager to detect muddled thinking and would interrupt a speaker with a shouted “Metaphysics!” The continuing amity of these meetings was facilitated by the personality of their leader, Moritz Schlick, who would be remembered as notably adept in keeping disagreements from becoming quarrels.

In the Café

The Viennese café of this era was long remembered as a particularly good place to argue with your friends, to read, and to write. Built to serve an imperial capital, the cafés found themselves with too much space and too few customers now that the Empire was gone. There was no need to turn tables: a café could only survive by coaxing customers to linger. Perhaps they would order another coffee, or one of their friends might drop by. One could play chess, or billiards, or read newspapers from abroad. Coffee was invariably served with a glass of purified spring water, still a novelty in an era in which most water was still unsafe to drink. That water glass would be refilled indefinitely. 

In the basement of one café, the poet Jura Soyfer staged “The End Of The World,” a musical comedy in which Professor Peep has discovered a comet heading for earth.

Prof. Peep: The comet is going to destroy everybody!

Hitler:  Destroying everybody is my business.

Of course, coffee can be prepared in many ways, and the Viennese café developed a broad vocabulary to represent precisely how one preferred to drink it: melange, Einspänner, Brauner, Schwarzer, Kapuziner. This extensive customization, with correspondingly esoteric conventions of service, established the café as a comfortable and personal third space, a neutral ground in which anyone who could afford a coffee would be welcome. Viennese of this era were fastidious in their use of personal titles, of which an abundance were in common use. Café waiters greeted regular customers with titles too, but were careful to address their patrons with titles a notch or two greater than they deserved. A graduate student would be Doktor, an unpaid postdoc Professor.  This assurance mattered all the more because so many members of the Circle (and so many other Viennese) came from elsewhere: Carnap from Wuppertal, Gödel from Brno, von Neumann from Budapest. No one was going to make fun of your clothes, mannerisms, or accent. Your friends wouldn’t be bothered by the pram in the hall. Everyone shared a Germanic Austrian literary and philosophical culture, not least those whose ancestors had been Eastern European Jews who knew that culture well, having read all about it in books.

The amiability of the café circle was enhanced by its openness. Because the circle sometimes extended to architects and actors, people could feel less constrained to admit shortfalls in their understanding. It was soon discovered that marble tabletops made a useful surface for pencil sketches, serving all as an improvised and accessible blackboard.

Comedies like “The End Of The World” and fictional newspaper sketches or feuilletons of writers like Joseph Roth and Stefan Zweig served as a second defense against disagreeable or churlish behavior. The knowledge that, if one got carried away, a parody of one’s remarks might shortly appear in Neue Freie Presse surely helped Professor Schlick keep matters in hand.

The End Of Red Vienna

Though Austria’s government drifted to the right after the War, Vienna’s city council had been Socialist, dedicated to public housing based on user-centered design, and embracing  ambitious programs of public outreach and adult education. In 1934 the Socialists lost a local election, and this era soon came to its end as the new administration focused on the imagined threat of the International Jewish Conspiracy. Most members of the Circle fled within months: von Neumann to Princeton, Neurath to Holland and Oxford, Popper to New Zealand, Carnap to Chicago. Prof. Schlick was murdered on the steps of the University by a student outraged by his former association with Jews.  Jura Soyfer, who wrote “The End Of The World,” died in Buchenwald.

In 1939, von Neumann finally convinced Gödel to accept a job in Princeton. Gödel was required to pay large fines to emigrate. The officer in charge of these fees would look back on this as the best posting of his career; his name was Eichmann.

Design for Amiability

An impressive literature recounts those discussions and the environment that facilitated the development of computing. How can we design for amiability?  This is not just a matter of choosing rounded typefaces and a cheerful pastel palette. I believe we may identify eight distinct issues that exert design forces in usefully amiable directions.

Seriousness: The Vienna Circle was wrestling with a notoriously difficult book—Wittgenstein’s Tractus Logico-Philosophicus—and a catalog of outstanding open questions in mathematics. They were concerned with consequential problems, not merely scoring points for debating. Constant reminders that the questions you are considering matter—not only that they are consequential or that those opposing you are scoundrels—help promote amity.

Empiricism: The characteristic approach of the Vienna Circle demanded that knowledge be grounded either in direct observation or in rigorous reasoning. Disagreement, when it arose, could be settled by observation or by proof. If neither seemed ready to hand, the matter could not be settled. On these terms, one can seldom if ever demolish an opposing argument, and trolling is pointless.

Abstraction: Disputes grow worse when losing the argument entails lost face or lost jobs. The Vienna Circle’s focus on theory—the limits of mathematics, the capability of language—promoted amity. Without seriousness, abstraction could have been merely academic, but the limits of reason and the consistency of mathematics were clearly serious.

Formality: The punctilious demeanor of waiters and the elaborated rituals of coffee service helped to establish orderly attitudes amongst the argumentative participants. This stands in contrast to the contemptuous sneer that now dominates social media.  

Schlamperei: Members of the Vienna Circle maintained a global correspondence, and they knew their work was at the frontier of research. Still, this was Vienna, at the margins of Europe: old-fashioned, frumpy, and dingy. Many participants came from even more obscure backwaters. Most or all harbored the suspicion that they were really schleppers, and a tinge of the ridiculous helped to moderate tempers. The director of “The End Of The World” had to pass the hat for money to purchase a moon for the set, and thought it was funny enough to write up for publication.

Openness: All sorts of people were involved in discussion, anyone might join in. Each week would bring different participants. Fluid borders reduce tension, and provide opportunities to broaden the range of discussion and the terms of engagement. Low entrance friction was characteristic of the café: anyone could come, and if you came twice you were virtually a regular. Permeable boundaries and café culture made it easier for moderating influences to draw in raconteurs and storytellers to defuse awkward moments, and Vienna’s cafés had no shortage of humorists. Openness counteracts the suspicion that promoters of amiability are exerting censorship.

Parody: The environs of the Circle—the university office and the café—were unmistakably public. There were writers about, some of them renowned humorists. The prospect that one’s bad taste or bad behavior might be ridiculed in print kept discussion within bounds. The sanction of public humiliation, however, was itself made mild by the veneer of fiction; even if you got a little carried away and a character based on you made a splash in some newspaper fiction, it wasn’t the end of the world.

Engagement: The subject matter was important to the participants, but it was esoteric: it did not matter very much to their mothers or their siblings. A small stumble or a minor humiliation could be shrugged off in ways that major media confrontations cannot.

I believe it is notable that this environment was designed to promote amiability through several different voices.  The café waiter flattered each newcomer and served everyone, and also kept out local pickpockets and drunks who would be mere disruptions. Schlick and other regulars kept discussion moving and on track. The fiction writers and raconteurs—perhaps the most peripheral of the participants—kept people in a good mood and reminded them that bad behavior could make anyone ridiculous.  Crucially, each of these voices were human: you could reason with them. Algorithmic or AI moderators, however clever, are seldom perceived as reasonable. The café circles had no central authority or Moderator against whom everyone’s resentments might be focused. Even after the disaster of 1934, what people remembered were those cheerful arguments.

Robert Pattinson, a man who, when once asked what his life was like outside of acting, simply responded with “sucks,” has finally confirmed that he’s in Dune: Part Three. The actor broke the news in a typically casual way during an interview about his new film, Die My Love, in which he co-stars alongside Jennifer […]

The post Only Robert Pattinson Could Confirm He’s In Dune 3 This Casually appeared first on Den of Geek.

As the son of filmmaker Mira Nair, New York’s newest mayor Zohran Mamdani knows the difference between Hollywood and reality. He knows that he’ll have a hard time living up to the expectations that have built up in the minds of New Yorkers after seeing their city’s politics depicted again and again. But does he know that the most daunting example is the one set by a guy named Lenny?

Mayor Lenny is the only name we have for the politician David Margulies plays in Ghostbusters and its first sequel, Ghostbusters II. Mayor Lenny has only a couple of scenes, and he’s never the guy we see dealing with Gozer or Vigo the Carpathian. Yet, in those few scenes, Mayor Lenny establishes himself as the greatest New York Mayor in movie history, and a fine example for any of his real-world counterparts.

What does Lenny do so well? First of all, he gets the right people for the job. As many have noted, Ghostbusters is a fantasy of free market capitalism, in which small business owners strike out on their own from the world of academia with an in-demand product and successfully market themselves, despite interference by government regulators. Even before they toast Gozer and the Terror Dogs, the Ghostbusters have become economic heroes when they successfully get the mayor to hire them.

For his part, Lenny looks good in this scene precisely because he’s the one doing the hiring. Instead of listening to the apparently anatomically impaired Walter Peck (William Atherton), with his regulations and bylaws, Lenny goes straight to the experts, the professionals can get the job done. He uses the taxpayers’ money wisely and efficiently.

But doesn’t he do so out of self-interest? Doesn’t he only hire the team after Venkman tells him that, if the Ghostbusters pull off the task, he will have saved the lives of millions of registered voters? Yes, as he should! As the mayor, those registered voters are his constituency. It may sound craven coming out of Venkman’s mouth (what doesn’t?), but his job is to look out for those registered voters, protecting their interests and their safety. He’s not acting out of his own self-interest. He’s acting as the mayor of one of the most important cities in the world.

In fact, Lenny is defined by his ability to pay attention to others. While he has little use for Peck’s conclusions, he does hear the man out. Moreover, he also listens to representatives from the fire department, the police, and other civil services. He even gets a visit from a high-ranking member of the Catholic church, to take spiritual guidance along with his logistical concerns.

In Ghostbusters II, the team has fallen on hard times as the city has forgotten what the Ghostbusters did for them. But Lenny hasn’t forgotten. So when pink slime starts manifesting around NYC, he calls the Ghostbusters once again.

And, once again, Lenny has others in the conference, someone providing a counterpoint to the Ghostbusters’ argument. He listens everyone in the room, and even though he initially rejects the team, he does so on the grounds of protecting his constiuency. “Being miserable and treating other people like dirt is every New Yorker’s God-given right,” he declares, valiantly defending his peoples’ freedoms.

In short, Lenny values expertise. He gets perspectives from all of the relevant sources and takes his time making a decision, constantly wondering what will best for the people he represents. Lenny values the interests of New Yorkers. Lenny values the rule of law.

Obviously, it’s too early to know if Mayor Mamdani will also put prioritize, citizens’ rights, and the rule of law. We certainly hope he will, but the real world has given us too many examples to just take it on faith. But if he can do just a fraction of what Mayor Lenny did, then millions of registered voters can rest easy, knowing they can still be miserable and treat other people like dirt.

The post Ghostbusters Gave Us Cinema’s Best New York City Mayor appeared first on Den of Geek.

Arnold Schwarzenegger could make a return to the Predator franchise in the future and reprise his role as Dutch, according to Predator: Badlands producer Ben Rosenblatt. Rosenblatt has confirmed that director Dan Trachtenberg, who helms the latest franchise installment, has met up with Arnie about appearing in a possible sequel. Dutch briefly popped up in […]

The post Predator: Badlands Director Seeks “Holy Grail” of Arnold Schwarzenegger Franchise Return appeared first on Den of Geek.

As the son of filmmaker Mira Nair, New York’s newest mayor Zohran Mamdani knows the difference between Hollywood and reality. He knows that he’ll have a hard time living up to the expectations that have built up in the minds of New Yorkers after seeing their city’s politics depicted again and again. But does he know that the most daunting example is the one set by a guy named Lenny?

Mayor Lenny is the only name we have for the politician David Margulies plays in Ghostbusters and its first sequel, Ghostbusters II. Mayor Lenny has only a couple of scenes, and he’s never the guy we see dealing with Gozer or Vigo the Carpathian. Yet, in those few scenes, Mayor Lenny establishes himself as the greatest New York Mayor in movie history, and a fine example for any of his real-world counterparts.

What does Lenny do so well? First of all, he gets the right people for the job. As many have noted, Ghostbusters is a fantasy of free market capitalism, in which small business owners strike out on their own from the world of academia with an in-demand product and successfully market themselves, despite interference by government regulators. Even before they toast Gozer and the Terror Dogs, the Ghostbusters have become economic heroes when they successfully get the mayor to hire them.

For his part, Lenny looks good in this scene precisely because he’s the one doing the hiring. Instead of listening to the apparently anatomically impaired Walter Peck (William Atherton), with his regulations and bylaws, Lenny goes straight to the experts, the professionals can get the job done. He uses the taxpayers’ money wisely and efficiently.

But doesn’t he do so out of self-interest? Doesn’t he only hire the team after Venkman tells him that, if the Ghostbusters pull off the task, he will have saved the lives of millions of registered voters? Yes, as he should! As the mayor, those registered voters are his constituency. It may sound craven coming out of Venkman’s mouth (what doesn’t?), but his job is to look out for those registered voters, protecting their interests and their safety. He’s not acting out of his own self-interest. He’s acting as the mayor of one of the most important cities in the world.

In fact, Lenny is defined by his ability to pay attention to others. While he has little use for Peck’s conclusions, he does hear the man out. Moreover, he also listens to representatives from the fire department, the police, and other civil services. He even gets a visit from a high-ranking member of the Catholic church, to take spiritual guidance along with his logistical concerns.

In Ghostbusters II, the team has fallen on hard times as the city has forgotten what the Ghostbusters did for them. But Lenny hasn’t forgotten. So when pink slime starts manifesting around NYC, he calls the Ghostbusters once again.

And, once again, Lenny has others in the conference, someone providing a counterpoint to the Ghostbusters’ argument. He listens everyone in the room, and even though he initially rejects the team, he does so on the grounds of protecting his constiuency. “Being miserable and treating other people like dirt is every New Yorker’s God-given right,” he declares, valiantly defending his peoples’ freedoms.

In short, Lenny values expertise. He gets perspectives from all of the relevant sources and takes his time making a decision, constantly wondering what will best for the people he represents. Lenny values the interests of New Yorkers. Lenny values the rule of law.

Obviously, it’s too early to know if Mayor Mamdani will also put prioritize, citizens’ rights, and the rule of law. We certainly hope he will, but the real world has given us too many examples to just take it on faith. But if he can do just a fraction of what Mayor Lenny did, then millions of registered voters can rest easy, knowing they can still be miserable and treat other people like dirt.

The post Ghostbusters Gave Us Cinema’s Best New York City Mayor appeared first on Den of Geek.

Bride of Chucky director Ronny Yu hasn’t helmed a full feature film since Saving General Yang back in 2013, but A Nightmare on Elm Street star Robert Englund would love to see him make a horror comeback. Englund, who reprised the role of iconic boogeyman Freddy Krueger in Yu’s 2003 horror crossover hit Freddy vs. […]

The post Robert Englund Calls on Freddy vs. Jason Director to Make Horror Comeback appeared first on Den of Geek.

As the son of filmmaker Mira Nair, New York’s newest mayor Zohran Mamdani knows the difference between Hollywood and reality. He knows that he’ll have a hard time living up to the expectations that have built up in the minds of New Yorkers after seeing their city’s politics depicted again and again. But does he know that the most daunting example is the one set by a guy named Lenny?

Mayor Lenny is the only name we have for the politician David Margulies plays in Ghostbusters and its first sequel, Ghostbusters II. Mayor Lenny has only a couple of scenes, and he’s never the guy we see dealing with Gozer or Vigo the Carpathian. Yet, in those few scenes, Mayor Lenny establishes himself as the greatest New York Mayor in movie history, and a fine example for any of his real-world counterparts.

What does Lenny do so well? First of all, he gets the right people for the job. As many have noted, Ghostbusters is a fantasy of free market capitalism, in which small business owners strike out on their own from the world of academia with an in-demand product and successfully market themselves, despite interference by government regulators. Even before they toast Gozer and the Terror Dogs, the Ghostbusters have become economic heroes when they successfully get the mayor to hire them.

For his part, Lenny looks good in this scene precisely because he’s the one doing the hiring. Instead of listening to the apparently anatomically impaired Walter Peck (William Atherton), with his regulations and bylaws, Lenny goes straight to the experts, the professionals can get the job done. He uses the taxpayers’ money wisely and efficiently.

But doesn’t he do so out of self-interest? Doesn’t he only hire the team after Venkman tells him that, if the Ghostbusters pull off the task, he will have saved the lives of millions of registered voters? Yes, as he should! As the mayor, those registered voters are his constituency. It may sound craven coming out of Venkman’s mouth (what doesn’t?), but his job is to look out for those registered voters, protecting their interests and their safety. He’s not acting out of his own self-interest. He’s acting as the mayor of one of the most important cities in the world.

In fact, Lenny is defined by his ability to pay attention to others. While he has little use for Peck’s conclusions, he does hear the man out. Moreover, he also listens to representatives from the fire department, the police, and other civil services. He even gets a visit from a high-ranking member of the Catholic church, to take spiritual guidance along with his logistical concerns.

In Ghostbusters II, the team has fallen on hard times as the city has forgotten what the Ghostbusters did for them. But Lenny hasn’t forgotten. So when pink slime starts manifesting around NYC, he calls the Ghostbusters once again.

And, once again, Lenny has others in the conference, someone providing a counterpoint to the Ghostbusters’ argument. He listens everyone in the room, and even though he initially rejects the team, he does so on the grounds of protecting his constiuency. “Being miserable and treating other people like dirt is every New Yorker’s God-given right,” he declares, valiantly defending his peoples’ freedoms.

In short, Lenny values expertise. He gets perspectives from all of the relevant sources and takes his time making a decision, constantly wondering what will best for the people he represents. Lenny values the interests of New Yorkers. Lenny values the rule of law.

Obviously, it’s too early to know if Mayor Mamdani will also put prioritize, citizens’ rights, and the rule of law. We certainly hope he will, but the real world has given us too many examples to just take it on faith. But if he can do just a fraction of what Mayor Lenny did, then millions of registered voters can rest easy, knowing they can still be miserable and treat other people like dirt.

The post Ghostbusters Gave Us Cinema’s Best New York City Mayor appeared first on Den of Geek.

Movie-goers don’t need to look far to see signs of Stan Lee‘s influence on the big screen. Characters that Smilin’ Stan co-created with Jack Kirby, Steve Ditko, and others continue to fill movie theaters, guys like Spider-Man and the Avengers. But anyone who knows anything about Lee also knows that he longed to move out […]

The post A Long-Delayed Stan Lee Movie is Finally Being Made appeared first on Den of Geek.

As the son of filmmaker Mira Nair, New York’s newest mayor Zohran Mamdani knows the difference between Hollywood and reality. He knows that he’ll have a hard time living up to the expectations that have built up in the minds of New Yorkers after seeing their city’s politics depicted again and again. But does he know that the most daunting example is the one set by a guy named Lenny?

Mayor Lenny is the only name we have for the politician David Margulies plays in Ghostbusters and its first sequel, Ghostbusters II. Mayor Lenny has only a couple of scenes, and he’s never the guy we see dealing with Gozer or Vigo the Carpathian. Yet, in those few scenes, Mayor Lenny establishes himself as the greatest New York Mayor in movie history, and a fine example for any of his real-world counterparts.

What does Lenny do so well? First of all, he gets the right people for the job. As many have noted, Ghostbusters is a fantasy of free market capitalism, in which small business owners strike out on their own from the world of academia with an in-demand product and successfully market themselves, despite interference by government regulators. Even before they toast Gozer and the Terror Dogs, the Ghostbusters have become economic heroes when they successfully get the mayor to hire them.

For his part, Lenny looks good in this scene precisely because he’s the one doing the hiring. Instead of listening to the apparently anatomically impaired Walter Peck (William Atherton), with his regulations and bylaws, Lenny goes straight to the experts, the professionals can get the job done. He uses the taxpayers’ money wisely and efficiently.

But doesn’t he do so out of self-interest? Doesn’t he only hire the team after Venkman tells him that, if the Ghostbusters pull off the task, he will have saved the lives of millions of registered voters? Yes, as he should! As the mayor, those registered voters are his constituency. It may sound craven coming out of Venkman’s mouth (what doesn’t?), but his job is to look out for those registered voters, protecting their interests and their safety. He’s not acting out of his own self-interest. He’s acting as the mayor of one of the most important cities in the world.

In fact, Lenny is defined by his ability to pay attention to others. While he has little use for Peck’s conclusions, he does hear the man out. Moreover, he also listens to representatives from the fire department, the police, and other civil services. He even gets a visit from a high-ranking member of the Catholic church, to take spiritual guidance along with his logistical concerns.

In Ghostbusters II, the team has fallen on hard times as the city has forgotten what the Ghostbusters did for them. But Lenny hasn’t forgotten. So when pink slime starts manifesting around NYC, he calls the Ghostbusters once again.

And, once again, Lenny has others in the conference, someone providing a counterpoint to the Ghostbusters’ argument. He listens everyone in the room, and even though he initially rejects the team, he does so on the grounds of protecting his constiuency. “Being miserable and treating other people like dirt is every New Yorker’s God-given right,” he declares, valiantly defending his peoples’ freedoms.

In short, Lenny values expertise. He gets perspectives from all of the relevant sources and takes his time making a decision, constantly wondering what will best for the people he represents. Lenny values the interests of New Yorkers. Lenny values the rule of law.

Obviously, it’s too early to know if Mayor Mamdani will also put prioritize, citizens’ rights, and the rule of law. We certainly hope he will, but the real world has given us too many examples to just take it on faith. But if he can do just a fraction of what Mayor Lenny did, then millions of registered voters can rest easy, knowing they can still be miserable and treat other people like dirt.

The post Ghostbusters Gave Us Cinema’s Best New York City Mayor appeared first on Den of Geek.

The chronically online got a belated apology from Jeopardy! host Ken Jennings this week after an October 24 episode of the series inadvertently sowed (there are a few more pig puns coming, so strap in) seeds of dismay with a clue about the viral meme character John Pork. Pork, who has the head of a […]

The post Ken Jennings Bows to the Chronically Online After AI Jeopardy Clue appeared first on Den of Geek.

As the son of filmmaker Mira Nair, New York’s newest mayor Zohran Mamdani knows the difference between Hollywood and reality. He knows that he’ll have a hard time living up to the expectations that have built up in the minds of New Yorkers after seeing their city’s politics depicted again and again. But does he know that the most daunting example is the one set by a guy named Lenny?

Mayor Lenny is the only name we have for the politician David Margulies plays in Ghostbusters and its first sequel, Ghostbusters II. Mayor Lenny has only a couple of scenes, and he’s never the guy we see dealing with Gozer or Vigo the Carpathian. Yet, in those few scenes, Mayor Lenny establishes himself as the greatest New York Mayor in movie history, and a fine example for any of his real-world counterparts.

What does Lenny do so well? First of all, he gets the right people for the job. As many have noted, Ghostbusters is a fantasy of free market capitalism, in which small business owners strike out on their own from the world of academia with an in-demand product and successfully market themselves, despite interference by government regulators. Even before they toast Gozer and the Terror Dogs, the Ghostbusters have become economic heroes when they successfully get the mayor to hire them.

For his part, Lenny looks good in this scene precisely because he’s the one doing the hiring. Instead of listening to the apparently anatomically impaired Walter Peck (William Atherton), with his regulations and bylaws, Lenny goes straight to the experts, the professionals can get the job done. He uses the taxpayers’ money wisely and efficiently.

But doesn’t he do so out of self-interest? Doesn’t he only hire the team after Venkman tells him that, if the Ghostbusters pull off the task, he will have saved the lives of millions of registered voters? Yes, as he should! As the mayor, those registered voters are his constituency. It may sound craven coming out of Venkman’s mouth (what doesn’t?), but his job is to look out for those registered voters, protecting their interests and their safety. He’s not acting out of his own self-interest. He’s acting as the mayor of one of the most important cities in the world.

In fact, Lenny is defined by his ability to pay attention to others. While he has little use for Peck’s conclusions, he does hear the man out. Moreover, he also listens to representatives from the fire department, the police, and other civil services. He even gets a visit from a high-ranking member of the Catholic church, to take spiritual guidance along with his logistical concerns.

In Ghostbusters II, the team has fallen on hard times as the city has forgotten what the Ghostbusters did for them. But Lenny hasn’t forgotten. So when pink slime starts manifesting around NYC, he calls the Ghostbusters once again.

And, once again, Lenny has others in the conference, someone providing a counterpoint to the Ghostbusters’ argument. He listens everyone in the room, and even though he initially rejects the team, he does so on the grounds of protecting his constiuency. “Being miserable and treating other people like dirt is every New Yorker’s God-given right,” he declares, valiantly defending his peoples’ freedoms.

In short, Lenny values expertise. He gets perspectives from all of the relevant sources and takes his time making a decision, constantly wondering what will best for the people he represents. Lenny values the interests of New Yorkers. Lenny values the rule of law.

Obviously, it’s too early to know if Mayor Mamdani will also put prioritize, citizens’ rights, and the rule of law. We certainly hope he will, but the real world has given us too many examples to just take it on faith. But if he can do just a fraction of what Mayor Lenny did, then millions of registered voters can rest easy, knowing they can still be miserable and treat other people like dirt.

The post Ghostbusters Gave Us Cinema’s Best New York City Mayor appeared first on Den of Geek.

We live in strange times, pop culturally speaking. Deep cut comic book characters who, just twenty years ago, would be discussed only in hushed tones in lunchroom corners are now household names played by A-listers. Suddenly, everyone knows who Bucky Barnes and the Peacemaker are. So it’s not the craziest thing in the world that […]

The post Deadpool Star Pitches a ’90s Extreme X-Men Movie appeared first on Den of Geek.

As the son of filmmaker Mira Nair, New York’s newest mayor Zohran Mamdani knows the difference between Hollywood and reality. He knows that he’ll have a hard time living up to the expectations that have built up in the minds of New Yorkers after seeing their city’s politics depicted again and again. But does he know that the most daunting example is the one set by a guy named Lenny?

Mayor Lenny is the only name we have for the politician David Margulies plays in Ghostbusters and its first sequel, Ghostbusters II. Mayor Lenny has only a couple of scenes, and he’s never the guy we see dealing with Gozer or Vigo the Carpathian. Yet, in those few scenes, Mayor Lenny establishes himself as the greatest New York Mayor in movie history, and a fine example for any of his real-world counterparts.

What does Lenny do so well? First of all, he gets the right people for the job. As many have noted, Ghostbusters is a fantasy of free market capitalism, in which small business owners strike out on their own from the world of academia with an in-demand product and successfully market themselves, despite interference by government regulators. Even before they toast Gozer and the Terror Dogs, the Ghostbusters have become economic heroes when they successfully get the mayor to hire them.

For his part, Lenny looks good in this scene precisely because he’s the one doing the hiring. Instead of listening to the apparently anatomically impaired Walter Peck (William Atherton), with his regulations and bylaws, Lenny goes straight to the experts, the professionals can get the job done. He uses the taxpayers’ money wisely and efficiently.

But doesn’t he do so out of self-interest? Doesn’t he only hire the team after Venkman tells him that, if the Ghostbusters pull off the task, he will have saved the lives of millions of registered voters? Yes, as he should! As the mayor, those registered voters are his constituency. It may sound craven coming out of Venkman’s mouth (what doesn’t?), but his job is to look out for those registered voters, protecting their interests and their safety. He’s not acting out of his own self-interest. He’s acting as the mayor of one of the most important cities in the world.

In fact, Lenny is defined by his ability to pay attention to others. While he has little use for Peck’s conclusions, he does hear the man out. Moreover, he also listens to representatives from the fire department, the police, and other civil services. He even gets a visit from a high-ranking member of the Catholic church, to take spiritual guidance along with his logistical concerns.

In Ghostbusters II, the team has fallen on hard times as the city has forgotten what the Ghostbusters did for them. But Lenny hasn’t forgotten. So when pink slime starts manifesting around NYC, he calls the Ghostbusters once again.

And, once again, Lenny has others in the conference, someone providing a counterpoint to the Ghostbusters’ argument. He listens everyone in the room, and even though he initially rejects the team, he does so on the grounds of protecting his constiuency. “Being miserable and treating other people like dirt is every New Yorker’s God-given right,” he declares, valiantly defending his peoples’ freedoms.

In short, Lenny values expertise. He gets perspectives from all of the relevant sources and takes his time making a decision, constantly wondering what will best for the people he represents. Lenny values the interests of New Yorkers. Lenny values the rule of law.

Obviously, it’s too early to know if Mayor Mamdani will also put prioritize, citizens’ rights, and the rule of law. We certainly hope he will, but the real world has given us too many examples to just take it on faith. But if he can do just a fraction of what Mayor Lenny did, then millions of registered voters can rest easy, knowing they can still be miserable and treat other people like dirt.

The post Ghostbusters Gave Us Cinema’s Best New York City Mayor appeared first on Den of Geek.

The Kelvinverse has come to an end. The universe that J.J. Abrams inaugurated with his 2009 reboot film Star Trek has now been officially shelved, as Paramount seeks a new direction. Now, it is time to remember the fallen franchise. And of the Kelvinverse, we can only say this: of all the movies I have […]

The post Requiem for the Kelvinverse: 5 Things the J.J. Abrams Star Trek Movies Did Right appeared first on Den of Geek.

As the son of filmmaker Mira Nair, New York’s newest mayor Zohran Mamdani knows the difference between Hollywood and reality. He knows that he’ll have a hard time living up to the expectations that have built up in the minds of New Yorkers after seeing their city’s politics depicted again and again. But does he know that the most daunting example is the one set by a guy named Lenny?

Mayor Lenny is the only name we have for the politician David Margulies plays in Ghostbusters and its first sequel, Ghostbusters II. Mayor Lenny has only a couple of scenes, and he’s never the guy we see dealing with Gozer or Vigo the Carpathian. Yet, in those few scenes, Mayor Lenny establishes himself as the greatest New York Mayor in movie history, and a fine example for any of his real-world counterparts.

What does Lenny do so well? First of all, he gets the right people for the job. As many have noted, Ghostbusters is a fantasy of free market capitalism, in which small business owners strike out on their own from the world of academia with an in-demand product and successfully market themselves, despite interference by government regulators. Even before they toast Gozer and the Terror Dogs, the Ghostbusters have become economic heroes when they successfully get the mayor to hire them.

For his part, Lenny looks good in this scene precisely because he’s the one doing the hiring. Instead of listening to the apparently anatomically impaired Walter Peck (William Atherton), with his regulations and bylaws, Lenny goes straight to the experts, the professionals can get the job done. He uses the taxpayers’ money wisely and efficiently.

But doesn’t he do so out of self-interest? Doesn’t he only hire the team after Venkman tells him that, if the Ghostbusters pull off the task, he will have saved the lives of millions of registered voters? Yes, as he should! As the mayor, those registered voters are his constituency. It may sound craven coming out of Venkman’s mouth (what doesn’t?), but his job is to look out for those registered voters, protecting their interests and their safety. He’s not acting out of his own self-interest. He’s acting as the mayor of one of the most important cities in the world.

In fact, Lenny is defined by his ability to pay attention to others. While he has little use for Peck’s conclusions, he does hear the man out. Moreover, he also listens to representatives from the fire department, the police, and other civil services. He even gets a visit from a high-ranking member of the Catholic church, to take spiritual guidance along with his logistical concerns.

In Ghostbusters II, the team has fallen on hard times as the city has forgotten what the Ghostbusters did for them. But Lenny hasn’t forgotten. So when pink slime starts manifesting around NYC, he calls the Ghostbusters once again.

And, once again, Lenny has others in the conference, someone providing a counterpoint to the Ghostbusters’ argument. He listens everyone in the room, and even though he initially rejects the team, he does so on the grounds of protecting his constiuency. “Being miserable and treating other people like dirt is every New Yorker’s God-given right,” he declares, valiantly defending his peoples’ freedoms.

In short, Lenny values expertise. He gets perspectives from all of the relevant sources and takes his time making a decision, constantly wondering what will best for the people he represents. Lenny values the interests of New Yorkers. Lenny values the rule of law.

Obviously, it’s too early to know if Mayor Mamdani will also put prioritize, citizens’ rights, and the rule of law. We certainly hope he will, but the real world has given us too many examples to just take it on faith. But if he can do just a fraction of what Mayor Lenny did, then millions of registered voters can rest easy, knowing they can still be miserable and treat other people like dirt.

The post Ghostbusters Gave Us Cinema’s Best New York City Mayor appeared first on Den of Geek.