Pinterest Gets a Billion-Dollar Bump, Pins More Cash to Its Boards

Everyone’s favorite online discovery site Pinterest has raised yet another round of funding, $200 million from San Francisco firm Valiant Capital Partners, the company confirmed Wednesday. Existing investors, including Andreessen Horowitz, Bessemer Venture Partners and FirstMark Capital also participated. The massive round – twice as much as Pinterest’s last VC infusion of $100 million – values the company at $2.5 billion, according to Pinterest. All for a company that has either yet to figure how to make any money from its 50 million monthly visitors, or just as likely is keeping its mouth shut about its plans.
In the last year Pinterest has exploded. What started out as an invite-only social bookmarking network, where anyone could save a photo and link they found online, has become one of the top 50 websites, according to comScore. In May 2012, the site attracted $100 million at a $1 billion (or $1.5 billion, depending on who you talked to) valuation from Japanese firm Rakuten, leading venture capitalists and the media to hint at the possibility of another bubble set to burst.

It’s spent some of that money on buying recipe aggregator PunchFork in January 2012, and on a new office near San Francisco’s design district. Another chunk of that cash went toward growing the 20-person team to more than 100 employees.

With this new cash, Pinterest is going abroad and buying more companies, says early Pinterest investor Rick Heitzmann of FirstMark Capital. “Pinterest will continue to build out and improve its products; you’ll see more international expansion and there will be additional acquisitions to fit Ben’s (Silbermann) greater vision for the company,” he says. The site is already popular in Europe and Asia, but Pinterest has plans to add more languages and create a more custom experience in other countries.

While $200 million seems over the top for a company that’s not pulling in any revenue, it’s just right, according to Heitzmann. “You always want more than enough capital to execute the vision,” he says. “Pinterest’s vision is to become one of the largest companies in the world for both online and offline discovery, and we want to make sure the company has enough to do that.”

Apparently a lack of revenue isn’t a problem yet. Heitzmann isn’t worried, saying when the time comes Pinterest will find a way to make use of all the content we’re pinning to our board to turn a profit. There’s already been hints of how that might happen. Pinterest started pulling in pricing information when someone pinned a product from an online shop. Pinterest is also immensely valuable to e-commerce retailers because of how much traffic a pin of a dress or coffee mug can send to their sites, and there’s been talk that businesses would be willing to pay for those referrals.

Still, potential avenues for revenue do not equal actual revenue. And while investors championed enterprise startups in the market last year for their clear-cut business models, it seems VCs are still taking their chances on a consumer company with lots of pretty pictures, lots of users and no profits. Either Pinterest’s viral growth is just that impressive, or there’s something else going on behind the scenes that have investors signing those fat checks. We’re betting on the latter.

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Well: Getting Patients to Think About Costs

A colleague and I recently got into a heated discussion over health care spending. It wasn’t that he disagreed with me about the need to rein in costs; but he said he was frustrated every time he tried to do so.

Earlier that week, for example, he had tried to avoid ordering a costly M.R.I. scan for a patient who had been suffering from headaches. After a thorough examination, my colleague was convinced the headaches were the result of stress.

But the patient was not.

“She wouldn’t leave until she got that M.R.I.,” my colleague said. Even after he had explained his conclusions several times, proposed a return visit in a month to reassess the situation and ran so far overtime that his office nurse knocked on the door to make sure nothing had gone awry, the patient continued to insist on getting the expensive study.

When my colleague finally evoked cost – telling the woman that while an M.R.I. might ferret out rare causes, it didn’t make sense to spend the enormous fee on something of such marginal benefit – the woman became belligerent. “She yelled that this was her head we were talking about,” he recalled. “And expensive tests like this were the reason she had health insurance.”

Face flushed, he paused to take a deep breath. “Yeah, I may be all for controlling costs,” he finally said. “But are our patients?”

According to a new study in the journal Health Affairs, his concern about patients may not be far off the mark.

A growing number of initiatives aimed at controlling spiraling health care costs have been championed in recent years, aiming to replace the current model in which doctors are reimbursed for every office visit, test or procedure performed. These programs range from pay-for-performance, where doctors can earn more money by meeting predetermined quality “goals” like controlling patients’ blood sugar or high blood pressure, to accountable care organizations, where clinicians and hospitals in partnership are paid a lump sum to cover all care.

Their uninspired monikers aside, all of these plans share one defining feature: doctors are to be the key agents of change. Whether linked with quality measures, bundled payments or satisfaction scores, it is the doctors’ behavior and choice of treatments that result in savings, goes the thinking.

But as the new study reveals, doctors need to take into account more than just symptoms and diseases when deciding what to prescribe and offer. They must also consider their patients’ opinions and willingness to be cost conscious when it comes to their own care.

The researchers conducted more than 20 patient focus groups and asked the participants to imagine themselves with various symptoms and a choice of diagnostic and treatment options that varied only slightly in effectiveness but significantly in cost. They were asked, for example, to choose between an M.R.I. or a CT scan for a severe long-standing headache, with the M.R.I. being much more expensive but also more likely to catch some extremely rare problems.

When it came to their own treatment, “patients for the most part did not want cost to play any role in decision-making,” said Dr. Susan Dorr Goold, one of the study authors and a professor of internal medicine and health management and policy at the University of Michigan in Ann Arbor. Most did not want their doctors to take expenditures into account, and many made it clear that they would ask for the significantly more expensive medications, procedures or diagnostic studies, even if those options were only slightly better than the cheaper alternatives. “That puts doctors, whose primary responsibility is to their individual patients, in a very difficult position.”

A majority of the participants refused to consider the expenses borne by insurers or by society as a whole when making their choices. Some doubted that one individual’s efforts would have any real overall impact and so gave up considering cost-savings altogether. Others said they would go out of their way to choose the more expensive options, viewing such decisions as acts of defiance and a kind of well-deserved “payback” after years of paying insurance premiums.

Underlying all of these comments was the belief that cost was synonymous with quality. Even when the focus group leaders reminded participants that the differences between proposed options were nearly negligible, participants continued to choose the more expensive options as if it were beyond question that they must be more efficacious or foolproof.

The study’s findings are disheartening. But Dr. Goold and her co-investigators believe that public beliefs and attitudes about cost and quality can be changed. They cite the dramatic transformation in attitudes about end-of-life care as an example of how initiatives to improve understanding can lead people to make higher quality and more cost-effective decisions, like choosing hospices over hospitals.

“We need to begin to talk about these issues in a way that doesn’t turn it into a discussion pitting money against life, and we need to find ways of getting people to think about not spending money on things that offer marginal benefit” Dr. Goold said. “Because it’s going to be tough otherwise trying to implement any cost-saving measures, if patients don’t accept them.”

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DealBook: Carlyle's Profit Fell in 4th Quarter as Growth Slowed

11:18 a.m. | Updated Most of the publicly traded private equity giants proudly reported glowing fourth-quarter earnings.

The Carlyle Group isn’t one of them.

The alternative investment giant disclosed on Thursday a 28 percent drop in fourth-quarter profit from the same time a year ago, as the growth of its portfolio companies slowed. That sent the company’s stock down more than 8 percent by midmorning, to $33.70.

Carlyle reported fourth-quarter profit of $182 million, expressed as economic net income, compared with $254 million in the year-earlier period. That amounts to 47 cents per unit. Analysts on average had expected about 66 cents per unit, according to a survey by Capital IQ.

And Carlyle’s distributable earnings, a measure the firm prefers because it tracks actual payouts to its limited partners, fell 24 percent, to $188 million. Using generally accepted accounting principles, Carlyle earned $12 million in net income.

The results fall short of those of rivals like the Blackstone Group and Kohlberg Kravis Roberts have reported. Private equity firms in general have gained from improvements in the markets, which have lifted the valuations of their portfolios and bolstered their core business of buying and selling companies.

Carlyle attributed the decline in economic net income to a smaller appreciation in the value of its portfolio. It reported a 4 percent gain for the quarter, compared with a 7 percent increase in the period a year earlier.

The decision to delay reaping carried interest from its latest mainstay fund, Carlyle Partners V, weighed on distributable earnings. The company opted to hold off, given the relative freshness of the fund and the influx of new investments like the buyouts of the TCW Group and Getty Images.

Carlyle highlighted its strong fund-raising and gains from selling investments. The firm raised $4.6 billion in new money for the quarter and $14 billion for the year, compared with a total of $6.6 billion raised in all of 2011. It generated $6.8 billion in realized proceeds for the quarter and $18.7 billion for the year, compared with $17.6 billion in 2011.

“We had another excellent year,” David M. Rubenstein, one of Carlyle’s co-chief executives, said in a statement. “Our performance over the past two years was marked by steady, continuous progress across our business.”

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Grapevine on Interstate 5 closed due to ice

By Hailey Branson-Potts

February 20, 2013, 7:19 a.m.

The California Highway Patrol shut down a stretch of Interstate 5 through the Grapevine early Wednesday because of ice.

The freeway was closed about 6:35 a.m. between Castaic and Grapevine Road, said CHP Officer Ed Jacobs. No motorists were stranded, he said.

“Until further notice, it’s Mother Nature’s call” on when to reopen the highway, Jacobs said.

Lingering rain, snow showers and gusty winds were expected to affect mountain regions until midday, according to the National Weather Service. Up to three inches of snow could fall Wednesday at elevations as low as 2,000 feet.

The additional precipitation could create hazardous icy roadways, the National Weather Service said. Snowfall, coupled with heavy winds, could reduce visibility to zero.

A stretch of California 58 in Kern County, which was shut down Tuesday night because of snow, remained closed, according to the California Highway Patrol.

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Turkish Soccer Fans Roar Loudly Enough to Damage Your Ears

ISTANBUL, Turkey — The Turks, who love football as much as anyone, have the loudest fans on earth.

The 51,998 people packed into Turk Telekon Arena, home to the Galatasaray football club, let out a 131.76-decibel roar during a match against Fenerbahçe two years ago, enough to secure a spot in the Guinness book of records. That’s louder than The Who during their 126-decibel gig in London in 1976, and louder even than standing behind a fighter jet at takeoff.

They haven’t gotten any quieter.

Check out a Galatasaray game and you’ll have no doubt how much the Turks love the sport Americans call soccer. Oh sure, their three biggest clubs, Galatasaray, Fenerbahçe and Beskitas, may not be the most successful, but they boast millions of followers.

Millions of very, very loud followers. The fans, profiled in Ford’s Fantastic World of Football documentary series, are passionate about the beautiful game, and want everyone to know it.

They pack the stands, screaming as if the the match will be won or lost on noise alone. I brought along a decibel meter for a recent match and the din hit 97 decibels — about as loud as a jackhammer, and enough to cause some serious hearing loss at sustained levels. It was modest compared to that derby game against Fenerbahçe, but enough to make your hair stand on end.

So even if the team can’t guarantee the right result, one thing Galatasaray’s fans can guarantee is an incredible — and incredibly loud mdash; atmosphere.

Video: IncWord.com

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Ask an Expert: Questions About Hearing Loss? A Help Desk

This week’s Ask the Expert features Neil J. DiSarno, who will answer questions about hearing loss. Dr. DiSarno is the chief staff officer for audiology at the American Speech-Language-Hearing Association. From 1998 to 2012 he was chairman of the department of communication sciences and disorders at Missouri State University. Following are the types of questions that Dr. DiSarno is prepared to answer.

Neil J. DiSarno of the American Speech-Language-Hearing Association.

¶My wife has told me she believes I’m not hearing as well as I used to. What sort of specialist should I see and what can I expect?

¶I’ve been told that I should consider using hearing aids. If I decide to, how much better am I likely to hear?

¶I’ve noticed that my 2-year-old granddaughter’s speech is not developing properly. Neither her mother or the pediatrician seem to be concerned, but I suspect there is a problem. What do you suggest?

¶I use hearing aids, but still have great difficulty hearing conversation in restaurants and in large group settings. Is this common and is there something more that I can do to improve my ability to function in those settings?

Please leave your questions in the comments section. Answers will be posted on Wednesday, Feb. 27. (Unfortunately, not all questions may be answered.)

Booming: Living Through the Middle Ages offers news and commentary about baby boomers, anchored by Michael Winerip. You can connect with Michael Winerip on Facebook here. You can follow Booming via RSS here or visit nytimes.com/booming and reach us by e-mail at booming@nytimes.com.

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DealBook: Office Depot and OfficeMax Announce Plans to Merge, After Erroneous Release

11:12 a.m. | Updated

Office Depot and OfficeMax announced plans to merge on Wednesday, just hours after an erroneous news release about the deal surfaced briefly.

Under the terms of the deal, Office Depot said it would issue 2.69 new shares of common stock for each share of OfficeMax. At that level, the transaction would value OfficeMax at $13.50, or roughly $1.19 billion, a premium of more than 25 percent to the company’s closing price last week.

The deal has been anticipated, as the companies face an increasingly difficult competitive environment. Both companies, which are burdened with big real estate footprints, have struggled against lower-priced rivals like Amazon.com and Costco. By uniting, the two companies should be able to reduce costs and better negotiate prices.

“In the past decade, with the growth of the Internet, our industry has changed dramatically,” Neil R. Austrian, chairman and chief executive of Office Depot, said in a statement. “Combining our two companies will enhance our ability to serve customers around the world, offer new opportunities for our employees, make us a more attractive partner to our vendors and increase stockholder value.”

While the deal has been years in the making, it was initially announced prematurely. A news release announcing the merger of the companies was posted on Office Depot’s Web site early on Wednesday morning, but it quickly disappeared.

Several news organizations reported the terms disclosed in the errant news release for Office Depot’s earnings. The details were buried on page four of the release, under the header “Other Matters.”

As the details filtered through the market, shares of the companies jumped. In premarket trading, Office Depot’s stock rose more than 7 percent, while OfficeMax shares were up more than 8 percent.

In a call with analysts, Mr. Austrian said that Office Depot’s webcast provider “inadvertently” published his company’s fourth-quarter earnings “well ahead of schedule.”

The episode is reminiscent of other times that companies’ earnings releases were published prematurely. Last fall, Google‘s third-quarter earnings were published three hours early, which the technology giant blamed on a mistake by R.R. Donnelley & Sons, the company’s printer.

Representatives for Office Depot and OfficeMax were not immediately available for comment on the erroneous release.

Strategically, the deal makes sense, as the companies face a changing competitive environment.

Combined, the companies reported about $4.4 billion in revenue for their third quarter of 2012; in comparison, Staples disclosed $6.4 billion in revenue for the same period.

Office Depot has also been under pressure from an activist hedge fund, Starboard Value, which sent a letter to the retailer’s board last fall. In it, Starboard called for more cost cuts and a greater focus on higher-margin businesses like copy and print services. With a 14.8 percent stake, Starboard is the company’s biggest investor.

In announcing the deal, the two companies emphasized their new financial heft.

With the merger, the retailers expect to generate $400 million to $600 million in annual cost savings. The combined entity would also have $1 billion in cash, providing additional firepower to invest in the business.

“We are excited to bring together two companies intent on accelerating innovation for our customers and better differentiating us for success in a dynamic and highly competitive global industry,” Ravi K. Saligram, chief executive of OfficeMax, said in a statement. “We are confident that there will be exciting new opportunities for employees as part of a truly global business.”

Each company will have an equal number of directors on the board of the combined retailer. Before the deal closes, OfficeMax will pay a special dividend of $1.50 a share to its shareholders.

OfficeMax was advised by JPMorgan Chase and the law firms Skadden, Arps, Slate, Meagher & Flom and Dechert. Office Depot was counseled by Simpson Thacher & Bartlett, while its board was advised by the Peter J. Solomon Company, Morgan Stanley and Kirkland & Ellis. Perella Weinberg Partners provided financial advice to the board’s transaction committee.

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Four dead, including suspect, in series of Orange County shootings

Orange County sheriff's officials said they don't know what prompted a series of shootings across multiple cities early Tuesday morning that left at least four people dead and others wounded.

Authorities believe the violence began in Ladera Ranch, south of Mission Viejo.

The first call came at 4:45 a.m. reporting a shooting on Red Leaf Lane, where deputies discovered a woman shot dead at the scene.

The suspect, described as a man in his 20s, fled the area in an SUV.

Sheriff's Department spokesman Jim Amormino said “multiple incidents” then occurred in Tustin and another at the Santa Ana border before the suspect apparently shot and killed himself in Orange.

“There’s a lot to sort out,” he said.

Tustin Police Lt. Paul Garaven said the suspect attempted to carjack multiple vehicles in Tustin, with  each shooting occurring a few minutes apart.

Police received a report about 5:30 a.m. of a carjacking near Red Hill Avenue and Nisson Road near the 5 Freeway in Tustin, Garaven said.

The carjacking suspect opened fire and wounded a bystander, he said.

Soon after that, another carjacking was reported near the 55 Freeway, Garaven said. The victim of that carjacking was killed, Garaven said. A body lay covered by a yellow tarp on Village Way near the McFadden Avenue freeway entrance.

Another shooting was reported on Edinger Avenue near the Micro Center in Tustin, Garaven said. Officers confirmed that another carjacking had taken place, he said.

One person was killed and another was taken to a hospital. Officers spotted the suspect in a stolen vehicle, followed him into the city of Orange and initiated a traffic stop near the intersection of East Katella Avenue and North Wanda Road, Garaven said.

The suspect then shot and killed himself, Garaven said. Garaven said there is “no threat to the community” because the suspect is deceased.

Bill Myers, who works at Allied Refrigeration at Edinger Avenue in Tustin, said he passed numerous police vehicles on his way to work early Tuesday.

The Micro Center, across the street from Allied Refrigeration, was roped off, and police were at the scene, Myers said.

Myers arrived at work at about 6:20 a.m. and said there was "a bunch of activity going on. It was pretty crazy."

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The 'One' Is a Huge Step Forward for HTC

HTC’s new flagship smartphone, the One, is an impressive bit of hardware and a big step forward for the company in three significant ways.

The One is a top-notch, beautifully designed handset packed with the best specs and a ton of compelling features. It also runs a unique, fresh take on Google’s Android operating system. And it’s available in exactly the same configuration across the three major U.S. carriers. This is the phone that could close the gap between HTC’s flagship and those from Apple and Samsung.

We spent a couple of hours with the One before its big unveiling in New York today, and were thoroughly impressed by the luxurious materials used on the handset, the expert build quality holding it all together, and a slew of thoughtfully crafted software features. Although the phone carries the branding established last year with the One X, One S, and other HTC phones, the One amounts to a reboot of the company’s vision for Android. The One X, HTC’s previous flagship, won critical praise, but as an AT&T exclusive it failed to generate the sales the company had hoped for.

“We think about the One X and we think ‘Wow, it was big, and it was one of the best phones we’ve ever done,’” Scott Croyle, HTC’s vice president of design, said. “But if I were to compare it to, say, other stuff that was out there, I wouldn’t say it was a step change different.”

The company set out to build a phone that could surpass, not just meet, the performance and quality of the Apple iPhone 5 and Samsung Galaxy SIII. So it put a huge effort into nailing the Sense user interface, packing the phone with the best tech and broadening its reach across carriers. Sense 4, the previous generation of HTC’s Android customization, has been thrown out. Every aspect of Sense has been rethought and redesigned. The result is a slick, clean user interface, full of artful icons that match the flat, understated look Google has been trying to push with its own stock version of Android. And there’s a focus in the new Sense on making things that users commonly do easier and more intuitive — such as sifting through social media and news apps, or snapping photos and video.

“I think we came to this recognition that, ‘Wow, there are these two other companies that are going to spend a lot more money than HTC,’” Croyle said. “This is the reality of the business. They have much deeper pockets and they can carpet bomb the industry and they have a tremendous amount of inertia there, particularly with Apple in the U.S. So, for the One, we really had to get it right, we really had to just go for it.”

While it’s easy to see the chamfered edges found on the One and think of the iPhone 5, the One is far from a copycat product. It has a massive — and gorgeous — 4.7-inch 1080p display with a pixel density of 468 pixels per inch. As with nearly every flagship phone out there nowadays, pixels are indiscernible on the One’s generous display. Colors look vivid and crisp as well.

The touchscreen dominates the front of the One, with aluminum capping each end. Rows of pinholes are machined into each strip of aluminum, serving as pathways for sound coming from a set of dual front-facing speakers. Every phone speaker we’ve ever heard has sounded like hell. While the One won’t replace your Jambox anytime soon, its onboard speakers sound immensely better than anything we’ve heard from a phone. Inside, the One features a 1.7GHz, quad-core Qualcomm Snapdragon CPU, 2GB of RAM, and NFC chip, Bluetooth 4.0 and connectivity to both HSPA and LTE networks.

Everything is packed into a sleek, aluminum unibody — shipping in either silver or black — that features a subtly curved back with inlaid antennas. The One weighs 5.04 ounces, and is just 0.36 inches thick.

The One will also sports a beefed up camera, with a ton of photo and video features — which are so plentiful we’ve written a separate story focusing on the One’s camera.

Along with all new hardware, HTC is using the One to introduce an all new take on Android. Sense 4, HTC’s last skin, was among the best versions of Google’s mobile OS thanks to its simplicity and gimmick-free implementation. The latest version — now just called Sense — brings users from a lock screen to a new Flipboard-like app called BlinkFeed, which displays a feed of information, stories, photos and video from various sources of your choosing. HTC has worked in integration with a few news outlets, so news stories by topic or by outlet can show up in your BlinkFeed. And the app can be connected to Twitter, Facebook, Flickr and other social networks as well.

See a news story you’re interested in reading? Just tap the tile in your feed and you’re taken to a view that shows the story and its accompanying artwork in a presentation that makes reading clean and easy — again, very much like Flipboard, Pocket, Pulse and other “read it later” services. Tap a tweet or post from Facebook you’ll be launched into that corresponding social network’s Android app. You can even set up BlinkFeed to pipe in your photos and videos. Everything is displayed in reverse chronological order, just like your Twitter timeline, Facebook feed and everything else that’s sorted online.

While BlinkFeed is a pre-installed app, it’s also the default view any One user will see once they unlock their phone. If you want to get to a traditional Android homescreen view — with apps, widgets and folders of apps — just swipe in from the right on BlinkFeed and Android as you know it will appear.

“If you want regular Android, it’s there,” Croyle said. “But, everybody’s snacking on information, whether it’s from their social networks or some news source that they’re just interested in. So [BlinkFeed] really is geared around that recognition of how people are actually using their phones.”

AT&T, Sprint and T-Mobile will sell the One, along with many smaller regional telecom companies. The significance of this can’t be overstated. Currently, only Apple’s iPhone and Samsung’s Galaxy S III are offered as widely. The iPhone is sold through AT&T, Sprint and Verizion — and it’s on it’s way to T-Mobile. The S III is sold by all four of the nation’s top carriers. All too often, a great phone, like last year’s One X, was confined to a limited audience due to carriers wanting exclusive rights to phones.

The fact that the One is joining it’s biggest rivals in a new paradigm that bucks the idea of exclusive phones is a good thing for HTC — because they get to sell their best device in more places — and consumers — because you have more choice when you go to buy your next phone.

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Daniel Day-Lewis as Abe Lincoln makes unstoppable Oscar force

LOS ANGELES (Reuters) – If there is one sure bet in this roller coaster movie awards season, it is that Daniel Day-Lewis will take home the Best Actor statuette at the Oscars on Sunday.

Day-Lewis, known for his meticulous preparation, would become the first man to win three Best Actor Oscars, and awards pundits say it’s not hard to see why.

The tall, intellectual actor has swept every prize in the long Hollywood awards calendar for his thoughtful, intense portrayal of U.S. President Abraham Lincoln in Steven Spielberg‘s movie “Lincoln.”

“No-one has emerged to take him on. I don’t think he has lost a single (pre-Oscar) race. We have 25 experts and every single one is betting on Daniel Day-Lewis,” said Tom O’Neil of awards website Goldderby.com.

More surprising perhaps is that Day-Lewis will also be the first person to win an Oscar for playing a U.S. president. And it has taken a Briton with dual Irish citizenship, portraying one of America’s most revered leaders, to do it.

Although “Lincoln” started the Oscar race with a leading 12 nominations, its Best Picture front-runner status has dimmed in recent weeks with the ascendance of Iran hostage drama “Argo.”

But Day-Lewis’s star has only risen with Golden Globe, Screen Actors Guild and British BAFTA trophies, along with a slew of honors from film critics.

LINCOLN FOR A NEW GENERATION

Day-Lewis, 55, plays Lincoln in the last few months of a life cut short by his 1865 assassination in a film that focuses on the president’s personal commitment to abolish slavery and end the bloody four-year U.S. Civil War.

He’s not the first actor to play Lincoln on screen. Yet his quiet assurance, his adoption of a high-pitch voice rather than the booming tones associated with Lincoln, and the movie’s focus on complex political debates have shone new light on a man that many Americans thought they already knew well.

“It’s a performance that is subtle. It’s not the Lincoln you expect. It’s a different interpretation of Lincoln than we have seen and we feel, wow! This could be the way Lincoln was,” said Pete Hammond, awards columnist at Deadline.com.

“We are seeing a real human being played out here for the first time and that is extraordinary. Day-Lewis is bringing the character to life in a way we haven’t seen in years,” Hammond told Reuters.

It took Spielberg three attempts to convince Day-Lewis to play the role. Explaining his decision last month to take the part, Day-Lewis noted that “it was an actor that murdered Abraham Lincoln. Therefore, somehow it’s only fitting that every now and then, an actor tries to bring him back to life again.”

The London-born actor threw himself into the role with the same devotion that marked his Best Actor Oscar-winning performance as quadriplegic Irish writer Christy Brown in “My Left Foot” in 1989, when he spent weeks living in a wheelchair.

In “Gangs of New York,” he sharpened knives on sets between takes to capture the menace of Bill “The Butcher” Cutting, earning another Oscar nomination, and in 2008 he won his second Best Actor Award at the Oscars for his turn as a greedy oil baron in “There Will Be Blood.”

TEXTING LIKE LINCOLN

Sally Field, who plays his screen wife Mary Todd Lincoln, said Day-Lewis sent her text messages that were completely in character and in 19th century vernacular over a seven-month period prior to shooting “Lincoln.”

Joseph Gordon-Levitt who plays Lincoln’s son Robert, said he didn’t get to know Day-Lewis until after production wrapped.

“I never met Daniel in person,” Gordon-Levitt told reporters. “I only ever met the president, only ever heard the president’s voice. I called him sir, and he called me Robert.”

With four Academy Award nominations and two wins before “Lincoln,” Day-Lewis appears to have barely set a foot wrong in his 30-year career. Yet there have been missteps, including the box-office flop of star-laden musical “Nine” in 2009.

“He was sorely miscast as Guido, the adorable gigolo, and he was not convincing at all. He brought the whole film down,” recalled O’Neil. “‘Lincoln’ is a spectacular career rally for him after that disaster.”

While others are betting on Day-Lewis to take home a third Academy Award on Sunday, the actor has been modest about his chances.

“Members of the Academy love surprises, so about the worst thing that can happen to you is if you’ve built up an expectation. I think they’d probably be delighted if it was anybody else,” he told reporters after winning the Screen Actors Guild trophy in January.

Those “anybody elses” in the running are Bradley Cooper for “Silver Linings Playbook,” Denzel Washington’s alcoholic pilot in “Flight,” Joaquin Phoenix for “The Master” and Hugh Jackman in musical “Le Miserables.”

(Reporting By Jill Serjeant; Editing by Todd Eastham)

Movies News Headlines – Yahoo! News

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