The Color Tile stores had the crooked TILE letters. Tandy Corp. once owned Color Tile as well as the other store pictured here, RadioShack.
Color Tile1 was a chain of small retail stores that was based in Fort Worth TX. In 1995 it had over six hundred stores. The IT Department, which already owned AS/400’s, contacted Doug Pease2 about using AdDept for its advertising department, which was quite small compared to the ones for department stores. Doug and I flew to DFW, rented a car, and drove to Fort Worth to demonstrate the AdDept system and to talk with the employees in the advertising department.
The presentation went very well. I sent them a proposal and a contract. They signed and sent TSI a deposit. Shortly thereafter I flew back to Texas and installed the system on an AS/400 in the company’s data center.
These are the two people from Color Tile in a conference room in Ft. Worth. Doug, whom I cut out of the photo, and I were sitting across from them.
I could find no notes from the time that I spent at Color Tile. I only found the photo at the left when I was looking through my Tandy photos.
Throughout the installation I only worked with a couple of people in Color Tile’s advertising department, and I don’t remember their names. The guy insisted on taking me to lunch at a real Mexican restaurant. He said that he wanted to prove that eating Mexican food need not require spending excess time in the men’s room an hour later. Mexican food never affected me that way, but I definitely enjoyed the meal with him.
The woman was very excited about the progress that had been made in just a few months. However, the company declared bankruptcy in January of 1996 and was liquidated a little more than a year later. Later she was hired by RadioShack (described here) and worked with the AdDept system for several years.
Fortunately, Color Tile owed TSI very little when they entered bankruptcy. In the end the company left all of its vendors high and dry.
1. The retailer Color Tile, Inc. should not be confused with Colortile, a brand of floor covering that was still in existence in 2023. The confusion is enhanced by the fact that Colortile’s signage often splits its name into two words.
2. Much more can be read about Doug here and in most of the entries for AdDept clients.
Marshall Field’s was most famous for its store in downtown Chicago and for Marshall Field himself, who was a driving force behind the Windy City’s recovery from the Great Chicago Fire of 1871. By the time that I came into contact with the department store chain it was based in Minneapolis and was owned by the Target Corporation.1
The skyway entrance was on the 2nd floor.
In 2004 the May Co. purchased the Marshall Field’s stores from Target with the intention of administering them from Minneapolis in the Marketing Department’s headquarters in one of the high floors of the store that was previously the flagship store for Dayton’s. Its address was 700 Nicollet Mall. The plan was for all of the advertising to be scheduled, purchased, and paid for using TSI’s AdDept system on an AS/400 at the Midwest Data Center in St. Louis. A meeting was scheduled for September 16 at Hecht’s2 Advertising Department in Arlington, VA. I attended, as did representatives of the May Co. and the Marketing Department of Marshall Field’s. Dave Ostendorf from Famous-Barr3 may also have been there.
Richard Roark and most of Dave Ostendorf.
The meeting was unlike any that I had ever attended. The people from the May Co. announced that Marshall Field’s would use AdDept, and the May Co. would pay for any necessary revisions! They made it quite clear that they were being given a blank check. Throughout the rest of 2004 I worked on documenting in some detail the changes that needed to be done. This resulted in a fifty-page design document delivered in December and a fifty-nine page tome sent to them in April of 2005. I found Acrobat files of these two booklets. They are posted here and here.
It seems likely that I took more than two trips to Minneapolis in 2004 but I only found notes from one in November and one in December. Perhaps Dave Ostendorf or Richard Roark from Foley’s4 in Houston helped me gather the information needed for the design documents.
Working conditions: On my visits to Minneapolis I flew Northwest and took a taxi or the light rail from the airport to downtown. I never rented a car.
The top arrow is Marshall Field’s. The bottom is the Hilton. The skyway is 9.5 miles long.
I stayed at the Hilton that was a few blocks south of the Nicollet Mall store. I almost never stayed at a Hilton; I preferred one of the affiliated hotels that awarded Hilton Honors points4, especially Hampton Inns. I have two strong memories of this Hilton:
I could walk from the hotel to the second floor of Marshall Field’s via the skyway without ever setting foot outside. This was a valuable feature in the winter.
There was no free breakfast. However, because I had achieved Silver status in the Hilton Honors program I could go up to the top floor where they had an executive dining room for road warriors like myself. The food there was terrific and free.
Working with the people at Marshall Field’s was a very enjoyable experience. There were, however, a few peculiarities.
The skyway entrance was on the second floor of the store. When I arrived in the morning the store was not open. So, it was a little spooky.
To get to the Marketing (NOT advertising) Department I had to take a fairly large number of escalators. There were elevators, but they were not as convenient.
How many marketing departments posted a map to help its team members.
The people at Marshall Field’s used a different word for many of the concepts with which I was familiar. Customers were called guests, employees were team members, advertising was marketing, ads were called promos, and so on. I kept a list of these, but I no longer have it.
Every time that I went to the bathroom (or anywhere else) I had to call someone to let me back in to the Marketing area, which was restricted. I was very excited in April of 2005 when I was given a badge so that I could come and go as I pleased.
The toilet paper in the bathrooms was the flimsiest that I had ever seen. They must have imported it from another country. I cannot imagine that anyone would buy it in the U.S. Maybe they did it to save money, but they didn’t save any on me. I just used more of it—lots more. I once asked Chuck Hansen5, one of the people involved in the installation, if others did the same. He said, “Oh, yeah. Definitely.”
While I was there in February of 2005 the temperature dipped below -20 Fahrenheit: not wind chill, degrees. I had to go out in that frigid air to walk to the taxi stand to catch a cab to the airport. It was only a couple of blocks, but I was very relieved to see a few cabs lined up and ready to go.
Amy and Becky are seated. Dave has a mustache. The other guy is Chuck. I don’t remember the other two women.
The “team members”: Our main contact in the first few months was Amy Spears, who was the assistant to the Finance Manager, Becky. I cannot remember her last name. They were both very conscientious and amiable. When Becky left the company on short notice in 2005, Amy was in something of a panic. Mari Pittman6 was brought in from Foley’s to take on Becky’s role.
A woman named Thu Le worked on expense invoices. I vaguely remember her. Nate Jeppson7 also worked in the finance area. I helped him fine-tune the entry in the sub-account table. Two ladies named Kimber and Adrianne worked in accounting. Either or both of them might be in the photo.
Soni.
Beginning in April of 2005 David Harris8 assumed the function of liaison with TSI. His main job was managing the Mac network. My memories of him are not very distinct. I remember his replacement, Soni (pronounced like “sunny”, short for Sonja) Froyen9 a lot better. At the end of the project she sent me a tee shirt that had an ad release form with the box for “Released” checked.
Sheila Wilson came from Hecht’s in 2005. She was deeply involved in the AdDept product.
My notes from February of 2006, when the division was officially dubbed Macy’s North, disclosed the names of two new employees in the finance area: Shannon Feuerhelm and Megan Boie. Jackie Smith was hired to place newspaper ads, a job that formerly had been done by Target’s ad agency, Haworth.
The last set of notes were dated in December. They indicated that Chuck, who had been in another department for a few months, had returned to the Marketing Department. They also mention that Lynn Robinson had been placed in charge of Direct Mail.
The projects: Getting Marshall Field’s system up and running was the last gigantic project that TSI undertook. It was so big and so complicated that the individual details have tended to fade. Here are a few things that struck me as I read through the design documents and the month end checklist that I set up for Becky
The most striking thing was that so many changes were required to the file structure, including several new tables. It is a tribute to our system of change management that we were willing and able to implement these changes without disrupting our other installations.
I wrote all of this. I made a few mistakes, but on the whole the presentation was very thorough and professional.
It is hard to understand why PageMaker, which was used to create these documents originally, had so much trouble with non-proportional fonts like Courier. The vertical bars on the reports (e.g., page 9 of document 1) should all align, but they don’t.
So much of what is described is unique to Marshall Field’s. For example, no one had ever used the term “production credits” at any other installation.
I have a dim memory of Item #3. Becky had a gigantic number of general ledger accounts (called “internal” in the document) that did not match up well with the May Co.’s accounts. The cross-reference table was huge.
Any changes to the cost accounting algorithms were risky. These programs were so complicated that they were barely readable. TSI’s programmers were reluctant to touch them because the people who used them were always under severe time pressure. “Yesterday” was the deadline for addressing problems.
I had totally forgotten about the “buckets” and “metro markets”.
The use of “campaign” instead of “event’ must have come from an ad agency. No one talked about campaigns in a retail setting.
I wonder if they actually used all the work that we did on production schedules and the job jacket.
Over $7,000 in changes to the insertion orders are in document 2! I don’t remember if they ever used AxN. It is mentioned on p. 34; I guess that they must have. The NAA# was assigned by the Newspaper Association of America. Prior to becoming part of the May Co. Field’s Haworth bought the newspaper space.
Document 2 mentioned CAPS, which was the May Co. system for expenses and G/L.
I did not remember importing sales by department.
The closing process is lengthy, but it is very specific. I wonder if they actually used the three-page checklist.
Denouement: I am certain that we did exceptionally good work for Marshall Field’s. They always treated me royally when I visited them. It would be nice to be able to say that the department ran like clockwork for decades.
However, that is not what happened. By 2008 Marshall Field’s was no more. The stores that were allowed to remain open were rebranded as Macy’s. Worse news was that Macy’s North (the people with whom we worked in Minneapolis) was consolidated into Macy’s East. The wonderful people and environment that I found there vanished.
I did not think too much about that. We did good work, we got paid, I made some friends, and we made their lives a little better for a short period of time.
The downtown store in Minneapolis was closed for good in 2017. It is in the process of being repurposed for multiple uses.
1. Prior to 2000 the company was called the Dayton-Hudson Corporation. Its name reflected the logos of the Minnesota and Michigan chains that merged in 1969. The company was renamed in 2000 in recognition of the fact that the Target stores produced 80 percent of the revenue. One year later the department store division rebranded all of its stores as Marshall Field’s.
2. The story of the installation at Hecht’s can be read here.
3. Details of the Famous-Barr installation in St. Louis are posted here.
4. My card from those days calls them Hilton H Honors points. I never understood what the middle initial stood for.
5. Chuck Hansen stayed on and is working for Macy’s in 2023. His LinkedIn page is here.
7. Nate Jeppson’s LinkedIn page is available here.
8. David Harris’s LinkedIn page can be viewed here.
9. I discovered on Soni’s LinkedIn page (found here) that she studied Latin and history in college. I was also surprised to learn from my notes that she knew how to code in php, which I did not yet know enough about to know that it never shown in caps. She was also the only one of my business associates who followed me on Twitter. In retrospect I feel as if we might have potentially been soulmates. Of course I was eighteen years older than she was.
People have often asked me whether I was retired, and, if so, for how long. I have usually told them that I never exactly decided to retire. In 2014, however, TSI’s clients made it clear to me that it was time for me to quit.
That year was definitely a turning point in my own life. I did not rate the events and decisions of the early months of that year as a genuine crisis—unlike the four others that have been detailed in this project. During the previous several years I had seen the trends developing, I had explored every alternative that I could think of, and my financial position was good, at least in comparison with its state before the late nineties.
By late 2013 Denise Bessette, my partner, had moved from Stafford, CT, to Cape Cod. She was working from home with occasional trips to East Windsor. We could communicate by email, telephone, or through messaging on the AS/400. During this period I was 65 years old; Denise was ten years younger.
The cause: The precipitating event was a letter received in late 2013 from one of our contacts at Dick’s Sporting Goods1, a long-time user of both AdDept and AxN. I cannot find a copy of the letter, but it was basically an announcement that Dick’s had contracted with a media buying service to schedule and purchase its newspaper ads.
Other AdDept users had previously made similar decisions.2 At RadioShack (discussed in detail here) the decision coincided with dropping the use of the AdDept system entirely. The advertising department there used it to place, manage, and pay for advertising in hundreds of papers, but it never used many of the other modules. Nevertheless, one of the employees most closely involved confided to me a few months after the outsourcing that she thought that they might have made a mistake.
A few years later Belk (described here) outsourced its newspaper buying. Unlike RadioShack, Belk by that time was using AdDept for a very large number of tasks besides scheduling and purchasing newspaper ads. Denise Podavini, the financial manager for advertising, never considered dropping AdDept. Moreover, when I explained to her that TSI would be losing a large source of revenue from Belk’s newspapers that had subscribed to AxN3, she voluntarily authorized TSI to increase the maintenance charge to cover the difference. That reaction astounded me.
By 2013 most of TSI’s department store clients had been absorbed by Macy’s, which had then consolidated into one office in New York City. At that point that office was using neither AdDept not AxN. Dick’s outsourcing would have little effect on the income from AdDept. It might actually have given us a custom programming assignment or two. However, it would certainly mean the loss of all the revenue from Dick’s papers that had subscribed to AxN. There were over a hundred of them, and losing them would cost us thousands of dollars every month.
When we received the news from Dick’s my immediate evaluation was that this was the death knell for TSI. Denise was quite surprised at my reaction. We had worked together for thirty years, many of which were quite lean, and she had never seen me give up when the company faced a challenge. She spent a week or two manipulating possible projections on spreadsheets, but she finally came to the same conclusion that I had.
The plan: Denise and I met several times after working hours or out of the office in order to come up with a plan that treated our employees, Jason Dean and Ashley Elliott, our remaining clients, our vendors, and ourselves fairly. We began by making a list of things that we certainly needed to resolve:
A termination date for AxN and support for AdDept.
A plan for the employees.
Taxes and other governmental issues.
Our lease for 7B Pasco Dr.
Letters to AdDept clients.
Notifications to vendors.
Disposition of assets.
We scheduled an appointment with our accountant, Tom Rathbun. As it happened, he was planning to retire. So, our news pretty much coincided with his plans. He provided us with a list of items that we needed to do to assure that we fulfilled our obligations to the government. We decided to terminate AxN and software support for the AdDept product on July 31. That would provide four months to whittle down the accounts receivable and accounts payable for the final closing of the books on November 30, 2014.
The employees: Even before we met with Tom, Denise and I had decided to let the employees work until March 31 or to terminate as of January 31 and receive a four-week severance package. They both took the severance option. Denise had expected both of them to stay, but I was not too surprised when they resigned. I was amenable to either option. The severance option was actually a little better for TSI. We saved money on payroll, and it offered an immediate opportunity to sell more of the office equipment sooner.
We wrote letters of recommendation for both employees. Here is the one that Denise wrote for Jason Dean:
To Whom It May Concern,
TSI Tailored Systems, Inc., is a small company that has provided intricate and extensive software systems to businesses large and small since 1980. Jason Dean joined our staff on October 15, 2007 as a programmer analyst and quickly became an integral member of our programming and support team. In 2010 he was promoted to lead programmer analyst. Jason worked on the development of new systems and the modification of existing systems in free-form RPGLE, SQL, BASIC and CL on IBM midrange business systems. Development was focused on a comprehensive data base system for retail advertising clients. His responsibilities also included program testing and documentation, client support, and a myriad of in-house support tasks.
Jason’s performance on the job has been uniformly excellent. He is well-organized and has extremely high standards for the quality of work produced. You can depend on him to consistently deliver sophisticated applications that meet those standards, and within or well in advance of project deadlines. He quickly and easily comprehends new strategies and technologies. He is an outstanding quality control tester. His methods steadily test both the functionality and logic of the program with robust data sets. His diligence has called out a number of subtle issues during the development cycle. Jason also had the opportunity to train and impart those standards on a new programmer, the results of which were outstanding.
Jason’s ability to handle client support is impressive. He is very adept at posing the necessary questions to extract information required to resolve client issues. He consistently maintains a positive, professional and helpful attitude even when dealing with a difficult caller. He won consistent praise from our clients.
Jason’s termination had nothing to do with his job performance. Business conditions necessitated that we take steps to close the business.
I unhesitatingly and without qualification recommend Jason Dean for any similar position. I would be very happy to talk with any prospective employer about his work at TSI. I can be reached at Denise_Bessette@cox.net or 860 386-0700 (through July 31, 2014) or 508 760-2847 (home).
The letter that I wrote for Ashley was posted here.
The clients: I composed a short letter to the AdDept clients and mailed it on February 28, 2024, at which point I was the only person left in the office. Here is the text:
Denise Bessette and I have worked together for almost three decades. During this time we have taken great pride in our ability to provide first-class software and service to our clients at a reasonable price and first-class treatment of our employees and vendors. We have changed the business radically a few times to respond to various circumstances, but we have never sacrificed our basic principles.
Recent events now necessitate another change, one that we definitely regret. Two factors have made it impossible for us to continue doing business in the way that we have in the past. The first is the consolidation of the retail business. In one case thirteen of our installations collapsed into one and then, ultimately, none. The second is the trend toward outsourcing. The latter has led to the collapse of our Internet insertion-order business, on which we have come to rely. We were already running a very lean operation. There is nothing left to cut.
Therefore, we both feel that we have no choice but to shut down TSI as of July 31, 2014. We will do our best to provide the very best support of the AdDept system’s day-to-day operations through that date and even implement whatever programming changes are required on the same basis that we always have. We are definitely willing to act as consultants to help design a transitional process and to fill whatever other roles you feel are appropriate. If you wish to use AdDept beyond the above date, you are, of course, free to do so, and if you want one of us to provide some kind of support, it may be possible to make arrangements on an individual basis.
We both think that TSI has had a great run. We wish that it could continue forever because we really have enjoyed working with our clients to provide a system that provided them with what they needed to prosper.
Best wishes for the future.
As far as I know, no one asked for help designing a transition process. Some users may well have asked Denise for help. I have occasionally wondered how they coped with the situation.
Hundreds of papers received the orders for ads like these through AdDept and AxN.
After receiving the letter someone from Dick’s called us to assure us that they had not intended to drop the AdDept system. We explained that the problem was not AdDept; it was the imminent loss of revenue from the many newspapers that had subscribed to AxN. Evidently no one at Dick’s had ever considered this ramification.
I have no information about how long any of the companies that were still using AdDept in 2014 continued to use it after July 31.
I did not write to any of the newspapers, but I did stop billing them for the subscriptions to AxN after July 31. I was still receiving checks from a few of them through November. At that point I wrote off everything that was outstanding.
The lease: We had arranged with our landlord, Rene Dupuis (introduced here), to stay in his company’s building until July 31. Because a lot of equipment and furniture remained in the office in the middle of July, I asked Rene if we (i.e., I) could stay one more month. He said that because TSI had been an ideal tenant for such a long time, he was happy to accommodate us. Our section of the building was empty by August 31.
During the last month or two Rene brought one or two people up to TSI’s office to examine the property. I do not remember the name of the company that ended up renting it, but the lease was signed while I was still working there.The company even purchased TSI’s antiquated telephone system for $500.
Tax issues: TSI had been paying sales or use taxes to several jurisdictions. I found a copy of the Letter of Good Standing signed by a machine for Deborah Chandler, the Tax Collection Supervisor of the Compliance Support Unit. It stated that TSI owed the state of Connecticut nothing.
I also found a copy of a letter that I wrote to the state of Mississippi that stated that we had done no business there and that TSI was closing. No one replied to the letter.
I was not able to follow all of the dealings with the IRS, but in June of 2015 I definitely received two checks with income tax refunds for payments that TSI had previously made.
Tom provided me with all of the forms that I needed to file with state and federal agencies. None of them were difficult or time-consuming.
Furniture and equipment. I wore many hats in my time working at TSI. The most ill-fitting was probably the last one: used furniture salesman. I took photos of everything and placed ads on Craig’s List. To my great surprise I rapidly disposed of nearly everything. I probably should have charged more, but we had bought almost all of it second-hand many years earlier.
I found a list of the major items that I sold and their prices:
The desk in my office with one of the phone units.
Item
Price
Conference table
80
Black cabinet
50
Kitchen table, chairs
80
Three cabinets
133
Sales office desk
25
Twelve side chairs
125
Four trash cans
2
Cabinet
40
Black desk
25
Cubicles
100
Denise’s desk
25
Phone system
500
4-drawer cabinet
125
Denise’s desk.
The biggest coup, aside from the sale of the telephone system, was the fact that I was able to get rid of the five-foot high4 dividers that were used to form cubicles. I was thrilled when a man whose wife (or maybe mother) was opening a dance studio in Windsor Locks almost directly across the Connecticut River from TSI’s office in East Windsor offered me $150 for all of the hardware. On a Saturday he drove a pickup towing a very long and flat trailer to the office. He and another fellow came upstairs, disassembled the cubicles, carried the individual sections down the stairs, and strapped them to the trailer. He thought that he got a bargain. I was afraid that I would end up needing to pay someone to take the dividers away.
The total that I received was $1,310, which I split with Denise.
I also remember giving out two very large plants to one of the guys who purchased the trash cans and some other mundane things. He took the plants that Eileen Sheehan-Willett had nursed from near-fatal neglect to monstrosities and put them in his truck. He was thoughtful enough to wait until he was out of sight to throw out the plants and save the pots.
I found the following notes in an Excel spreadsheet called equipment.xls:
The 515 server was sold to Saks Inc. for $2500 on 7/31/14.
The 270 server, color printer, Dell PC, scanner, and backup hub were taken by Mike on 7/31/14. The 270 will be scrapped when the company is closed. It has no market value.
The black & white laser printer was taken by Denise on 7/31/14.
Fax machine and copier were donated to a local church on 7/31/14.
Two dot matrix printers with no market value were donated to the New England Bridge Conference on 8/31/14.
All other equipment was scrapped on or about 7/31/14.
The 270 and 515 were iSeries (i.e., AS/400) models. The 270 and the other equipment were transported to our house at the end of August (not July) in a truck that my wife Sue borrowed from her friend and bridge partner, Jan Bailey.5 The equipment resided in my office for a few months until TSI’s books were closed, and I was pretty sure that I would not need the server. It, the backup hub, a twinax display, and a snake’s nest of cables have rested peacefully in the basement and are still there in 2024. The color printer, which supported two-sided printing, the scanner, and the PC lasted for quite a few years before they were scrapped or recycled somewhere.
A few other things made their way to our house. The kitchen at 7B had a microwave and a small refrigerator. The former is still in use in 2024. The latter was given to David Basch, the grandson of another of Sue’s bridge partners, in exchange for doing the heavy lifting in the move. A small shelf and a floor-to-ceiling bookcase now live in my office at the house in Enfield. A good many smaller items also made the journey back to Enfield.
The largest item that I neither sold nor brought back to Enfield was the Uninterruptible Power Supplu (UPS). The UPS was a large battery with outlets for several power cables. Our AS/400 and a few other devices were attached to it. The UPS could provide enough electricity to last for a few hours.
Power failures are not unknown in Connecticut. Denise and I discussed purchasing a generator, but we could never justify the expense. We only experienced a couple of power failures in the nearly fourteen years that TSI’s headquarters was in East Windsor, and the UPS was sufficient to to get us through them.
The UPS was very heavy. I carried it out to my car and transported it to a nearby dumpster. It was all that I could do to lift it to shoulder height and drop it in.
The one-man show: From February through August I drove into East Windsor every morning. Every evening I drove back to Enfield. When I arrived at work I checked to make sure that all the equipment was working. I encountered absolutely no hardware problems. Once a month I sent out invoices for software support and for AxN subscriptions. I usually ate lunch in the office by myself.
The highlight of the day was when the mail came. If there were any checks, I processed them in our home-grown accounts receivable system and then deposited them in the bank. I was often amazed that newspapers that I was fairly certain were no longer using AxN continued to pay for the service. I attributed this to the fact that so many newspapers had outsourced their processing of accounts payable to an outside service. TSI’s bills seemed to slip through the cracks of the approval process.
I spent most of the rest of my days sitting at the PC. I already had a pretty good command of HTML, JavaScript, php and MySQL. I did a lot of work on the NEBridge.org website, and it was also during this period that I got the idea of maintaining a database of ACBL members who resided in District 25 (New England). Allan Clamage (introduced here), who served as the editor of the website, told me how to download roster files from the ACBL and set it up so that I had the authority to do so. The details of the database are described here.
Don’t ask for Ben 9 and B&N.
The other major project that I worked on was my historical novel about Pope Benedict IX. The story of its genesis and why it was posted on Wavada.org but was never at Barnes & Noble is described in some detail here.
In some ways I wished that I had been a history major and gotten a PhD. Then I probably would have found someone with whom I could discuss my ideas about eleventh-century papal politics. On the other hand, I should remember that I only became interested in the popes in the twenty-first century, and I finished grad school in the seventies. Moreover, my interest in the eleventh century was a byproduct of a rather random introduction to a somewhat obscure ninth-century pope named Formosus.
I did not take a vacation in 2014, but I did go to quite a few bridge tournaments. This was the period when I implemented a system of posting photographs of winners of regional events on NEBridge.org webpages. I called those pages “Winners Boards” because the background that I used looked like boards. I kept that feature up through 2021.
At about the same time I also began sending emails promoting the regional tournaments in New England. At first I composed the emails myself and sent them through my Wavada.org account. When I got blacklisted as a spammer, Bob Bertoni came to my rescue. That harrowing situation was described here.
The regional tournaments in 2014 were the first to include meetings of a committee that was known as “The B’s Needs”. It was initially chaired by Ausra Geaski, the president of the district. I attended every meeting.
The initial purpose of the committee was to recommend ways to make the tournaments more enjoyable for Flight B players, those with too many points to play in the “Gold Rush” events that were limited to less than 750 masterpoints. These people found themselves up against people with many thousands of points and years of experience. It was not generally a pleasant experience.
Over the next few years the committee produced a large number of suggestions for making the tournaments more attractive to B players and to everyone else. Many of them were implemented, and there is very little doubt that they had, for the most part, a profoundly positive effect on the tournaments. I took great pride in what we did as a group and what I personally implemented. This activity provided a purpose to my life at a time when I really needed one. It made me feel that I was using my time and skills to make life more enjoyable for people who shared one of my principal interests. Most of my contributions were cast aside done in the post-Pandemic environment, and it saddens me greatly.
I found some materials about this committee. I have posted Ausra’s minutes of the meetings in Newton, MA, in January (here), Cromwell, CT, in February (here), and Nashua, NH, in September (here). I have also posted here the notes that Allan wrote up about the groups first few ideas.
The version with a possible career in mining was the best.
While I was occupied with closing down TSI Sue had knee-replacement surgery on both legs. Afterwards she spent several days getting rehabilitated at Suffield House. I went to see her every evening. On one evening my friend Tom Corcoran joined us, and we played a game of Careers. Sue had to remind me of this event while I was in the process of writing this entry.
September.through December: For the last three months I ran what was left of TSI from my office at the house. I still received payments from newspapers almost right up to when I closed the books for good at the end of November.
I still had some communications with Tom Rathbun in December of 2014, but after that TSI has been nothing but a source of incredible memories. The process of closing it down was somewhat complicated, but I don’t remember making any serious mistakes.
1. Details of the installations at Dick’s Sporting Goods have been posted here.
2. I am not sure why these companies made the decisions. It is possible that the media buying services claimed that the fact that they represented several large advertisers would give them more clout in negotiating with newspapers. They may also have been able to claim more expertise in choosing between papers in the few markets that had more than one.
3. In theory it would have been possible for TSI to construct an interface that could be used by media buying services. We had written many interfaces to both send and receive records in other modules. However, the information that AxN required from AdDept contained four different types of records: headers for ads, special instructions at the header level, individual ads, and special instructions for individual ads. Could we persuade the buying service to send records in that format? I considered it unlikely in the extreme even if we did not charge them for using the service. Even if they were persuaded, we would have had to devise foolproof ways of dealing with errors in their files. Moreover, the process of fixing errors would need to be very efficient. Time could be of the essence. It appeared to me to be a nightmarish situation.
4. I am pretty sure about the height because I remember being just barely able to kick my right foot up and rest my ankle on the top of one to stretch my quads before running.
5. Jan Bailey, Ginny Basch, and Sue were regular participants in an unsanctioned bridge game that was held on Thursday evenings in Somers.
I have never been in a Golf Galaxy store (or experience or whatever it is considered). I know only three things about the chain: 1) The first store opened in 1997. 2) The entire chain was purchased by Dick’s Sporting Goods in 2006, but the administrative functions remained in Eden Prairie, MN. 3) In 2008 the offices in Minnesota were closed, and all the administrative functions—including the scheduling, purchasing, and financial aspects of advertising—were assumed by the employees in Coraopolis, PA.
TSI was asked by our contacts at Dick’s to create an environment on the AdDept installation1 that had been installed for a few years at Dick’s headquarters.
It appears that I made at least two trips to Dick’s headquarters. The first was in August of 2008; the second was a three-day trip in November. I assume that I gathered the specs for the project on the first trip and implemented the second installation of the AdDept programs and files in in the test environment (Aeolus) in November.
Unfortunately the two sets of notes that I found are the same. I must have opened the file containing the first set of notes (in order to replicate the format), made all the changes to reflect what happened in November, and then mistakenly saved them under the old name. So, I will need to deduce what I learned at the first meeting.
Two instances of AdDept required three data libraries:one for tables that were needed by employees whether they were working on either Dick’s or Golf Galaxy, one for files that were strictly for Dick’s, and a library that was only for Golf Galaxy. The first thing that needed to be determined was which tables needed to be in the common library. For example, if the same calendar was used by both Dick’s and Golf Galaxy the season2 table should reside in the common library. If the same vendors were used, only one vendor table must be moved to the common library. A decision needed to be made for each table.
When that determination had been made, library lists had to be constructed for the two installations. The common library needed to be on the list for each store. The data library for Dick’s was already called TSIDATA. The common library was named TSIDATACOM. The library for Golf Galaxy was TSIDATAG.
If the two stores had been completely independent, it might have been feasible for them to be on separate partitions or separate machines. This was not the case. So, both Aeolus (the testing system) and Boreas (the production system) needed to contain all three libraries.
Before I did anything I needed assurance on the first day that my work would not accidentally get wiped out overnight by the automatic “refresh” that deleted program and data libraries on Aeolus and replaced them with copies of their counterparts on Boreas.
I asked Bob Pecina to make certain that the automatic refresh was turned off this week. He said that that had been taken care of, and if it was not, he would kill someone.
The next step was to create the new libraries in Aeolus and to move the tables that were needed for working on both stores to TSIDATACOM. Duplicates of all of the other tables and data files needed to be created in TSIDATAG.
The tool that is used for most of the programming tasks on the AS/400 was called the Program Development Manager or PDM. I needed to change several things that could only be done there.
I created a shortcut in the PDM named L9 to run CRTLFS on a physical file. I edited my library list to replace TSIDATA with TSIDATAG. I then used L9 to create logical files for all the files in TSIDATACOM and TSIDATAG.
I created a shortcut in the PDM named PA to grant *ALL object authority to *PUBLIC for all objects in TSIDATACOM and TSIDATAG.
I created a command named CHGTSIFT4L and changed the CH shortcut to use it. The old CH is now C7. I tested it on DIITEM (individual) and DADEPT (TSIDATACOM). Both seemed to work.
The PDM allowed selection of a large number of objects (programs, files, libraries, etc.) of the same type. Two-character shortcuts could be created to run a command on one of the objects. A function key in the PDM allowed the shortcut to be copied to all of the selected objects in a trice. So the new L9 command described above was used to create logical files (now commonly called “views”) for all of the physical files in the two new libraries. I only pressed Enter once. The shortcut PA was then used in the same way to allow all of the selected files to be used by anyone. The shortcut CH was used to make all the changes necessary when the description of a file had been changed, usually to add new fields.
A few programs (and all of the menus) needed to know whether the user was working on Dick’s or Golf Galaxy. I created a file in TSIDATAG that contained only one blank character and named it GOLFG. The programs and menus could determine in an instant whether this file existed in the library list. The screens would then know which name to display, and programs could determine which set of rules applied.
I expected that there might be a problem in calculating rates. My notes reported that “If they run the exact same size code on the same day on inserts in both TSIDATA and TSIDATAG, the quantities should be added together to get the CPM.” CPM stands for cost per thousand, which is the way rates were expressed for newspapers. So, every time that an insert was added, deleted, or changed in one library, the rate calculation had to check the other library to see if they were running an insert with the same size code there. The combined rate had to be used in both instances, and change records needed to be created in both libraries.
The AS/400 had a very handy object type called a data queue, which was indispensable to the functioning of AxN. The Golf Galaxy environment needed access to it, but it was not possible to copy or move a data queue. However, it was possible to save the data queue into a “save file” and then restore the save file in TSIDATACOM. I did that for the data queue used by AxN and then deleted the one in Dick’s library, TSIDATA.
Some other complicated changes were necessary to allow both Golf Galaxy and Dick’s to send insertion orders. In addition to the data queue described above the notes mentioned the following:
I changed the User field on the AXNFTP job description, which is now in TSIDATACOM, to TSIDICKS. This should be set to ADGRP before the final cutover.
I had to change the AXNFTP job description so that all of the items point to TSIDATACOM. The library list must be initialized with ADDEPT, TSIDATACOM, and TSIDATA (for DASPECS) in that order. We planned to move the fields needed from ASPECS to another specs file, but this has not been done yet. It gets the advertiser code from the item in the data queue.
I was eventually able to fax test insertion orders to TSI and to send them via AxN without any difficulty.
I don’t have any record of subsequent trips. In fact, I spent much of the third day on the November trip addressing issues in the Dick’s environment.
Evidently we were able to implement the “cutover” remotely. I don’t recall much about the event. The split environment setup worked well for at least five or six years.
1. The details of the first AdDept installation at Dick’s headquarters is chronicled here.
2. Many retailers divided their calendar into two seasons called spring and fall. The spring season began in February; the fall season began in August. Dick’s and Golf Galaxy did not do this. They both used a standard calendar, and their common “season” table reflected this.
I have been putting off the writing of this page for the last few months. Macy’s West was a big and important client, but my memories of most of the people and the projects that we did for them are hazy. To make matters worse, I have found very few notes about the installation and no photos whatsoever.
Macy’s flagship store and Union Square.
Macy’s was acquired by Federated in 1994 shortly after both companies emerged from bankruptcy. TSI had been pitching Macy’s West, the division that was administered in San Francisco, about purchasing an installation of the AdDept system for some time.
I am pretty sure that the original inquiry from Macy’s West came from Gary Beberman, who had been our liaison for the very first AdDept systems at Macy’s East in New York City (described here) and who had also consulted on the installation at Neiman Marcus (described here). He and his wife, who also worked at Macy’s, had moved to the Bay Area, and Gary had taken a job at Macy’s West. The advertising department was looking for a system, and Gary recommended that AdDept be considered. He told them what we had accomplished in Manhattan and probably also mentioned things that could have been done but weren’t.
I vaguely remember doing a demo in San Francisco, and I think that Doug Pease might have come with me. I have a vague recollection that someone from the I. Magnin stores, by then managed by Macy’s West, was in attendance. It may very well be that the Macy’s West advertising department was able to use an AS/400 that had formerly been used (probably for accounting) by I. Magnin.
In the first few years most of our dealings were with Gary. I did quite a bit of consulting on my trips to San Francisco, but he did most of the training of the users in San Francisco. Since they used hardware they already owned, we were not involved in quite a few aspects of the installation that we often were.
That arrangement was positive in that it allowed me and the rest of the people at TSI to spend more time on more productive activities. The down side, however, was that none of us at TSI had a good feel for how well the installation was going. Macy’s West seldom called for support and used AdDept for fifteen years. Our association stopped only when the corporate bigwigs brought all of the administrative functions to the Big Apple.
My visits to Macy’s: I made a half dozen or so trips to Macy’s West over the years. I flew to San Francisco on whatever airline had the best rates at the time. It might have been United, Delta, or American. The flight back was always on a red-eye.
The advertising department at Macy’s was located in a building that was a few blocks from the huge store in Union Square. It might have been on Fremont St. I stayed at a Holiday Inn that was on either Mission St. or Market St. I don’t think that the hotel is still there. It may have been sold to another chain.
I did not rent a car; I took BART from and to the airport, and I walked from the hotel to Macy’s headquarters. I may have taken a taxi once or twice. I only remember one meal that I ate in San Francisco. Gary Beberman and I walked to one of his favorite restaurants that was, I think, in Chinatown. I remember no further details. My meals on other occasions were probably grabbed in passing from fast food places.
I am pretty sure that on one occasion I took the cable car from the turnaround on Powell Street up to the top of the hill. I did not visit the Cable Car Museum. It was in my price range. So, either I did not know about it, or I might have been pressed for time.
The people: I only have notes and memories of two people whom I worked with in the first twelve or thirteen years. Emily White was the Senior VP of the advertising department from May 1996 to October 1998. Doug knew her from their time together at G. Fox in Hartford. I later worked more closely with her at Meier & Frank in Portland.
Around the turn of the century there was a major upheaval in the department. This is what I wrote in 2000:
They have recently undergone wholesale personnel changes. We have done a lot of work for them designing interfaces. We have designed very few reports. They must use a number of queries to create reports. The original training was done by Gary Beberman, who lives in San Francisco, and was our first liaison at Macy’s East.
I do not have a good feel for what they are doing at Macy’s West. I imagine that they could benefit a great deal from a few days of our time.
Dan Stackhouse was our liaison in later years. He was in charge of the local network used in the department. He did not really know much about either the AS/400 or the AdDept system, but he was able to gather specs for new projects for us and address connectivity issues.
I remember that Dan was fired by Macy’s, and he sued them over this action. He asked me to submit an affidavit explaining our relationship. I did what he asked, but I doubt that it helped his cause much. I searched the Internet for references to his lawsuit. I did not find much.
AxN: Because of Gary’s close involvement with the project, almost all of the work that we did for Macy’s West was in the establishment of interfaces with their corporate accounting systems. We customized very few reports for them.
One very unusual project was the coding and installation a menu that could be used by people in the merchandise departments to look at information about their ads. They set up user IDs for each department or group that were restricted to the programs and queries available from this menu.
The only other project that I remember in much detail was involved with AxN, TSI’s system for sending and managing insertion orders for newspaper advertising space. Unlike Macy’s East1, the people in San Francisco were very enthusiastic about delivering insertion orders via the Internet.
TSI’s initial contact with the newspapers that would hopefully be subscribing to the service was a letter written by me and signed by someone at the advertising department. I remember vividly that the woman whom we asked to sign it had no additions or changes to the letter, and she definitely wanted us to send it. However, she did not want to take the time to sign the letters herself. She said, “You can just sign them.” So, for the first and only time in my career I added the role of forger to the long list of activities that I did for the company.
The AxN installation at Macy’s West provided TSI with a few far-flung clients. Macy’s purchased Liberty House, the chain of department stores and resort-wear stores based in Hawaii, in 2001. One of those stores was in Guam, and the Pacific Daily News subscribed for several years.
The last trip: My last trip to Macy’s West was for two days at the end of July 2007. I learned that Sheila Field was the Senior VP of marketing. She had in fact been there for several years and before that at Foley’s in Houston, where I spent a lot of time in the mid-nineties. I never had met her, and she was also not available on this occasion. I did meet with many other people. I did not do a great job of learning names. Here is the unedited list from my notes:
Sheila Field.
Sheila Field2 is the Senior VP. She is from Foley’s. I almost certainly know her, but I did not get to see her on this trip. Kedar Stanbury3 is in finance, which means planning at Macy’s West. So is Von Jones4. Their boss is Chuck Allen5. The business office manager is Gary Veran6. His assistant is Diane _______. Laurie Hamilton7 is the print media director. Jennifer Hung8, Kelly ____, and Terry _____ work for Laurie.
They reported quite a few anomalies that they had been living with. I made it clear that they should report these to TSI. We always fixed things promptly. They gave me a list of areas that they were interested in using AdDept for:
Contracts.
Work group limitations for purchase orders. Does this even work? They want to make sure that the direct mail people create nothing but direct mail purchase orders. Do we have a way to do this?
The plan was for me to return in “a few weeks”. I cannot overstate how psyched they were for using AdDept more productively. My notes stated that I thought that they would approve whatever programming was needed for every item on the list.
Alas, the plan never was carried out. In February of 2009 management of all advertising for all Macy’s divisions was consolidated in New York. Within a few years none of the people mentioned above were still working for Macy’s. I don’t think that any of them made the transition to New York.
This consolidation was a major blow to TSI. I knew that there was little or no chance of persuading the consolidated Macy’s to use AdDept. Macy’s West was a big client for both AdDept and AxN.
1. For some reason Macy’s East never used AdDept for insertion orders. They did not even use it to print copies. Instead they called each paper and described each ad that they wanted to run to the newspaper’s rep. It baffled me that they could not appreciate how much faster and easier it would be to use AdDept, which had all of the information on the order, to send orders to all papers at once. Everyone who used AxN—both newspapers and advertising departments—were very happy with it.
2. Sheila Field’s LinkedIn page can be found here.
