2021 September: Hurricane Ida and its Aftermath

Water water everywhere. Continue reading

The remnants of Hurricane Ida1 arrived in southern New England on Wednesday, September 1, 2001. It rained pretty heavily in Connecticut all evening and well into the morning. I was scheduled to play bridge on Thursday at 10AM. I heard on the radio of floods in Manchester and Vernon, about fifteen miles to the south of where we lived in Enfield. I could see no signs of damage in our yard, and there was no standing water in our yard.

The southeast side of the yard.

This last bit of news was a huge relief. A few weeks earlier a weird localized storm had deluged Enfield and Suffield for a couple of hours. The rest of Connecticut seemed unaffected. For the first time in the thirty-three and a half years that Sue and I had resided at 41 North St. water had somehow seeped into the old part2 of the basement. It was not exactly flooded, but there was a little water in some areas, notably the southeast corner, which was piled high with boxes and who knows what. The new part of the basement was completely dry. It took a few days, but the dehumidifier dried up the old side pretty well.

I also walked out into the yard. I saw several inches of water in the yard that faced North St. The water disappeared when the drain in the street was cleared, but the sod remained squishy.

The feeling of relief was short-lived. Before I left for the Hartford Bridge Club on Thursday morning I checked the basement. Both the old part and the new part were dry. After I finished playing, drove back home, ate lunch, took a nap, and went for a walk, I descended the staircase to the basement to empty the dehumidifier. I was aghast to see that there was considerable water in both halves of the basement.

The litter box was near the bikes.

I could see that the cats’ litter box was sitting in a little water in the new part of the basement. My very old cat Giacomo was resting on the broken treadmill, but he was very upset about how his paws had become wet when he needed to use the litter box. I sifted the litter box and moved it, the sifting tool, and the box of Clean Paws litter to a part of the old basement that was still dry. I also dried of His Highness’s paws and carried him to the stairway, which was dry.

Meanwhile Sue made some phone calls. Someone told her that the fire department would pump out the basement if the standing water was six or more inches deep. There was probably an inch or more on the new side, but it did not look like six inches to me.

The most comfortable shoes ever.

Sue also located her Craftsman Wet/Dry Vacuum, Sears’ version of what nearly everyone calls a Shop-Vac3. It had been lent to the Somersville Congregational Church. Sue made arrangements to pick it up in the afternoon. I located two long extension cords in my garage. Sue somehow got the vacuum down to the basement. Someone must have carried it down the hatchway stairs for her. I removed my socks and put on a pair of beat-up old sneakers with a few holes in them. I walked through the water to the new side and opened the hatch to try to encourage evaporation.

The GE dehumidifier did the job in the old basement.

Sue operated the machine. I made sure that the cords were kept out of the water. We filled the machine’s barrel4 with water, and I used a fourteen-quart bucket to transfer the water to an unused washing machine. We then put the washing machine on the last dot of the spin cycle and turned it on. This step was necessary because there are no drains in the basement. I had used this same technique to empty the dehumidifier.

Sue’s initial approach was to try to create a dry path between the base of the stairs and the washing machine so that we could avoid standing in water, a good conductor of electricity. She filled up a barrel in about twenty minutes. I emptied the barrel into washing machine. As we did this we noticed that the dry space that Sue had just cleared was covered with water again.

Our weapons against the sea of troubles: the washer, the wet/dry vac, and the fourteen-quart bucket.

I suggested that we should concentrate on the new side of the basement, which was consistently covered by more than an inch of water. We were both stunned that it t took less than a minute to fill a barrel. We then had to roll it up the ramp to the old side and empty it in the washer. We were standing in water once we left the ramp, but we were careful to keep the cords dry. We did one more barrel that way, and then stopped for supper. We planned to continue after we ate, but neither of us could summon the energy. We are, after all, old.

I walked this wet path on the old side from the door to the washing machine at least one hundred times. The cord running from the wall plug at left stayed dry.

At 2 o’clock on Friday morning I woke up and went downstairs to continue vacuuming the new side of the basement. I looped the extension cord over some boxes and cabling in the ceiling of the basement to eliminate the need to disconnect the extension cord from the machine every time. I concentrated on the new side and filled four barrels with water. It took me about thirty minutes, but there was no discernible effect on the level of the water. I went back to bed and slept like a dead man.

When I awoke again and checked the basement, both sides seemed worse. The water level on the new side was considerably higher, and the entire old side now had at least a filmy coating of water. I could see no dry spots. Where was the water coming from?5 I had to move the cats’ litter box upstairs. I was afraid to move the open box of litter because I could see that the bottom would fill out. I left it where it was and resolved to buy a new box at Shop-Rite.

I worked all day on the basement—not counting a few naps. In all I sucked up about forty-five barrels of water, which produced a notable difference in the level in the new side, about as much as I expected—an inch or so. I kept the hatch closed because I remembered that this was mosquito season, and I had heard warnings about West Nile virus. The mosquitoes that carry the virus like to breed in standing water.

Several avalanches blocked parts of the path from the ramp (bottom) to the hatch door (top). At this point there was at least three inches of water.

When I awoke on Saturday morning there was quite a bit more water than was there before. I checked the new side. The level was a little higher than when I started on Friday. So, more than an inch of water had seeped back in overnight. This was very discouraging. In fact, I decided to abandon vacuuming until the amount of water stabilized. I checked several times a day when I emptied the dehumidifier

I did figure out that I could move the cardboard box of cat litter upstairs if I tipped it sideways. Once I got it upstairs I split a large hold in the middle of what was now the top side. I could then scoop out dry litter with a ladle. In fact, I was able to salvage the entire contents of the box.

On Tuesday September 7 I decided that the water levels had finally stabilized. The dehumidifier seemed to be doing a good job of drying out the old part of the basement, and the newer side was no worse than on Monday evening. I therefore set to work. By 5 o’clock in the afternoon I had sucked up fifty barrels of water from my position on the ramp. I could definitely see the effect on the water level on the ramp itself.

I bought these shoes for the Hawaii trip in 1995, but I did not wear them for 26 years.

By this time I had refined my technique pretty well. I positioned the machine on the flat part of the wooden ramp with two wheels on the cement floor of the old basement. When the barrel had filled, I detached the top part of the vacuum and rolled the barrel the fifteen or twenty feet to the washer. I straddled the barrel, bent at the knees, held the handle of the bucket in my left hand, and placed my right fingertips in the indentation on the bucket. I then filled the bucket as much as possible and lifted it up to the washer. This method was the easiest on my back. It also minimized the splashing.

I could do the entire process in four or five minutes. I also saved a little time by only running the spin cycle on the washer every other time. The tub of the washer could hold a little more that two of the vacuum’s barrels. This spin cycle lasted longer than it took the vacuum to fill with water. So, I had a short break every other barrel while I waited for the washer.

On Wednesday I played bridge with Eric Vogel. Afterwards I sucked up another twenty barrels.

On Thursday I was up early enough to run the vacuum through another twenty barrels before playing bridge with Jeanne Striefler at 10 AM. Between rounds Lesley Meyers asked me what had happened to my elbow. I had no idea what she was talking about.

I did another twenty barrels when I arrived home.

Friday was an epic day. I filled and emptied thirty barrels in the morning. The water level near the end was low enough that I had to abandon the ramp for the afternoon session. I added the second extension cord and change the looping of the cords so that I could walk all the way to the hatch and still keep the cords dried.

I vacuumed up seven more barrels in the afternoon, but because the water was now not nearly as deep, it took as long as the morning session.

Most of my time in the afternoon was in two places—right before the hatch and about halfway between the ramp and the hatch. These areas, which were evidently low points, were frustrating because as soon as I would get an area dry, it would fill back up with water seeping in from areas that were filled with some kind of junk that belonged to the other resident of the house. I went back and forth between the two areas.

When I unplugged the vacuum’s cable from the extension cord, I noticed that the vacuum’s male plug was hot. I had already noticed that one of the two prongs was shorter than the other. I could now see that the short one consisted of two pieces of metal that had a slight gap between them. I reported this to Sue. She said that it was a definite fire hazard.

I went back the next two days to work on those two areas. On Saturday I was surprised to find the other cat, Bob, lying on the cement on the path in the new side. There were also a few cat prints near the puddle in the middle. I carried Bob to the staircase, and he easily made his way up. I then extracted about a half barrel.

This is the right setting on the washing machine.

Much less than that came out on Sunday. When I had finished, the new side was pretty much dry. I could see a few small puddles, but there was no way to get at them with the vacuum.

In the afternoon Sue and I were scheduled to go to a picnic for her cousins on the Locke side. As we were about to leave, she exclaimed, “Ooh! What did you do to your elbow?” I asked her what she meant. She drew my attention to a golf-ball-sized lump on the point of the left one. I had to twist my arm around to see it. I then recalled Lesley’s remark on Thursday. I must have already had it then.

The knob was twice this size on Sunday and Monday.

After the picnic Sue and I drove to the to Urgent Care clinics on Hazard Avenue. Neither was open.

On Monday morning, September 13, I drove to the PhysicianOne Urgent Care, the one on the north side of the street. I had been to this location once before, but I am pretty sure that in the interim it had closed and reopened under new management (Yale New Haven Hospital). I arrived at 10 o’clock, with hopes of being home by noon.

I did not know that one made appointments at Urgent Cares. The lady at the desk told me that it would be at least two hours until they could see me. Although most people were required to wait in their cars for a text message, she let me sit in the lobby, where there were only a few usable chairs. The rest of the chairs were Xed off to prevent them from being used. So, I did not get within ten feet of any other patients. That is a good thing because most of them were there to get Covid-19 tests or treatments. The delta variant was still quite active.

One Hispanic lady came in with two children. The boy was about 2’6″ tall. His sister was a little taller. The lady’s mother had a third infant in her arms. They never checked in or entered the treatment area. The lady seemed to be busy with some papers or something. Then the whole family suddenly departed. On the way out I noticed that she was pregnant again.

he physician’s assistant finally saw me after I had been there for nearly three and a half hours. I had spent the time proofreading and rewriting my blog entry concerning 9/11 (which is now posted here). She quickly diagnosed my problem as bursitis. Some other young ladies x-rayed my elbow and wrapped it for me. The P.A. then advised me that if the swelling had not gone down in a week that I should see a physician who specialized in joints. She provided me with the business card of one and a CD that contained my x-rays. .

By Sunday, September 17, the old side was also nearly completely dry. I opened the hatch again to try to air out the new side of the basement. The dehumidifier on the old side shows a reading of 60 percent humidity. It was consistently at 75 or 80 when the water was at its highest.

The knob on my elbow had shrunk a lot. It never did hurt or hinder me in any significant way. I did not plan to call the doctor, but a couple of weeks later the bump was still significant. I tried to schedule an appointment with the doctor recommended by the Urgent Care clinic, but he was out of the office until the end of October, and he only saw patients in Rocky Hill and Farmington, which are both more than thirty minutes away. Fortunately, his receptionist referred me to a doctor who has office hours in Enfield.

My elbow sleeve.
Dr. Bontempo.

On Wednesday, October 6, I had an appointment with Dr. Nicholas Bontempo. He told me essentially what the P.A. had told me earlier. He gave me an elastic “sleeve” to wear over the elbow. It was much more comfortable, but it seemed to provide less compression. So, I applied the wrap over the sleeve.

They scheduled a follow-up appointment for me for November 3. I canceled on October 11. By then the bump was negligible.


Although there had never been standing water in the basement since we had moved to Enfield in 1988, the new (northern half) of the basement was flooded again in April of 2024. My efforts in dealing with that mess have been described here.


1. Hurricane Ida described a very unusual path. It first hit land in Venezuela. It then turned northwest, crossed the Caribbean Sea, a tip of Cuba on August 27, and the Gulf of Mexico before landing again near New Orleans on August 29 as a Category 4 hurricane.

From there it headed northeast, losing strength but dumping a huge quantities of rain everywhere it went. On September 1 it reached the New York City area and caused widespread flooding. It finally petered out in the maritime provinces of Canada.

2. In 2007 Sue and I began the process of refinancing the house and building an addition that was approximately the same size as the original house. A description of this activity was posted here. The addition also had a full basement, which could be reached through an external hatchway in the lawn north of the house. It could also be reached through a door in the northwest corner of the old basement.

3. I had never heard of a Shop-Vac until I ate lunch with Barbara Schane Jackson, TSI’s liaison for the installation at Hecht’s (described here). For some reason she mentioned that she needed to use one. I nodded sagely even though I had no idea what she was talking about. Johnson County in Kansas, where I grew up, is not exactly prone to flooding.

4. If there was ever an indication on the machine of Shop-Vac’s capacity, it had long since been lost. I estimated the size of the barrel at fifteen or sixteen gallons based on the number of fourteen-quart buckets required to empty it.

The new side of the basement was approximately fifty feet by twenty feet—one thousand square feet or 144,000 square inches. One gallon is equivalent to 231 cubic inches. So, each inch of water on the new side contained over 623 gallons. If the barrel contained fifteen gallons, about 41.5 barrels would be required to lower the water level by one inch (assuming no replacement).

5. An admittedly biased description of the process of flooding from the water table is posted here. Perhaps our contractors did not do a perfect job when they installed the new basement.

1991-2006 TSI: AdDept Client: Hecht’s

A May Co. division with headquarters in Arlington, VA. Continue reading

In 1991 I received what probably was the most welcome business telephone call in my life. At the time TSI had only two AdDept1 clients, Macy’s Northeast2, and P.A. Bergner & Co.3 I had recently sent to the advertising directors of several dozen other large retailers a letter that described the AdDept system and the positive effects that it had produced at its first two installations. The phone call was from Barbara Schane Jackson4 of the Hecht Company, a department store chain in the mid-Atlantic area. I did not realize it before that first call, but Hecht’s was one of the divisions of the May Company.

Barbara explained that the advertising department was looking for a system that would handle its administrative requirements. She emphasized that it absolutely must be able to produce the data for the 790, a monthly report required by the May Co. that broke out advertising expenses and co-op at the CCN5 level. She explained that at the end of every month the financial area of the department struggled to get the report out by combining the data from many spreadsheets. They were barely able to do this by leaving six or seven PC’s running all night. There were two big disadvantages. 1) If anything went wrong, they had no plan B. The May Co. required them to file the report within a week after the end of the month. 2) Hecht’s had recently acquired more stores, and they anticipated more acquisitions in the near future. Their PC approach probably could not handle the additional load.

When I assured her that this sounded feasible, Barbara invited us to visit their headquarters in Arlington, VA, and, if possible, do a demo of the system. This was music to my ears. Not only was Hecht’s a very well qualified prospect for the AdDept System. If we did a good job, we would have a much better chance of signing up the eleven other divisions of department stores owned by the May Company that were all very well-qualified prospects for the AdDept system .

Our marketing person at the time was Tom Moran6. Sue Comparetto, Tom, and I drove down to Washington in Sue’s Saturn station wagon. We certainly could not have afforded to buy three round-trip plane tickets at the time. We stayed at a Motel 6 in Maryland just outside of Washington. We could afford nothing better. Actually we could not afford that.

Hecht’s Ballston store.

I don’t remember too many of the details about the visit. We met in Hecht’s Arlington store, which was in the Ballston Common Mall. In addition to Barbara and the advertising director, whose name was, I think, Steve, we also probably met with the media, production, and finance managers. Barbara certainly provided me with all the requirements for the 790 report. It did not seem too daunting. The rules were more complicated than the ones that Macy’s used for their reports by Vice President, but the principles were very similar.

Barbara at some point demonstrated the process that they used at the time, which involved Lotus 123 spreadsheets. I could not believe how adept she was at the use of this product. Her fingers flew around the keyboard executing commands and macros.

After my demo the sale was in the bag.

I did a demo for them at an IBM office in . Barbara later told me that she and Steve had serious doubts about how the answer to their problems could possibly be this ugly. She might have been referring to my appearance, but I think that they were most likely underwhelmed by the AS/400’s7 green screens and the pedestrian nature of its reports. There were no graphics of any sort anywhere. The only flash that my presentation had was how fast the screens appeared. In those days users were accustomed to substantial delays going from one step to the next.

The proposal that I wrote for Hecht’s was much more detailed about the contents of the first stage of the installation than what I had submitted to Macy’s or Bergner’s. We recommended, as I recall, that they purchase a model D10, a box that was considerably faster than TSI’s developmental system, but probably not as fast as the one used by Macy’s and Bergner’s.

The hardware determination was largely guesswork. IBM did not provide the usual performance numbers about its systems. For example, there were no statistics about the clock speed of the processors. I later came to understand why IBM did this, but at that time it seemed very strange that two different models actually had the same processors. The only difference was that the more expensive one had the capacity for more disk drives and memory cards. It did not come with these features; it merely had a way to attach them. I always recommended the more economical system unless the client really had a need for those drives or cards.

The installation began in October of 1991. The process of integrating the necessary changes was, as expected, difficult. However, it was never unpleasant. Barbara was a superb liaison, and most of the modules went in with no significant problems. The changes that I had to make to the cost accounting8 programs caused me quite a few headaches.

At one point I tried to document the steps of the “explosion” process—TSI’s term for the set of program that created the detail and summary files used by the programs that produced the 790 report. I quit after I had produced ten pages. I was not close to finished, and the result was totally unreadable. Every sentence started with the word “If”.

A major enhancement for Hecht’s provided for different types of costs being allocated in different ways. This required establishment of a table of allocation codes as well as an interface with the mainframe’s sales system to obtain the sales by department for the month. We also provided for a set of reconciliation programs to check the consistency of the results.

I distinctly remember two of the first attempts that we made to generate the cost accounting files. In both cases, Barbara submitted the program to run in batch mode (not tying up any input devices). I was in Enfield, but my AS/400 session had “passed through” to Hecht’s system. At the same time I was on the phone with Barbara.

Angus Podgorny was humanity’s last hope at Wimbledon.

In the first instance I was a little bit worried about how large the detail file that the system created might become. I monitored it and what the percentage of the ads that the program had already handled.

After just a few minutes I realized that the file was becoming very large very quickly. “Oh, no!” I warned Barbara. “The program is eating up the disk like the Blancmange! You’ve got to go to the system console and kill the job immediately.”

I am not sure whether Barbara understood the Monty Python reference (in which a Blancmange from planet Skyron of the Andromeda Galaxy eats people in order to win Wimbledon), but she laughed anyway. She certainly knew what a blancmange was; she had actually majored in French. She killed the job in plenty of time, and I deleted the records in the file.

The disk-gobbling program could have been a serious problem. If the the system’s disk drives had approached 100 percent usage, I am not sure what would have happened. It would not have been pleasant; we almost certainly would have had to involve IBM. After the job was killed, and the file was whittled down to size, I had to change the program to summarize in a few places where it had been writing details. This was a major repair, and it took me a while.

Not this guy.

The second incident involved some kind of tricky allocation that I had not anticipated. I don’t remember the details. Barbara had already called two or three times to report that this aspect of the program was not working correctly. Each time I thought that I had fixed it. In the last call I admitted that “I just can’t seem to get this right!” I did not mean that I was giving up on it. In fact, I found the final problem in less than an hour after acknowledging my failures.

When we got the cost accounting program to work perfectly, Hecht’s was very happy.


The airport is at the bottom of this map. Taking the Metro was fine unless there was a problem.

I made quite a few trips to Hecht’s during the first phase of the installation. There were direct flights from Bradley to National Airport in Washington on US Airways. From the airport I took the Metro or a taxi to Ballston. I could be at Hecht’s before business hours, a feat that I could never manage at Macy’s, which was less than half as far away from Enfield.

If my visit was for more than one day, I generally stayed at a Comfort Inn that was within a few blocks of the mall.9 I always left the hotel early in the morning. I bought a Washington Post from the dispenser just outside of the mall—for twenty-five cents! I then took the escalator down to the food court and bought a Big Breakfast or an Egg McMuffin and a large coffee from McDonald’s. I ate my breakfast while reading the Post. I also drank about half of the coffee.

Coffee in hand, I rode the escalator back up. I then entered Hecht’s through the employee entrance, signed in, and took the elevator up to the advertising department. I worked mostly with Barbara. She did most of the training or the other users.

About half the time Barbara and I ate lunch at a restaurant in the mall. It was called the American Restaurant or something similar. We talked mostly about the installation and related matters. She knew that I went jogging in the evenings when I was there; she was surprised that I could survive without my glasses. She was a swimmer. The ropes that marked the lanes evidently kept her from getting lost.

She also told me something about needing to use a shop-vac on one occasion.

All of this seemed a little strange to me. Her husband, Kevin Jackson, also worked in the advertising department. My recollection is that he was an art director; he had no contact with the system. He never came to lunch with us.

Barbara resigned from Hecht’s in May of 1993 to work for Barrister Information Systems, a company that created and marketed a software system for law firms.


After Barbara left, Hecht’s continued to use the system, but they did not ask us for much more work, and they did not take advantage of many of the programs that they had. I do not remember the names of very many employees. In fact, the only one whom I recall was Ellen Horn, and that was mostly due to the fact that I saw her so often at her next stop, Belk.

I discovered quite a few notes about the account that covered the period from 2000-2003. I have somewhat vague memories of some of them. Here are some of the people who were mentioned.

Jim Tonnessen surrounded by his computers.
  • Jim Tonnessen10 was our liaison at the turn of the century. I think that he also managed the department’s network, which was installed after AdDept was functional. Jim took a job with UUNet in February, 2000.
  • Jim was replaced by Clint Gibson, but he also departed in August of the same year.
  • The nexttechnical liaison was Sam Wiafe, who was later known as Kwadwo.11 I guess that he knew computers, but he knew nothing about AdDept, the AS/400, or the needs of the advertising department. The IT people tried to implement a firewall for the AS/440 in order to control access. It was a silly idea that angered me a little.
  • Jennifer Jones12 was the manager of the advertising business office in 2000. Chris Dechene13 held that position before her. I made a trip to Hecht’s in June of 1999 for the specific purpose of getting Chris acquainted with the cost accounting programs. One of the problems that we encountered at Hecht’s was that the financial people were rotated around every two years. So, as soon as anyone got a good handle on the cost accounting process, we could expect them to be transferred to another area. These people also were not exceptionally good at documenting their procedures.
  • Prior to 2000 Hecht’s for some reason did not use one of AdDept’s best features, insertion orders for newspaper advertising. On a trip there in that year I met Renee Gatling14, Ellen Rison, and someone named Sharon. Renee was already pretty good at getting around in AdDept. I convinced them that they should be faxing their orders using AdDept.
  • By the end of 2000 I think that our primary liaison at Hecht’s was someone named Amy. I don’t remember her, but when we installed the Media Management + interface for broadcast, she was involved. The broadcast buyers at that time were named Krista and Tiffany. I found their names in my notes.
  • In October 2002 Brian Kipp, whom I had worked with at Meier & Frank, became the planning manger in the advertising department. Carolyn Thompson and a woman named RenĂ©e worked for him.
  • I spent a good deal of time on one visit with Rene Basham15, who was the manager of the advertising business office. I was astounded to learn that she had not been using the reconciliation process that we set up for the cost accounting. I went through this with her and also worked on documenting the process for the next person who was rotated into the slot.

In looking through the notes I discovered two other interesting things. The first was that Hecht’s used a product called Wam!Net to deliver its ads electronically to the newspapers. The Associated Press developed a product called AdSend, which most large advertising departments used. At the time (early 2000) TSI was beginning to roll out our AxN16 product for insertion orders via the Internet, and we were contemplating using the connection that the program established to send ads as well.

One day while I was at Hecht’s in 2002 the performance on the machine was terrible. In the notes I had attributed this to CFINT, an IBM program that I had completely forgotten about. It was a misbegotten effort from IBM to make customers pay more for use of the system for interactive jobs than for batch jobs by slowing the entire system down if the percentage of CPU used by batch jobs was too high!

The main effect of this effort, as far as I could ascertain, was to infuriate the customers. It is possible that the real motivation was to prevent the AS/400 from encroaching on the sales of other IBM systems.

I have one other peculiar recollection. At some point after 2002 I was in the office on a Saturday. It must have been November, and I must have passed through to Hecht’s system to help someone there with a problem. We exchanged a few messages. I then whimsically invited her to come the following day to a big party that I was throwing to celebrate the divestiture of the foliage on the nine maple trees on my property. I recommended that she recruit a bunch of people with their own rakes. An early start would reward them with the spectacular view of the sunrise from the New Jersey Turnpike. I reckoned that they should have time for six or seven hours of New England’s favorite autumnal sport before returning home. They could make it back by midnight unless they encountered traffic.


On February 1, 2006, Federated Department Stores, which had purchased the entire May Co., dissolved most of the former May Co. divisions, and the existing Hecht’s stores were divided between Macy’s East and Macy’s South. Few, if any, employees from Hecht’s headquarters in Arlington went to work for Macy’s.


1. The design of the AdDept system is described in a fair amount of detail here.

2. A description of the Macy’s installation has been posted here.

3. A description of the installation at Bergner’s can be read here.

4. Barbara Schane Jackson has her own consulting firm in 2021. Her LinkedIn page is here.

5. Every department was assigned to exactly one CCN. The CCN’s were the same for each division of the May Company. The N stood for number, but I don’t think that I ever knew what the two C’s referred to.

6. More information about Tom Moran’s career at TSI can be found here.

7. The AS/400 was a multi-user relational database computer introduced by IBM in 1988. It is described in some detail here.

8. In AdDept we used the term “cost accounting” to describe the process of allocating costs to departments (or, in some installations, stores) for the ads in which their merchandise appeared and the cost of more generic ads (called “storewide”). This was a complicated activity that would require a small army of clerks if not done on the computer. Although the May Co. had precise rules about this process, it was almost impossible for the smaller divisions, which ran just as many ads (in fewer newspapers) and had just as many departments, to accomplish it within the deadlines. They therefore cut corners.

9. The mall is now called Ballston Quarter. It was (pretty much) closed down in 2016 and reopened in 2018. The hotel is still nearby.

10. In 2021 Jim works for Lockheed-Martin. His LinkedIn page is here.

11. Kwadwo’s LinkedIn page can be viewed here. In 2023 he was working for Inova Health Systems.

Bridge author.
Oscar winner.

12. Jennifer Jones works as treasurer of a school. Her LinkedIn page can be found here. I wonder how many of her acquaintances have also seen The Song of Bernadette, the movie that won the actress Jennifer Jones an Oscar, and read all thirteen of the articles championing Losing Trick Count in the Bridge Bulletin written by the bridge expert Jennifer Jones. Not many, I wager.

13. Chris Dechene’s LinkedIn page is posted here.

14. Renee Gatling’s profile on LinkedIn can be found here.

15. Rene Basham is still in the Washington area. Her LinkedIn page is here.

16. The design of AxN is described in some detail here