1981-1988 Life in Rockville: Trips and Visits

We didn’t work every day. Continue reading

The years that we spent in Rockville were mostly happy ones, but we had neither the time nor the money to take much in the way of vacations. The two that we took were for only a week each in 1985 and 1986. They are documented here.

We also made very few exciting or life-enhancing purchases. As in the other blogs about non-business events, the timeline is shaky. I am only certain of the dates of a few events.

The most exciting news of our first year in Rockville came in a phone call in the spring of 1981 from Gerry Cox. He announced that he and a group of Wayne State debaters wanted to pay us a visit in the summer. We looked at our schedules and told him that that would be fine, as long as they could come in June, July, or August. We quickly agreed upon a set of dates. The debaters were Nancy Legge, Al Acitelli, and Mark Buczko.

They drove from Detroit to Rockville. We gave them directions to our house. I think that we advised them to get off of I-91 and take Route 83. We told them that when they could smell the cows they would be in Ellington, the town just north of Rockville. At that point they needed to watch out for the turn. We told them that they should turn uphill (left) onto Upper Butcher Road and then downhill (right) onto Park St. Both of these hills are short, but quite steep.

They found the house. They parked in back, as we directed. We helped them move in. The guys stayed in the bedroom at the top of the stairs, where we had set up bunk beds. Their room was directly above the office. Nancy slept in the waterbed in the spare bedroom, which had not yet been converted into an office for Sue.

They stayed with us for a few days. Everyone had a splendid time throughout the visit. I remember three activities.

  • We all spent one day at Rocky Neck State Park. I don’ recall any specifics.
  • We devoted one day to Dungeons and Dragons. I am pretty sure that my friend from my insurance days, Tom Corcoran, joined us for that occasion. He played a dwarf fighter. I don’t remember what the other characters were, and, even though I designed it, I don’t remember the dungeon. I also have a vague recollection of creating an adventure for Mark’s assassin character, Cnir Edrum.
  • We enjoyed a communal supper, presumably after the D&D game. Al insisted on making pasta from scratch for us. It was definitely good, but I don’t think that he convinced anyone that it was worth all of the effort. He did not insist on making the sauce from scratch. It came from a jar.
Canada Post truck.

Nancy stayed with us for another week or two. We put her to work stuffing envelopes for one of our mailings. This is when I bestowed on her the title of Executive Vice President for International Marketing. We must have included one Canadian addressee.

Gerry came back to visit us a year or two later with a friend of his. I remember much less about that occasion. They stayed with us for a night or two. They probably made additional stops in the Northeast.


I also remember that Craig Kolbitz, a good friend from my army days in Albuquerque in 1971, evidently somehow found my telephone number and address. He called and then came over and visited us one evening. I don’t remember much about the occasion. I don’t think that he revealed much about what he had been doing in the interim. I have not heard from him again in the subsequent decades.


Sue’s sister Betty and her husband Shawn (or maybe Shaun or Sean) Arrowsmith came over for supper at least once. At the time he was a sous chef at the restaurant at Bradley International Airport. That restaurant, which has been closed for decades, was outside of the secured area in the old terminal. It had quite a good reputation.

Their visit to Rockville must have been in late fall or winter. Shawn and I went searching for firewood in the nearby woods. He was a big guy; he brought back a lot more than I did. I started a fire in the fireplace.

They invited us over to their place, too. Their house was surrounded by maple trees. I have a strong recollection of hearing the sounds of the droppings of gypsy moth caterpillars on the roof.

Shawn and Betty did not stay together very long. I don’t know what happened.


The Corcorans—Tom, Patti, Brian and Casey—also came over at least once. I fixed country-style ribs and sauerkraut for them. The meal was a big hit, especially for Brian who had understandably low expectations for such a foreign-sounding meal.

We might have had other visitors, but I don’t remember them.


We made the drive from Rockville to the Corcorans’ house many times. We usually came over for supper and then played games until well after midnight. We were especially appreciative of the suppers. Throughout this period we seldom had, in my dad’s words, “two nickles to rub together”. We almost never went to restaurants. The Corcorans almost always had a special meal for us, often steak. Of course, there was plenty of beer.

This is the good version.

Among the games Trivial Pursuit was a definite favorite. We played many different editions. Careers was also a favorite, but we soon discovered that the original version, which had uranium prospecting, Hollywood, expedition to the moon, and at sea as possible careers, was a much better game than the more recent versions. Clue (regular and its expanded versions) were pretty good. When everyone got tired we played Yahtzee.

I also remember enjoying a murder mystery game based on Clue that required playing a scene on a VHS tape. We tried dozens of other games as well. Our basement is full of games, and the Corcorans had more than we did.


We also often celebrated New Year’s and several other holidays with the Corcorans. We watched Brian and Casey grow up. Casey was an acrobat, and Brian excelled at taking things apart and putting them back together. He loved to play with go-bots and transformers.

I also remember showing Brian how to do both types of Indian wrestling—standing up and lying down, the way that Andy Burnett did on Walt Disney.


The closest thing that we had to a vacation during the “anything for a buck” days was a Murder Mystery Weekend near Lancaster, PA. It was staged by some actors in and around a fairly nice hotel in the countryside. The theme was a set of killings in a mob family. My character was one of the family members. He was named Dominic (called “Nicky”), and he was newly married.

I picked up a white fedora somewhere and rented a realistic stage pistol with a shoulder holster from a costume shop in Hartford. I was really ready to get into it. After all, even by that time I had read at least a hundred murder mysteries.

The organizers made me stow the pistol away. Didn’t they know that the only thing that can stop a bad guy with a gun is a good guy with a gun? I should have quoted Charlton Heston to them: “I’ll give you my gun when you pry it from my cold, dead hands.” I still wore the shoulder holster.

Could you stab him in the heart with a pocketknife?

The first murder occurred pretty much in full sight of everyone at the first gathering. A fairly large Italian guy wearing a three-piece suit was found dead. He had been stabbed in the heart with a pocketknife.

It is a thoroughly documented fact that all Italian mobsters wear sleeveless undershirts.So, the knife, even if it missed the broad lapels would have needed to penetrate the suit coat, the vest, the shirt, the undershirt, the skin, and the rib cage. Maybe Andre the Giant could kill someone who was wearing all this armor with one casual blow with a pocketknife, but I didn’t see anyone in our group who looked capable of such a feat. Even if sufficient thrust was employed, I would bet on the blade breaking or sliding to one side before it penetrated all of those layers of protection..

Several scenes that involved some or all of the actors were staged. One took place on the Strasburg Rail Road. I don’t remember the details.

We were allowed to submit written questions. Mine was about some flowers that a character had reportedly ordered for some reason. I was told that the answer, which I don’t remember at all, had important information, which I should share with the other guests. I dutifully disclosed it to everyone with whom I conversed.

At the end everyone was supposed to write up a solution. The best one, as judged by the organizers, won a prize. No one got the solution right. The person to whom the prize was awarded missed out on most of the clues entirely. She had spent most of her time shopping in Lancaster.

Deadly in the hand of a small woman.

The revealed murderer was the smallest member of the cast, perhaps 5’2″ and 100 pounds. She was absolutely incapable of committing the first murder. In fact, I don’t think she could have killed him with a pocket knife if he was already unconscious and wearing nothing but his sleeveless undershirt.

In addition, she had no motive for the other crimes attributed to her. That is, the personality that we knew had no motive. She supposedly had multiple personality disorder1, and the diminutive body that she shared with two other personalities committed the other two murders. Give me a break.


For Halloween of 1981 or 1982 Sue and I drove to Brooklyn for a costume party thrown for her friend Eddie Lancaster from Brothers Specifications in Detroit. Sue dressed as Peter Pan. I came disguised as a college professor who never got tenure. It was a long drive, but no drive was too long for Sue if friends were at the other end. She loved to sit and talk with old friends, and she made new ones very easily.


We also drove up to Vermont to see Sue’s friend Diane Robinson at least once or twice. I met her husband Phil Graziose, one of the Air Force guys from the Alaska adventure. He seemed like a nice guy. He set up a small business in the St. Johnsbury area as a locksmith. They lived in a trailer park, a new experience for me. There were things that I could talk about with Phil, even football! I had nothing in common with Diane and her myriad relatives, almost all of whom stayed close to home. Sue absolutely adored this family. I have never quite understood this. Maybe she appreciated the way that they all got along.


In 1981 or 1982 we were invited to Dave Tine’s house. His television had a huge rear-projection screen. It was the first “home entertainment center” we had ever seen. His sister (whose name I don’t remember) owned and operated a retail store name Video Land. It sold hardware as well as videos. We watched Nine to Five together. This was something of a real treat for us. We almost never went to movies. They were too expensive.


Sue’s family in Enfield held get-togethers pretty often. I usually accompanied her. I really struggled at these affairs. I had a hard time talking with most of her Enfield relations. The big exception was her youngest sister, Betty. She hosted a large party at her parents’ house most summers. She set up areas for volleyball and croquet. Also, Betty’s mother had a swimming pool. Tom Corcoran also attended most of these affairs.

Jack and his wife.

I think that it was at one of these parties that I met Jack LaPlante, the brother-in-law of Sue’s sister Karen. He worked and coached at Hartford Public High School, which over the years became a rough place. He has been inducted into the school’s Hall of Fame.

I always enjoyed talking with Jack. He was fascinated by the fact that we still played board games with other adults.

Jeffrey Campbell and our guide Jackson in Lake Manyara National Park in 2015.

Betty’s friends were much more approachable for me than the relatives on the Locke side. The lives of the latter seemed to center around trucks and cars. I liked all of Betty’s friends. Karen Shapiro, who worked with disadvantaged kids, ended up marrying Paul Locke, and so I saw her occasionally. Jeffrey Campbell, a pharmacist whom Betty has always called Pancho, was around from time to time. In 2015 he came with us on our epic trip to Tanzania, which is described in great detail here.

I also remember a friend of Betty’s named Harriet, but I don’t remember much about her.


I remember that we drove to Rhode Island once to visit Victor Barrett, with whom Sue worked at F.H. Chase, and his wife, Mary Codd2. They ran a small business called Coddbarrett Associates that developed computer-generated graphics for companies.

It was interesting to talk to another couple who were struggling as pioneers in an infant industry. Their work needed a lot more processing power than ours, and so their financial commitment was greater. On the other hand, they also had better credentials. Actually, everyone had better credentials than we did.

One thing that I remember vividly is that Victor and Mary almost never cooked. They either ate frozen dinners or something from a restaurant. Sue and I never did the first and almost never did the second.


Sue had an annual tradition of visiting her land in Monson, MA, on the weekend of Columbus Day when the foliage was at its peak, and the weather was to her liking. I accompanied her a few times. She actually built an outhouse and a tree platform up there. The outhouse was trashed by someone and the tools that she left up there were stolen.

She could sometimes talk her nephew, Travis LaPlante, and/or Brian Corcoran into making the pilgrimage with her.


Sue planned a weekend outing for us in Mt. Washington, NH. We stayed at the famous hotel5 in Bretton Woods. We took the cog railroad up to the top of the mountain, which is one of the windiest places on earth.

Sue planned on me playing golf on the links course that is adjacent to the hotel, but I did not feel like it.

I think that Tom and Patti Corcoran joined us for one day. I seem to recall that Sue and Patti played Tennis. Well, Patti played, and they both chased Sue’s errant shots.

I remember that the hotel hosted a Trivial Pursuit game in the evening. Sue and I played as a team. We really cleaned up. One of the other guests asked us if we had memorized all the answers.


Sandy Bailey, whom we knew from our installation at Harland-Tine, invited us to her house in Manchester, CT, for an evening of games. We were, as usual, late. A group of people were playing Dark Tower, the game advertised on TV by Orson Wells. It seemed like a very interesting game, but I never got around to playing it. I later tried to purchase a copy, but I could not find one.

We met Sandy’s housemate, a guy who worked for the Digital Equipment Corporation. Of course, he tried to convince me that we should convert our ad agency software to run on DEC machines. He even gave me a handbook for DEC’s version of the BASIC language.


In the fall of 1987 Sue and I decided to drive to Washington, DC, for the weekend. We left on Friday afternoon, October 9, and got as far as New Jersey. We stopped at a motel off of the Interstate. The person at the desk seemed surprised that we wanted to stay the whole night. When Sue asked for more towels, he went across the street to a store and bought some.

We laughed about it; it was not that sleazy-looking from the outside.

When we arrived in Washington we spent the day at the National Zoo. We got to see the baby pandas. A male orangutan effortlessly hurled his poop over the fence at the tourists. Overall it was a very pleasant experience, even though I was never able to spot the kiwi in its dark cage.

We stayed overnight at Howard Johnson’s. When we went to supper, the other people in the restaurant seemed somehow different. It wasn’t until later that we realized that we had chosen to come to Washington on the same day as about 200,000 gay people who were in town for “The Great March”.

On Sunday the parking was a nightmare, but the Smithsonian’s museums were not crowded at all.


In late 1985 my sister Jamie surprisingly reentered our lives She had recently married Joe Lisella. Joe, Jamie, and her daughters moved to Simsbury, CT. For the next fourteen years I spent as much time as I could with her and her family, which grew fairly rapidly after she came to New England. Those visits and trips are documented here.


1. This phenomenon is now known as dissociative identity disorder, which is a better name because of the vague nature of the word personality. I personally suspect that the kind postulated in this story occurs more often in the movies than in real life.

2. Mary Codd’s story can be read at her website, which is marycodd.com.

3. The Whalers’ last season was 1997. The Civic Center underwent drastic remodeling in 2004 and in 2021 it is called the XL Center.

4. My recollection of the event was faulty. When I have told this story to people I have claimed that neither of the teams made the playoffs that year. I apologize for the unintentional misinformation. The Whalers lost to Montreal in the first round of the playoffs.

5. Since 2015 it has been called the Omni Mt. Washington Resort.

1981-1983 TSI: GrandAd: The First Two Clients

1 + 1 = a marketable system? Continue reading

We were very fortunate that IBM announced the Datamaster in 1981, the same year that Harland-Tine (H-T), an advertising agency in downtown Hartford, began its search for a computerized administrative system. Most advertising agencies both produce and place ads. At almost any ad agency that was large enough to consider automating, those two functions were assigned to separate groups of people. All previous low-end (under $20,000) IBM computers had no way for two users to share data. More details about the Datamaster can be read here.

Harland-Tine’s offices were in this building at 15 Lewis St., near Bushnell Park.

1981 was also the year that Sue and I moved back to Connecticut. We were also fortunate that Harland-Tine happened to have the same accountant, Dan Marra from Massa and Hensley, that TSI used. Dan told Dave Tine, the president of Harland-Tine about the time and materials billing system that we had written for his firm. As Bob Dylan sang in “Idiot Wind”, “I can’t help it if I’m lucky.”

The unique nature of advertising agencies is described here. The system that we designed for Harland-Tine is described in considerable detail here.

The installation, which began in December of 1981, went pretty well. Westy Jones1, the office manager, oversaw the installation. In phase 1, which lasted about six months, the system consisted of a job costing module, production and fee billing, accounts receivable, accounts payable, and general ledger.

Near the end of the first phase Sue worked with the people at H-T to generate some publicity for both companies. The Basic Society News, a tabloid-sized monthly newspaper dedicated to the Datamaster community, published on the front page of its August 1982 edition a rather detailed account of the installation. It was a really nice write-up with well-chosen photos. We showed it to whomever we encountered.

Until I reread the article for this blog entry, I had forgotten that H-T had also purchased a second Datamaster to use for word processing. The Datamaster had outstanding WP software, but I don’t remember ever having seen a daisy-wheel printer in H-T’s office. The Datamaster’s dot-matrix printer did have a “letter-quality” mode that sort of filled in the dots, but I would not expect any advertising agency to settle for that. Agencies are all about presentation, and dot-matrix output has never really been considered appropriate for important communications.

I have no memory of anyone named Janna Sherman. Maybe she used the Datamaster for word processing.

The second phase of the installation involved the module for media scheduling—including insertion orders, media billing, and media payables—and cost accounting (client profitability). My recollection is that H-T was able to use most of what we had developed for Potter Hazlehurst without significant changes.

I am pretty sure that H-T purchased the 30MB hard drive when they for the second phase. I don’t remember whether they purchased a third Datamaster for the media department. They might have used the one that had originally been intended for word processing.

Westy is standing. The guy is an artist who had little or no involvement in the installation. This photo was probably staged.

Considering how much time that I spent on this project, I have surprisingly few vivid memories. Westy hired Diane Ciarcia2 as a bookkeeper and primary operator of our system. She was, thank goodness, easy to work with. She was good at explaining why she didn’t like something that the software did. So, we were able to make the system rather easy to use without too many missteps.

At about the same time that Diane was hired, Sandy Bailey, a wise-cracking New Yorker, was hired as Director of Finance. She and I got along very well. She must have still been there in 1988. I remember remarking that we were furiously pitching the advertising department at Macy’s in New York. She said “If you get Macy’s, you’re all set.”

In 1984, I think, Harland-Tine merged with another Hartford agency the name of which escapes me. The other agency had been one of the very first agencies in the country to automate. Fortunately for us, their system ran on an outdated IBM 5120. So, the new agency, which set up shop in H-T’s office space, continued to use our software.

This, I take it, is a Sunfish.

The new agency was named Harland, O’Conner, Tine, and White3. I never met O’Conner; I don’t even know the right pronoun to use. I occasionally saw Will White4 in his office, which contained several copies of The Sunfish Book that he wrote. I guess that it contained all that you ever need to know about a type of sailboat that I, a native of Kansas, had never heard of. You can still get a copy on Amazon.

Diane Ciarcia left the agency during this period. A young lady from Jamaica was hired to replace her. Because the system was rather stable by this time, we did not need to work closely with her. Eventually someone discovered that she had been issuing checks to accounts that she had opened under various reasonable-sounding names and booked them as production expenses for the agency’s largest account, Hitchcock Chair.

She was not able to run this scam for very long. Dan Marra discovered discrepancies using the month-end reports that our system produced. He credited the audit trails that the system provided with unearthing the scheme. H-T definitely fired her. I don’t know if she was ever prosecuted.

Everyone should agree that flavored coffees have no place in an office. If employees what to put stuff in their cups, fine. MAKE MINE BLACK!

I have one other strong memory of TSI’s first agency installation. This was the beginning of the period, which lasted for more than two decades, during which I consistently worked long hours often seven days per week. I also needed to be very alert whenever I was working. It was very easy to make catastrophic mistakes, and, as always, nobody checked my work. I had become dependent on help from coffee, especially when I was on the road.

I remember wandering into Harland-Tine’s kitchen5 one morning. I poured myself a cup of bitter black caffeine and ported it back to the accounting area. When the first few drops hit my tongue I almost spit them back into the cup. Evidently someone thought that it would be “a nice change” to add a little flavor.


The second ad agency that we landed was Potter Hazlehurst Incorporated (PHI) of East Greenwich, RI. As I recall, they responded to a mailing that we did in 1982. Sue and I drove to their office on Route 2, where we met with Russ Hahn, the office manager, and Bruce Brewster, the accounting manager. Russ said that he liked what we had done, but they also needed a system for media. He also said that they needed to be able to see a summary of the profitability of each client on one report. He showed me what he did by hand for Herb Sawyer, the agency’s president.

We drove back to Rockville and drew up a proposal. IBM proposed two Datamasters and the hard drive that acted as a server for both data and programs. One computer was designated for accounting and one for media.

Potter Hazlehurts’s offices were in this building. The parking lot was bigger in the eighties. They had about forty employees. Herb had a reserved spot for his black Celica.

On the second trip we met with Herb for lunch, which was served all’aperto. He had not been available to meet with us on the first visit. I was almost as nervous as I had been back in 1962 in my first debate in high school, which is described here. Herb was friendly but serious. I could see that he had some doubts about our ability to pull this off. In the end he signed the contract, and we went to work.

A very fortunate thing for us was that PHI billed all of its media in advance. For example, they billed in the month of November the ads scheduled to run in December,. We designed the system so that prebilling the media was the norm. This helped us in the future in two distinct ways.

  1. It was much easier to accommodate billing in the same month or a later month than it would have been if we had started with the assumption that the ads had already run and tried to come up with a way of handling prebilled placements.
  2. It gave us a valuable selling feature. If the agency already prebilled their media, the system could handle it. On the other hand, if it did not, using our system gave the agency the opportunity to try to convince their clients that they should get the invoices in the preceding month so that they paid in the month that the ads ran. In those inflationary times, receiving the money a month or two earlier could be a big factor.
In the eighties “Online” and “Mobile” were science fiction, but “Print” included newspapers, magazines, direct mail, polybags, yellow pages, and others.

A difficult decision had to be made about the design of the media scheduling system. The different types of media differed greatly. For example ads in print media generally ran only once in an issue of a publication. Broadcast ads almost always ran repeatedly, and most of the time the date and even the program might not be specified. The size of a print ad was measured in column inches. The size of a broadcast ad was measured in seconds. The most surprising thing to me was the “broadcast calendar” that began every month on a Monday.

Furthermore, some types of ads, like billboards or yellow page advertising were sui generis.

On the other hand, it would be easier for the accounting people if the important financial information was in one place. Data entry for billing and payment would be easier, and the programs would run faster.

I decided to designate one file in which all ads were defined. It contained all the financial information and all of the other information for print ads. The fields that were peculiar to broadcast were kept in a separate file. Eventually we created a file for yellow pages, too.

The key to the ads file was the client number, the ad number (usually, but not always the production job number), and a one-character version code to distinguish different sizes of the same basic ad. I never regretted handling media this way.

I spent many days at PHI. I remember every inch of the drive. Most of the morning drives were toward the east. The sun was directly in my eyes. The return trips were mostly due west, and the sun was again in my eyes. I did not own prescription sunglasses. If there were clip-ons available, I did not know about them. It was brutal.

The Burger King in Killingly is still there, but now it has a lot of competition.

There was not much in the way of retail between Rhode Island and Rockville. On return trips I would almost always stop at the drive-through window of the Burger King on Route 101 in Killingly, CT. The consistent part of my order was a large Diet Coke to keep me alert for the rest of the journey.

If, as often happened, it was late, I would also order a whopper. One time they had a special on “Bullseye burgers”, which were two regular BK hamburgers that were a little thicker than usual and cooked with Bullseye barbecue sauce. The burgers were placed on a long roll and topped with bacon. I ordered one, and I really liked it. Ever since, whenever I cook burgers for myself on the grill, I mix Bullseye barbecue sauce in with the ground beef before cooking.

Hold the cheese.

Incidentally, I have very long fingers. At the time BK advertised that “It takes two hands to handle a Whopper.” I can assure you that I was easily able to drive while holding any BK sandwich in one hand. It did get a little clumsy if I had to change gears on my Celica.

I remember that one time I worked so late that I had to stay overnight. PHI arranged a room for me at a motel in North Kingstown, the next town to the south. It was run by an Indian couple (a rarity in New England in the eighties) with forty or fifty children who had the run of the place. It was an unusual experience for a Kansan, but I did not encounter any difficulties.

I cannot remember much about any of PHI’s employees other than Russ and Bruce. I remember noticing that over half of them had Italian names.

Bruce was a little younger than I was. He was a big guy. He was really into sailing. He had a boat of his own, and he devoted most of his spare time to it. He also disclosed to me that he would really like to be a crewman on a yacht that competed for the America’s Cup.

Russ was a few years older than I was. He was a bit of a fuddy-duddy, but he always took me to lunch. I really appreciated that. When the agency’s fortunes began to slide in the nineties, he was one of the first employees to be laid off.

I am not sure of the year in which PHI closed its doors for good. At the very end Herb Sawyer was operating the Datamaster by himself and calling us for help in closing the books. I found this rather sad.


When the PHI installation stabilized, we no longer had two customers with separate systems. We had two diverse advertising agencies using customized versions of the GrandAd system. I was fairly confident that we could market it successfully.


1. I think that Westy’s last name is now King, and in 2021 she resides in Enfield.

2.Diane’s married name is Carrabba. In 2021 she apparently lives in Bloomfield.

3. The accepted abbreviation was “Hot W”. If I had been asked my opinion, I would have suggested putting Mister White first and using “White hot” for short. It is probably a good thing that they didn’t. Shortly after incorporating, they changed the name to Harland & Tine & White.

4. I think that Will White is living in Arcadia, FL, in 2021.

5. It was a real kitchen, not just a place to make coffee and keep lunches. Susan Harland often prepared gourmet meals for clients and prospects.

1981-1985 TSI: A4$1: The Beginnings

Anything for a Buck: Getting started. Continue reading

We never turned down a project.

I have pretty clear memories of most of the clients1 from the very early days of TSI in Rockville, but I did not remember how we managed to develop the software for the first few. All of them except one either bought a new Datamaster or already had one at their offices.

The only computer to which TSI had access was a 5120. Both the 5110/5120 and the Datamaster used the BASIC programming language, but there was no easy way to convert code from one system to the other. If we did not develop the systems for new customers on the 5120, how did we write the code? I was pretty sure that we did not park ourselve in the client’s offices for weeks on end. For one thing, that would inhibit cursing, and it is not really possible to write good code without giving vent to a great deal of foul language. For another, we would have had to meet the client’s dress code every day. I would have certainly remembered that.

Sue reminded me that IBM in those days endorsed the policy of having the software developer take delivery on the customer’s hardware. The system would then presumably arrive at the customer’s location a short time configured and ready to use. Needless to say, this approach lasted only a few years, but it definitely gave struggling developers like us the opportunity to write a lot of software and simultaneously to put aside enough money to buy a system of our own.

This was accounting in 1980. By 1990 the columnar pads were an endangered species.

TSI’s first Datamaster client1 was our accounting firm, Massa and Hensley. Looking for a system to do time and material billing, they had purchased the tabletop model of the Datamaster. We met with them and designed a system that used three diskettes: JCPROG, which held all the programs, JCDATA for the keyed tables, and JCDET, to hold the transactions. The system had the following tables:

  • A table of client-related data that was keyed by a three-digit client number.
  • A table for each job opened for a client. The key was a concatenation of the client number and a five-digit job number.
  • Two job cost tables. One had every transaction; the other had the summary of costs by category. This arrangement violated the rules of normalization, but it facilitated some requirements. By the standards of the day the detail file was gigantic.
  • An employee table that was keyed by a three-character code.
  • A table of cost categories that also had three digit keys. The categories were of two principal types: time and materials. The entries in the time categories consisted of hours worked on a job. The entries in the materials categories were dollar amounts.
  • A rate table with a key consisting of the employee number and the category number. It might also have had a date so that they could increase rates to keep up with inflation.

The JCDATA diskette also had a table for a batch of transactions. This table might have been keyed by a letter so that more than one batch could be open at the same time.

My recollection is that there was only one menu on the JCPROG diskette. The user would place the program diskette in drive 1 and key in GO JCMENU. GO was a system command (ass opposed to a BASIC command) and JCMENU was the name of the program that displayed the menu of options.

Employees at both Massa and Hensley and Harland-Tine filled out forms like this every day. The category numbers were printed on the form. The employees knew by heart the client numbers and job numbers on which they worked.

Every day the operator keyed in a batch of transactions. The source documents were time sheets from the employees and other forms for billable materials. The program checked to see if the JCDATA diskette was in drive 2. If not, a message was displayed on line 24 of the screen to put it in. The entry and editing programs validated each field (client number, job number, employee number, category number) as it was entered. It printed a record of the transactions as they were entered. Transactions could be edited or deleted. When everything seemed correct, the program to update was run. The user was told to remove the JCPROG diskette from drive 1 and to insert JCDET. The records were then written on the history file on JCDET. Summary records at the job level were also written.

There might have also been a program to produce invoices to send to clients. Mass and Hensley may have opted just to produce a cost sheet for the jobs that they wanted to bill. I don’t remember.

We finished this project pretty rapidly, and everyone liked what we had done. Previously they would have had to rewrite and calculate costs for the information from the time sheets onto cost forms for each job. So, this was an ideal project for an early eighties software system. The savings in time and the increase in accuracy of costing and billing were immediate and substantial.

The users must have called TSI for support a couple of times, but I cannot ever remember when we needed to “put out a fire” for them.

TSI’s standards fit on one page, but they were strictly enforced.

Since I was doing the bulk of the programming, I implemented a set of standards for all of the programs. The goal was to make it as easy as possible to understand and debug them.

  • Many BASIC programmers eschewed the GOTO statement and use the RENUM command when they have changed their programs. I never renumbered the programs. Instead ,certain types of statements ALWAYS were in the same range of line numbers:
    • Line 1 was always OPTION BASE 1, LPREC. That meant that all counting started with 1, not 0, and all numbers had as much precision as the system could handle.
    • Line 250 always opened the specs table, and subsequent lines read in whatever specs were used by the program.
    • Lines 10000-10999 opened the tables used by the program.
    • The main loop of the program started on line 15000.
    • The exiting routine started at 60000.
    • Program-specific subroutines and functions were located on lines in the 70000-89999 range.
    • Headings for reports were subroutines that started at 90000.
    • Detail lines on reports were subroutines that started at 90000.
    • Reusable functions were 95000-99998.
    • Sections of code were separated by comment lines consisting of asterisks or dashes.
  • Every program had a meaningful number.
    • 1-99 was for programs to insert new records into tables or to work on existing records.
    • 100-199 was for lists of items in tables on the screen.
    • 200-299 for transactions.
    • 300-399 for printed lists of items in tables.
    • 400+ for reports.
    • The program number was in the upper right corner of every screen and every report.
    • Program listings and variable cross-references were placed in accordion files by client and program number.
  • Variable names were consistent and meaningful. CLNUM was used for client number in every program. Looping variables were always I or J. Counting variables started with N. NEE=NEE+1 would be used to count the number of employees selected.
  • In this version of BASIC all files were accessed by a number between 1 and 255. We consistently used the same number for a file. The printer was always #255.
  • Although BASIC allowed reading in all of fields at once, thereby assigning values to all of the variables with the corresponding field name, we never did this. If we had, we would have not been able to use the same field names for the same concept in different files. Instead, we read in only the fields that we needed by their position in the file. The disadvantage was that if we decided to change a field, e.g., to make it bigger, every program that referenced that file needed to be changed.
  • Disk space was precious. If a customer ran out of space on a diskette, it was a catastrophe. To save space all numbers except codes were “packed” to fit nine-digit numbers in five bytes in every layout. Dates were stored as six-digit numbers in the form YYMMDD. This all worked fine until the late nineties when we, as well as everyone else, needed to address the Y2K problem.
  • The screen layouts were consistent, and the behavior of Cmd keys2 was also consistent.
    • F2=Online help for every screen.
    • F3=Orderly exit.
    • F4=List of items in a table.
    • F12=Cancel and return.
  • The screens validated every field as soon as it was entered. If it was not accepted, the reason for the problem appeared in bold print on line 24, the alarm sounded, and the cursor remained at the field. This worked very well for the 5120 and the Datamaster, but when a single computer had many terminals attached, it became important to minimize traffic going to and from the server. Our programs on the System/36 and AS/400 therefore validated the entire screen at once. Problems were still reported on line 24 of the screen, the alarm still sounded, and the cursor was positioned at the source of the problem.

By and large these standards serve us well. We never really abandoned any of them.

This rather simple project was memorable not so much for what we did but for what it led to. Our accountant, Dan Marra, had a client named Harland-Tine, a new advertising agency in downtown Hartford. The two principals were Dave Tine3 and Susan Harland4.

I have dozens of vivid memories of this installation. At our first meeting Dave introduced himself as the president of the agency. He did not say what his partner did, and, in all honesty I never saw her do anything but cook. I think that they might have attracted clients by wowing them with her culinary skills.

A complicated business.

Dave said that the agency desperately needed to become more organized and efficient. He said that he turned to IBM for help, and both the IBM rep and his accountant had told him that he should talk to us. He envisioned using the computer for all of the administrative tasks of the agency. We spent a couple of days talking with people there. A large part of what the agency did was analogous to what Massa and Hensley did, but there was a whole other side to their business. They also purchased media (newspaper and magazine ads and radio and television commercials), which they marked up and billed their clients. Sometimes they created and produced these projects in-house, but most of the time some or all of the work was done by other companies or freelancers. There were a lot of other miscellaneous things that they also billed—public relations consulting, billboards (always called “outdoor” even if it wasn’t), direct mail campaigns, and “collateral”, which covered virtually anything else that promoted products or services.

They also wanted a billing system that could handle every type of work that they did. They wanted fairly standard accounts receivable, accounts payable, and general ledger systems. Their payroll was handled by an outside service.

In the early 1980’s Hitchcock not only manufactured chairs, but also had several retail locations.

The agency’s ultimate objective was to analyze the profitability of each client. Producing the reports for this was a very complicated assignment. Each client had negotiated a separate agreement with the agency. Harland-Tine billed some clients for items that others got free. For example, the agency’s largest client, Hitchcock Chair, was billed a monthly fee but did not pay anything extra for media expenses. They only paid what the publication or station charged the agency. So, if Hitchcock ordered a lot of media in a month, Harland-Tine did a lot of work with no reimbursement at all.

In addition, some jobs were billed in advance, some when the job was completed, and some in stages. So the profitablity reports, which we called “cost accounting”, needed to match the period in which income was counted with the period in which expenses were incurred.

We did not have the wherewithal to put together a detailed proposal. Instead we outlined in fairly broad terms what we would do for them. We broke it out by module, but we knew that it was really all or nothing. Their most important objective required all of the pieces. Our proposal was a great deal for them. We were desperate, and we did not want them to start looking around.

We saw ourselves in half of what agencies did.

Sue and I immediately noticed the resemblance of this agency to TSI. They were another company that would do anything for a buck! We decided that when we designed the system for Harland-Tine, we would also make sure that it could be used by TSI as well. We did not purchase media on behalf of clients, but pretty much everything else that the agency did had an analog in the way our company did business. For example, we did not advise about public relations, but we did consult about connectivity and hardware decisions.

I did a little research and discovered that there was a paucity of computer software for advertising agencies. Moreover, there were many agencies within driving distance, especially if New York and Boston were included in our sphere of influence. I figured that the best way to make TSI profitable was to sell a base package with customization to a lot of agencies. We had to start with one or two happy and successful clients. We resolved to make Harland-Tine the first.

Detailed recollections of the installation itself can be found here.


1. We never called the people who paid us money customers. We thought of our business as more service than product. We never installed a system that did not include at least a modicum of customization.

2. There were no function keys on the Datamaster keyboard. Instead there were 24 active Cmd keys in BASIC programs. The user held down the Cmd key in the panel on the left and the appropriate numeric key on the QWERTY portion of the keyboard for the 1-12 Cmd keys. For 13-24 (seldom used by TSI) the user held shift and Cmd and pressed the appropriate key (less 12). Shift Cmd 1 was 13, Shift Cmd 2 was 14, etc.

3. Dave Tine’s LinkedIn page is here.

4. Susan Harland died in 2000. She and Dave Tine opened the Connecticut Culinary Institute in 1987.Her obituary is here.