2021 The Rebirth of the Simsbury Bridge Club: Part 2

SBC 2.1. Continue reading

Wednesday evening, March 11, 2020, was the date of the last game of the Simsbury Bridge Club at Eno Hall before the shutdown necessitated by the Covid-19 pandemic. Fred Gagnon played with my wife Sue. He regaled us with the story of how the week before he had played an event in Colorado Springs1 that Colorado’s “patient zero” also attended. He said, quite correctly, that he was very lucky that he had not played against her or in any other way associated with her. In those very early days the treatment methodologies were mostly guesswork. Dozens of other bridge players were not as fortunate as Fred.

At the time my wife Sue and I were scheduled to start a riverboat cruise on the Danube River2 the next week. We had heard that a few people had already canceled, and we half-jokingly asked Fred if he wanted to sign up.

The club’s usual director, Ken Leopold, could not attend on March 11. Margie Garilli substituted for him. As a result I ended up with all of the club’s bridge equipment during the pandemic.

Unless you were lucky enough to be stuck in New Zealand, you probably did not give much thought to face-to-face bridge for the next year or so. A few clubs in Florida reopened rather quickly, but some of them had to close because of transmission of the virus.

The Hartford Bridge Club resumed play on June 15, 2021. Several people asked me when the SBC was going to reopen. I told them that it was up to Ken, who was the director and proprietor. This was his response:

I’d like to see how live playing goes at HBC for a while. When we restart (probably sometime in July), I’m going to ask people to sign up on Mondays to see if we have enough people for a game. I think people should be vaccinated to play.

July was a bad month for Ken, and so I was not too surprised to receive on August 3 this email from Sally Kirtley, who had been the director before Ken took over in Simsbury and who had directed regularly for the Hartford Bridge Club before and during the pandemic:

I got an email from Eno that they are accepting reservations starting in the fall.  I forwarded it to Ken, who responded that he is not going to be able to run it this fall.  I don’t know if that means that he won’t be playing at all either.  Just wondering if you think that it makes any sense for me to try to start it up again?  Do you think that we will get enough players?  Will you play if we start up again?

I replied that I definitely would play, but I thought that we should try to gauge how much interest people had in the game. I brought my mailing list (described in Part 1, which is posted here) up to date, and sent an email indicating that Sally and I were hoping to get the game going again in September. I asked people to respond if they thought that they would play, and I received over forty positive responses. Quite a few players indicated that they would play often.

The next email that I received from Sally on August 14 included the following:

I will see how quickly we can get into the space, and will definitely ask if we can require vaccinations – it being a public building, I don’t know.  As a private club, we certainly could, but I will make sure. 

As to masks, I think that we need to listen to the experts at the time.  I am personally okay with people not masking if they are vaccinated, but I do think that they are probably a good idea.

I am also planning a vacation in October and will be gone 10/13.

Jeanne Striefler.

Jeanne Striefler, a long-time member of the Simsbury Club reported to me that masks were definitely required in public buildings in Simsbury with or without vaccinations. Moreover, other groups that used public facilities had had problems with attempting to require vaccinations. I did not want to be involved in something that caused even one person to get Covid-19. I was therefore adamant that we require vaccinations.

The missive from Sally dated August 23 contained great news.

The town has reserved the room for us starting September 9.  As of right now, masks are required in town buildings.  We can require vaccinations. 

I wasn’t exactly sure how we could check for vaccinations, but I thought that we should agree on a schedule and publish it as soon as possible. We had pretty much decided on starting play on September 15 when I received this email from Sally on August 27:

Eno Hall says we can’t require vaccinations on town property.  I think that means a no-go for us – unless we just ignore them and request proof of vaccinations anyway?

So, I was forced to send out an email to everyone on my list that we would not start in September. Here was the text:

I wrote in the last email: “I am assuming that Eno Hall will allow us to verify that all players have been fully vaccinated. I, for one, will not play in a game that does not do this.”

Unfortunately, my assumption was wrong. The people who run Eno Hall will NOT permit us to check that all players have been vaccinated. Under those circumstances Sally and I are not willing to run the game. The current form of the disease is extremely contagious; one person could easily ruin it for many. We will review this decision in a few months. Perhaps things will have changed.

Med and Kathy Colket.

I received a lot of sympathetic responses to this. The one from Med Colket, who had played at Eno with his wife Kathy for several years, included an idea that caught my attention. I relayed it to Sally.

Med Colket had an intriguing suggestion. He recommended that we request that players submit proof of vaccination to me voluntarily. Then we only invite the people who have submitted valid proof. I would send out invitations every week, and people would RSVP. This will have the advantage of giving us a better estimate of table count.


A little later Jeanne learned that because we were a private entity we could require vaccinations if we wanted. The previous information that Sally received from Eno Hall had been erroneous. I decided to implement Med’s approach anyway. Our first game would be on October 20. I sent an email to everyone on my list:

We have used a suggestion from Med Colket to devise a way to reopen the Simsbury Bridge Club. We need a little time to get everything set up. Here is our schedule of games for the rest of the year:
October 20 and 27
November 3 and 10
December 8, 22, and 29. I am aware that some bridge players must cater to the wishes of burdensome family and friends during the holidays. However, I am optimistic about the last two dates because Christmas and New Years are on Saturdays this year.

Anyone can register as a vaccinated member of the SBC by sending an email or text to me, or leaving a message on my voice mail. You can register as either a player or a pair.
1) Designate the names of the player(s).
2) Provide proof of vaccination—either a photo of the card(s) or the date and time of a game played at the Hartford Bridge Club in 2021.
3) Pairs should designate whether they wish to be considered “recurring”.

On the Friday before every game I will send to all who have registered as vaccinated an email announcing the next week’s game. The deadline for responses will be the following Monday. People should notify me (by email, text, or voice mail) if:
1) They are a “recurring” pair that will not be playing the following Wednesday;
2) They are a registered pair that is not “recurring” but plans to play.
3) They want to provide proof of vaccination for a partner who was not previously registered.
4) They would like to play but lack a partner.

If fewer than twelve people (three tables) commit to play, the game will be canceled. I will send an email announcing the cancellation on the Tuesday before the game. I will also post a notice to that effect on the club’s website, which is at http://wavada.org/SimsburyBC/.

It was not overly difficult to implement this system. First I needed to add a field on the “audience” file for the SBC on the free version of MailChimp. I called the new field Registration. That part was easy, and I was familiar with how to do it. I then used a feature on MailChimp to designate two segments, one with a blank in this field and the other for players with a letter. I put an H in this field for those whom I had seen play at the Hartford Bridge Club and a C for people who had sent me copies of their vaccination cards.

The time-consuming part came next. I had to enter these by hand one at a time. I had to sort the file, find the player I wanted, select them for editing, scroll down to the field, enter the character, scroll to the bottom, and save it. The most annoying thing was that when I returned to the list of players, not only had my place on the list been lost. The records were also no longer sorted. So, I had to repeat the same process. After a while I had to add another step—skipping to the next page after sorting.

The good thing was that I could easily see a list of all the registered players and another list of the players who were on the master list but had not provided me with proof of vaccination. By the time of the first game seventy-two players were registered.


It has been well established that Ken and Lori Leopold had done a great job in 2019 of establishing a new standard for a small duplicate bridge club. One of the biggest attractions of the game—especially for those who often ate alone—was the wonderful spread of food and drink that Lori and some others helped prepare every week. Sally and I would have been happy if we could somehow have emulated them, but it was not really feasible for either of us, and the persistence of the Delta variant of the pandemic made it even a little dangerous.

Another thing that would be missing in this new version of the club—at least in the beginning—would be the lessons that I had presented. They had begun at 6PM or as close to that time as I could manage. Because I was still afraid of catching Covid-19, I intended to wear a mask, at least at first. I was fairly certain that one senior citizen struggling to speak through a mask to a group of senior citizens would not be very attractive. Also, the rest of the preparations would probably take up a good bit of my time, and I was quite busy with other projects, including these blog entries.

So, we would be relying on the wonderful game of face-to-face bridge to attract people to Eno Hall. We would also try to promote the same uniquely cheerful and supportive attitude among the players that the SBC previously boasted. We had strong hopes that those two elements would suffice.


Linda Starr.

As I mentioned, I had all the equipment, including the computer, at my house. Linda Starr, who had helped me in 2020 to use the Hartford Bridge Club’s Dealer4 machine to create the boards for SBC games, agreed to set up files for our first game and to give me a refresher course in how to create the boards. Actually, I had only the vaguest memory of how to use the the software that ran the dealing machine. She had to show me everything again. I took careful notes and promised not to lose them this time.

I was able to create a set of boards and to photocopy the hand records. I remembered how to load the dealing machine with cards, but I warned Linda that the fine coordination in my fingers was terrible. I then proved my point. When I withdrew the very first hand from the very first board three or four cards slipped out of my hand and came to res behind the shelves on which the Dealer4 was positioned.

Left to right: printer; display, keyboard, mouse, & computer; Dealer4 on shelf.

This had happened to me at least once back in 2020. I just removed a box of who knows what from the bottom shelf and told Linda “At least I also have long arms and fingers.” I then skillfully retrieved all the missing cards. I counted them to make certain.

From that point on I created the boards and printed the hand records with almost no difficulty. I did not interpret this unexpected feat3 as an ill omen, but I probably should have.

Linda also created PBN files (needed to submit results) for all the rest of the games scheduled for 2021. She copied them to a USB drive that I had brought with me, and she showed me how to find them on the computer that ran the dealing machine. I should be all set for all of 2021.

By this time I had commitments from ten pairs. We were all set to have a real face-to-face bridge game!

On Tuesday, October 9—the day before the game—I received this depressing email from Sally:

We have a problem!  Eno Hall is telling me that they can’t accommodate us tomorrow.  We can start back next week.  I’m sure we could use HBC for one week if you want to tell people to meet there one time?  Or just tell them that we will start next week?

So, I had to send out an email announcing the cancellation of the first week. It frustrated and humiliated me to have to do it.

We later found out that the reason that they could not accommodate us was because they had not scheduled a janitor for that evening. That was what I had speculated was the source of the problem, but most people thought it must be something less mundane.


Donna Feir.

We had an even better turnout for the rescheduled first week—eleven pairs with a remarkably diverse level of experience. I came in early to the Hartford Bridge Club on Wednesday morning before the game. I planned to use the boards made for 10/20. I could see no reason not to use them. The only problem was that Linda had not copied that one file on the USB drive. So, I asked Donna Feir, the club manager and the director for that morning’s game, if I could copy that one file. My other alternative was to make new boards from the file for 10/27 that was already on the computer. That would take me about a half hour even if all went well, and then I would need another ten minutes or so to print the hand records.

I let Donna talk me into a third alternative—using the boards and the hand records created for the previous night’s game at the HBC. They were available because too few players had signed up. So, all that I had to do was to copy the PBN file from the computer used by the directors. I located the file without difficulty, put my USB drive in the port, and copied. I then put all of the gear in my car. Now I was ready.


My house to Sue’s.

I had arranged to take Sue Rudd and Maria Van Der Ree In my Honda to Wednesday evening’s game. I was supposed to pick Sue up at 5:30. The Honda and I arrived in Sue’s driveway fashionably late at 5:32. I honked my horn and waited a few minutes. Her house appeared dark. I honked the horn again. Then I took out my cell phone and dialed her number. It rang five or six times. Then a bizarre masculine voice identified itself as the “backup voice mail” for Sue Rudd. It then advised me not to leave a message because Sue does not usually check it!

Sue’s to Maria’s.

So, I called Maria’s number to see if she knew what was going on. It rang five or six times and then went to voice mail. I left a message and could think of nothing better to do than to drive to Maria’s home. I found her outside waiting for me. I tried to tell her that she couldn’t play because I could not rouse Sue, but she got in the car anyway.

At that point, I called Sue Rudd again. Three phone calls in one day was a personal record for me; the previous record was one. Sue answered this time. She was upset at me for not picking her up on time. I told her that I had been in her driveway at 5:32, and I would be there again in ten minutes. I was. Sue got in my Honda, and we took off.

I was not stopped by any policemen on the way to Simsbury, but it wasn’t for lack of trying. I pulled into Eno’s parking lot at 6:45, fifteen minutes late. Jerry Hirsch was standing there waiting to help me with the gear.

Jerry Hirsch.

Everyone was playing by 6:50. The game itself went fairly smoothly. We were done by our mandated finishing time of 10 o’clock. Everyone seemed to have had a good time. “And the evening and the morning were the first day.”

The crowded room that greeted me when I finally entered the playing area made everything worthwhile. The two people whom I had never met—David Marks and Ann Sagalyn—introduced themselves to me while Sally, Jerry, and a few others set up the six-table Howell.

When, after the scores had been announced, I tried to transfer the PBN file from the USB drive onto the SBC computer, I discovered that I had copied the wrong file at the HBC. So, I had to promise Sally that, when I obtained a copy of the right file, I would send it to her by email.

I then copied the file containing the text version of the results so that I could insert it into the email to the registered members scheduled for Friday.

I brought all of the gear home except the very heavy laptop and its power supply. Sally took those with her so that she could send the results to the ACBL.

Don’t go this way.

I have driven from Simsbury to Enfield hundreds of times. I may have even bragged that I could do it blindfolded. On this evening, however, I was very tired. The adrenaline high had worn off. As I exited the parking lot, I turned the wrong way onto Station Street, which is one-way. This totally disrupted my perspective. I took Iron Horse Blvd. up to Route 10 without any difficulty, but then I missed my turn onto Wolcott Road. I could have salvaged a little dignity by turning onto Floydville Road, but I did not see a sign for it. Instead I drove all the way up to Route 20 in Granby. This little detour added perhaps ten miles to the trip.

I did not realize until the next morning that I had never eaten supper the previous evening.

I was still exhausted on Thursday, but I took the time to write up a Hand of the Week. It took me much longer than before because I had never precisely documented the php programs that I had written in 2019 to produce it. I eventually figured out how they worked, keyed in the hand and my ideas, and sent out an email to invite everyone to the game on November 3. This email included a copy of the summary of the results from the 10/27 game.

The file that I needed was stored on the HBC director’s computer, which is barely visible through the left armrest.

I obtained a copy of the correct PBN file and emailed it to Sally. However, I never received the email from the ACBL with a link to the Live for Clubs web page for the game. It turned out that Sally had never used the procedure for submitting results established in 2020 for submitting the results in the format required for the Live for Clubs software. She promised to figure it out.


The preparation for the second game went smoothly. The trip from Enfield to Simsbury was blissfully uneventful. Both Sue and Maria were ready on time. We arrived at Eno at 6:15, and we were ready to play by 6:25.

Unfortunately, Route 44 was closed because of an accident somewhere on or near Avon Mountain. The alternate routes were jammed with traffic. Two people from West Hartford—Felix Springer and Kathie Ferguson—arrived late.

When Felix arrived at about 6:45 we started the game. Al Gee and Kathie were assigned a sitout for the first round.

It was a near thing, but we got all twenty-four boards completed and scored so that we could leave by 10 o’clock. Some people had apparently doffed their masks at some point, and someone noticed them. Sally received an email on Thursday from Karen Haberlin at Eno Hall:

Hi Sally,

This is just a reminder that masks are still required in town buildings unless people are eating or drinking.

Thank you,

Karen

Meanwhile, Sally must have figured out how to attach the files; I received the emails for both games. I thought that something was still amiss. I noticed that the links to download the hand record files were missing from both the selection page and the results pages. I later determined that they were also missing on the HBC results. The software must have been changed during the pandemic.

I adjusted the emails in which I invite players to the next game so that the instructions for taking advantage of the feature for printing a hand record was removed.


1. On May 1, 2020 the New York Times ran a long article about this event and the popularity of bridge in general. It is posted here.

2. Our experiences regarding the First-Ever Regional at Sea on a Riverboat is described here.

3. The trickiest part of using the dealing machine is withdrawing the completed board from the machine. Cards sometimes get stuck. If you pull the board out a little and then push it back to adjust the cards, Dealer4 might start dealing the next deck. Then you have a mess to deal with.

1999-2002 TSI: The Million Dollar Idea

The genesis of AxN. Continue reading

In large measure this entry is based on and inspired by a set of recently discovered messages that I sent to my partner, Denise Bessette, about new projects that we were researching or working on. The first email was dated in late 1999. The last was in early 2001. The messages portrayed an exciting but scary time for both of us.

By the middle of the nineties it was evident to us that the way that TSI had been programming in the past fifteen years was becoming obsolete or was at least losing popularity. In 1992 Microsoft left IBM at the starting gate when it released Windows 3.1, the first version of its operating system that featured a graphical user interface (GUI) and was also stable enough that large corporations took it seriously. One could still make the argument that text-based software systems like the ones that we had developed were appropriate for many business tasks—in fact, most of the most important ones. However, if you did, you were probably dooming yourself to the fate of typewriter salesmen.

Great if you have just 2 fingers.

In fact, systems like AdDept and TSI’s other systems were branded by many of the magazines of the day as “legacy systems”. The emphasis of the new approach centered around the appearance of the screens, which now featured colors, images, text boxes, radio buttons, and varied fonts. They were certainly more interesting to look at than anything that we had produced. The mouse was the thing! The keyboard was only used when absolutely necessary. Whether they were as efficient or as easy to use was debatable, but, as I already noted, we were well aware of what had happened to the typewriter salesmen.

Another thing that happened during the middle of the nineties was the explosive growth of the Internet. All software developers wanted to be a part of it, but few were exactly sure how to approach it. I knew that we needed to figure out what aspect we should concentrate on, but it was not an easy decision to make. A few early participants made a lot of money, but an awful lot of ideas were catastrophic failures.

The Search for a GUI: I spent countless hours researching ways that we could provide a GUI for the AdDept system that did not involve a complete rewriting of the hundreds (and growing daily) of screens that we had already implemented. Every developer who worked on IBM midrange or mainframe systems must have been faced with the same problem. We all wanted a way to provide a system that looked modern but also took advantage of the thousands of lines of functioning code that had already been written.

I don’t know why, but IBM was not much help in this endeavor. Instead, in the late nineties IBM became a strong proponent of an object-oriented programming language developed by Sun Microsystems called Java. This was a startlingly new language. The first version was released in 1996.

I bought and read ten separate books that purported to teach Java programming. The structure of the language was consistent with the first principle of its design: “It must be simple, object-oriented, and familiar.” Well at least it was simple and object-oriented. The structure of the code was nothing like what I was accustomed to. Its main orientation was to a computer display, which it considered a set of objects, each with a set of properties and methods. That approached worked well enough for a screen, but how would it work for other things? After downloading the software development kit to my laptop and spending hundreds of hours mulling the contents of those books, I could do all of the exercises in every book, but I had not the slightest clue how to begin to code a system to manage any aspect of retail advertising. In fact I could not replicate even one screen of the AdDept system.

I did not completely discard the notion of using Java somehow, but if we did, we would definitely need some help. As I look back on this, maybe this is the reason why IBM was so crazy for Java.

The Spreadout Project: Users of TSI’s systems seldom complained about the look or feel of our data entry screens. Those screens would never have won any design awards, but the formats were completely consistent throughout the application, and everyone knew that they got the job done efficiently. Furthermore, they knew that TSI could implement requested changes rapidly and at moderate costs.

What they did not like much was the look of the reports, which was limited to one non-proportional font—Courier—with no images or even styles like italics or bolding. Many, if not most, of the people who used AdDept were quite good at making and manipulating spreadsheets. They were used to controlling the format of the output, and they liked the flexibility. For example, if they wanted someone to concentrate on one column or row, they could easily change the font, color, or style for just those cells.

Several clients asked us if it would be possible for us to produce an Excel spreadsheet as the output from designated programs in AdDept instead of or in addition to printed reports. I did not know if it would be possible, but I said that I would look into it. I dubbed this project “Spreadout”.

It was rather easy to produce an output file that contained the same rows and columns as the report, and we implemented that option in a large number of AdDept reports. The user could then download that file to their PC. That file could then be loaded into Excel with the rows and columns intact. However, the fields (or cells) in the file contained only text or numbers. It was not possible to download formulas for totaling or designate any kind of formatting. Furthermore, the process of downloading the file was not exactly speedy.

I tried to figure out what it would take to produce code that could provide files that could be opened in Excel with predetermined formulas and formatting. I found some documentation from Microsoft of the Excel files, but I never could concoct a way to provide what our customers asked for. Furthermore I never heard of anyone else who had accomplished this, and —believe me—I searched..

I did, however, managed to provide an alternative that proved popular to some clients. Almost all the AdDept customers used Hewlett-Packard printers that were accessible by the AS/400. HP sold books that documented the format for files in HP’s printer command languages, PCL 4, PCL 5, and PCL 6. I could then write code to produce spooled files that contained the output in exactly the format that the client specified. The downside was the considerable amount of coding required for each report, many times as much as it took to produce it in the Courier-only. It also required an extra step to send the output directly to the printer without being reformatted.

However, a few clients were so insistent about the need for a precise format that they were willing to pay the price. These reports were almost always the ones that they distributed to other departments or to higher-ups.

If anyone else ever did a project like this for the AS/400, I never heard of it. Unfortunately, I never figured out how it could be marketed as a stand-alone product usable with other AS/400 software.


As the new millennium approached, we—that is, Denise Bessette and I—felt that we needed to expand TSI’s horizons. In January of 2000 we flew to San Diego for IBM’s PartnerWorld conference in the hope of making contact with people who could advise us how to adapt to the need for modernization and the Internet. That enjoyable but frustrating experience has been described here.


On February 25, 2000, I took the time to write up in a fairly detailed manner how, given the inherent limitations of a small business like ours, TSI should to proceed in trying to develop a second line of business. Here is a portion of that memo:

General principles:

1. We should get the best people available to help us.

2. We should maintain AdDept as a dependable source of income. Whether we should invest a lot of time and/or money in enhancing and marketing AdDept is still to be determined.

3. We should try to leverage our assets better. Our income is too heavily dependent upon the number of hours put in by Mike and Denise.

4. We should assume that the economy will remain strong for another two years. On the other hand, we should avoid debt or at least large amounts of debt in case this assumption turns out to be false.

5. We should add new skills that are more marketable. That means learning some subset of Windows, object-oriented programming, and the internet. We should be thinking past the next project to the one after that if we can.

6. We should look for partners with skills and assets that complement ours.

7. We should not be deterred by the fact that some of these principles seem incompatible.

8. We need to act fast. Pursuing René2 cost us seven months. On the other hand we might have gone down some less profitable paths if she had been on board.

I think we should take the following steps as soon as possible.

1. Find out what it takes to get our existing clients to use AdDept for insertion orders. The following clients are not using AdDept for IO’s: Macy’s East, Neiman Marcus, Filene’s, Saks Fifth Avenue, and Hecht’s. I checked Herberger’s. They have ads through March 29, 2000, at least. Macy’s West is apparently starting. Gottschalks ran insertion orders yesterday. I don’t know about Meier & Frank, but I can take care of that on my trip.

2. Find out which advertising departments have access to the internet and would be willing to use it to check on insertion orders. I don’t think that this would be a problem with most of them. Unfortunately, we don’t really have anyone in the office who can do this for us.

3. Make an appointment with Ken Owen3 to run the idea of a clearinghouse for insertion orders by him. He may be very interested in working with us on it. I have quite a bit of respect for him. At the very least, he is smart and completely honest.

4. Run the clearinghouse idea by at least one of our clients. Why not schedule our trip to New York and run it by Tom, Chris, and whoever their ROP person is?4

5. Run the clearinghouse idea by at least one newspaper or someone who knows how newspapers think about these things today.

6. Start trying to package and market AdDept and/or AS/400 products and services. We need to maintain or enhance our cash position over the next six months.

7. We should find out what, if anything, the National Newspaper Association (NNA)5, the AAAA6, and AP AdSEND have done in this regard. The AP is a potential partner in this venture. I once had a copy of the NNA’s EDI spec7, but I seem to have thrown it out when we moved. I will see what I can find on the Internet.

Requirements for hiring a marketing/client services person:

1. He/she must be able to get along with Mike and Denise. This includes having a good work ethic. I think Doug barely met these qualifications.

2. Must be able to get along with the clients.

3. Must be willing to spend a lot of time on the phone.

4. Must be able to talk to decision-makers and occasionally presidents of corporations without looking foolish. Doug could do this, but his ability to identify the real decision-maker was just so-so. He was also almost always overly optimistic, but this might be necessary to offset my tendency to see the negative side of everything.

5. Must be able to refrain from overselling.

Pluses:

1. Intelligence. Determination can go a long way to overcome deficiencies in this categories, but I don’t think I want to try to explain things to someone any duller than Doug.

2. Retail experience.

3. Newspaper experience.

4. Other advertising experience.

5. Good business sense.

6. Sales experience.

7. Computer experience.

How to proceed.

1. We can run an ad in the Courant. There are almost as many classified ads for sales and marketing people there as for programmers. The only major retailer in the immediate area now is Ames, and they run no ROP. Therefore the chances of finding someone in Hartford who understands retail advertising are slim.

2. We can contact a headhunter. We don’t have to pay unless we find someone, but we will have to pay plenty if we do. It might be worth it if it speeds up the process.

3. We can advertise on the Internet. Does that cost money? If so, how much?

4. In interviews I think that we should consider dangling a carrot of a spinoff of a .com company for the insertion order clearinghouse. I am not exactly sure how to present this idea to someone. Maybe we could offer them a percentage of the new company with the understanding that we would try to sell it once it has become established.

In retrospective I find it impressive that I was able to earmark in advance so many important issues that TSI would face over the next few years. We made some mistakes, but we made a lot of good decisions.


A month later, on March 25, 2000, I mailed a letter to our contacts at all of the companies that used AdDept. I solicited their opinions on what TSI’s priorities should be in the new millennium. Here is a copy:

TSI is in the process of evaluating how best to allocate its resources over the course of the next year or so. Our highest priorities will remain providing excellent support for existing installations and responding to requests for custom programming from existing clients. However, there are a few additional projects that we are considering. We are very interested in learning what our existing clients think about them.

1. Menu maker: This is a fairly simple idea both in concept and in implementation. You would be provided with either a PC/Mac program or an AS/400 program that would allow you to create your own menus. The menus would reside in a separate library so that they would never get mixed up with the standard AdDept menus. You would provide the name for the menu and the heading text. For each option you that want to add, you would be allowed to select from a list of AdDept programs and menus. You could also enter your own command or an IBM command (e.g., WRKQRY). If you selected an AdDept menu or program, the description and the online help would be filled in for you, but you could override the text to make it say what you wanted.

2. GUI front end: Most software companies that market systems of a size comparable to AdDept have budgeted more than $1 million to “modernizing” their data entry screens to use a “graphical user interface” that is consistent with the methods used by Windows and Mac programs. It is now technically feasible to create a fairly nice GUI front end for AdDept for much less than that using products available from third party vendors. However, there is still a considerable capital outlay involved. We also estimate that it would take at least half of a man-year of labor. Furthermore, the PC or Mac would have to meet certain minimum requirements. Terminals would still use the green screens. TSI’s support regimen would be more difficult. The interactive programs would probably run slower on older AS/400’s. They may actually run faster on newer boxes.

3. Output to Excel: We believe that it is technically feasible (albeit difficult) to create a file from the AS/400 that is usable by Microsoft Excel with no intervening steps. It is a relatively straightforward task to download data files (or even spooled files) to spreadsheets today, but many intervening steps are required to get something presentable. TSI’s proposed method would allow you for each report that is eligible for this kind of treatment to designate (and permanently store) the formatting of the worksheet—report titles, column headings, “fit to page”, and most of the other values in “File, Page Setup.” You would also be allowed to designate fonts and sizes for the report title, the column headings, the body text, and each level of subtotals. The subtotal values would be formulas, not simple values. The same program could be used for data files that are produced by queries. The resulting worksheet could then be edited as needed. You can even edit, add, or delete lines in the worksheet. The subtotals will automatically be updated. Most simple reports could be reformatted to use the proposed program. It might be difficult or even impossible to generate some complex AdDept output using this approach.

4. Insertion order clearinghouse: We have long thought that the methods used for reserving newspaper space leave too much room for error and are overly labor-intensive, both for the advertiser and for the newspaper. The purpose of this project is to make the ordering process easier and to minimize the potential for miscommunication.

Instead of faxing the orders, the AS/400 would send them electronically to TSI. We would post them on a website. When the newspaper reps sign on, they would see all orders for them from all advertisers who are using this service. They would be able to add comments or questions and confirm them electronically with or without reservation numbers. They could also print the orders and, eventually, download them directly into their reservation systems. When you sign on, you would see all of your orders. It will be immediately obvious which ones have been confirmed, which have been read but not confirmed, and which have not been read yet.

What do you think of these ideas? Do you have any ideas of your own? We would greatly appreciate it if you would communicate your feedback to us at your earliest convenience. The last thing that we want to do is invest a lot of time and money in something that is of little or no perceived value to our clients.

I don’t recall receiving any substantive responses to this, but around this time Steve VeZain sent me a rather lengthy email that explained some of the priorities for Saks Inc. Our dealings with him and his company are detailed here.


Net.Data: At some point I became acquainted with an online forum called IGNITe/4007. This was a website where AS/400 developers could pose questions about using the AS/400 for applications for the web. Although some IBM experts participated, the forum was not run by IBM, but by a former IBMer named Bob Cancilla8, who worked for a company in Rochester, MN, the home of the AS/400.

Bob also wrote the book shown at left that explained how to use the AS/400 as an Internet server. IBM disdained the approach of its customers using a book written by someone who had actually gotten the AS/400 to function as an Internet server. Big Blue preferred that its customers spend hundreds of dollars on classes or thousands of dollars on consultants rather than $15 or $20 for a book. They also championed something called WebSphere to manage applications written in Java. During February and March of 2000 I had puzzled over the Redbook that documented this product. I was nearly ready to give up on the idea of using the AS/400 for anything related to the Internet until I found Bob’s book and website in April of 2000.

I purchased this excellent tome and followed most of Bob’s advice. I successfully configured TSI’s model 150 as an HTTP server to serve web pages to browsers and as an FTP server for exchanging data files. It was possible to use the AS/400 as an email server, but Bob advised against it. We elected to use AT&T for sending and receiving emails for our employees. We later configured our AS/400 to send outgoing emails through the SMTP (simple mail transfer protocol) server. Eventually IBM decided that it was a bad idea to have its own proprietary HTTP server and supported a version of the Apache server used by almost everyone else.

At that time the most popular scripting language for web-based applications was PERL. IBM never supported it on the AS/4009. Instead it provided its own language, which was called Net.Data (pronounced “Net Dot Data”). This was the only web language that could be used on the AS/400, and no other system in the history of the world ever used it. We obtained a copy of IBM’s handbook on Net.Data (posted online here), and I determined that we could probably use the language for what we wanted to do. Here is what I wrote about it at the time.

I signed on to the IGNITe400 website and registered as a member. It’s free. You can ask questions there. I looked at a few of them. Bob Cancilla himself answered some of the questions! I also looked at IBM’s Net.Data website. It is full of information.

I printed out a lot of documentation. I am now convinced that we can do what we want to do with HTTP server and Net.Data. This is exciting. Buying that book was a great idea. The links alone are worth the price. The biggest difficulty that I see will be working out the process of getting the orders from our customers and then from others.

… I have more than doubled my knowledge about the AS/400 and the internet in the last two days. Moreover, I think I could do it! I think that we should try it some time this coming week.

Net.Data was an interpreted language, just as BASIC was on the Datamaster and the System/36. The programs (which in web parlance were called scripts or macros) were not compiled into executable machine code. Changes to the scrips took effect as soon as the programmer made them. So, a developmental environment was a necessity. The time it took the processor to interpret the code and generate the HTML code that the browser could understand made all of the programs considerably slower than the compiled BASIC programs on the same machine. However, they were lightning fast compared to Java, the approach blessed by IBM.

So, I taught myself how to use Net.Data to deliver interactive scripts for a browser (at the time the main choices were Netscape Navigator, Internet Explorer, and whatever Apple called its browser before Safari). The language itself was relatively easy to understand, but programming for numerous constantly changing browsers was much different from programming for a very stable AS/400 and its 5250 user interface.

I also had to learn the Common Gateway Interface (CGI), which was the method of reading from and writing to files on the AS/400. This was totally different from what we were accustomed to. Our programs had always read the files a record at a time even after we switched to the AS/400’s relational database. With Net.Data it was necessary to execute an SQL statement that returned a set of data—rows (records) and columns (fields)—that was stored in an array (called a table in Net.Data). It was then necessary to loop through the rows of the array. I was already somewhat familiar with SQL, but I needed to learn how to use “joins” to do complicated selections.

These two volumes got a workout. The binding on the HTML book split in two years ago.

I also needed to buy books on HTML and JavaScript. If I had realized before I started that I needed to learn all of this, I might have deemed that the project would require more time and effort than I could afford. However, by the time that I realized what I was up against, I had invested so much time that I was not about to abandon the project.

There was no syntax-checking of Net.Data macros, and, at first, there was no editor to help by color-coding the statements. So, when I ran into a problem, which happened quite frequently, I had to search elsewhere for help.

Life got a lot easier when IBM put its Redbooks on CDs.

In researching for this blog, I found a pdf online for a Redbook (technical manual) that IBM published for people like me in 1997. It is posted here. Even a quick glance will make it clear that writing applications for the AS/400’s HTTP server would be a daunting task. For example, it contained this statement: “Net.Data Web macros combine things you already know such as HTML, SQL, and REXX with a simple macro language.” I did not know HTML at all, I knew only a little SQL, and to this day I have no idea what REXX was. Also, the Redbook neglected to mention that it was not really possible to write interactive programs without JavaScript.

I hung in there. Here is one of my last messages: “I feel a lot of pressure to work harder. I want this new project operational yesterday. It is going to be difficult at first. I want to get over the hump.”

I spent a lot of time in the IGNITe/400 forum. My best source of information was a guy from (I think) New Zealand, of all places. I never met him in person or even spoke with him on the phone. His name was Peter Connell, and he helped me through every difficult coding problem that I encountered. Not once was he stumped. By the time that I was well into the project, I was able to provide solutions to coding problems that others described.


TSI’s Internet Project: Even before Denise and I attended PartnerWorld, we had pretty much decided that our best shot at developing a successful Internet product would involve insertion orders, which is what newspapers and magazine call reservations that they receive from advertisers for ROP (display ads), inserts, polybags, or any other kind of advertising. TSI’s AdDept customers sent their reps at newspapers a schedule that listed all of the ads that they wanted to place for a specified period—usually a week. Most of them faxed this information to the papers. The rep at the paper examined the schedule. Sometimes questions required phone calls. Sometimes requests (such as designated positioning in the paper) could not be accommodated. Even after final approval the schedule was often changed by the advertiser before the ads ran, sometimes with very little advance notification.

Newspaper ads were expensive … and valuable.

Errors on both sides were not rare, and they could be quite costly. The newspaper often gave the retailer free ads to make up for the mistake. The advertiser’s loss might be much greater. In the nineties and early twenty-first century ads in newspapers were the primary vehicle for communicating with customers. Mistakes in the ads could cost the retailer thousands in sales, and they were embarrassing to the advertising department. Occasionally heads rolled.

In 2000 most retail advertisers faxed their schedules to the newspapers. If the line was not busy, the phones were rather reliable. However, what happened to the schedule after the fax machine received it? Was the printout legible? Did the rep ever get it, and, if so, what did he/she do with it. What assurance was there that the fax that the newspaper used to compose the paper was the final version?

We thought that the Internet might provide an opportunity to speed up this process and to improve its reliability. My first idea was to replace faxing with email. If the AS/400’s (free) SMTP server were installed, AdDept could compose and send to the newspaper an email that contained the schedule. Wouldn’t the newspaper rep immediately print the schedule? If so, how was this better than faxing? Doesn’t it just add another step? Besides, email is demonstrably less reliable than faxing. The worst that usually happens with faxing is that the output is blurry or even unreadable. Emails, in contrast, can be held up by any Internet Service Provider (ISP) that handles the message, and there could be dozens. So, the schedule might never make it to the rep’s inbox.

Eventually Denise and I settled on using FTP to send the schedule from the client’s AdDept system to TSI. Thereafter TSI’s AS/400 managed the whole process using a combination of BASIC programs and Net.Data macros. Details of the actual design are posted here.

After Denise and I agreed on the design, several details still needed to be settled:

  1. Who will do the coding at TSI?
  2. Who will pay for the service, the advertiser or the newspaper?
  3. How much will we charge?
  4. How will we market the product to our clients and their newspapers?
  5. How can we entice advertisers that did not use AdDept to use this method for insertion orders?
  6. Can we take advantage of the link established between TSI, the papers, and AdDept for other modules?
  7. What will the product be named?
  8. Will the project be part of TSI or a new financial entity?

The answer to #1 turned out to be Mike Wavada. I expected that I would eventually train Denise or one of the programmers so that they could at least support the existing code, but it never happened. It astounds me to report that this was a one-man coding job from day one, and no one else at TSI ever learned Net.Data. Hundreds of papers and most of the AdDept clients relied on it starting in 2002 and continuing through early 2014. Think about this: Between 2003 and 2012 I took six vacations in Europe and one cruise in the Caribbean. There were no serious incidents!

Questions 2-5 are addressed in the entry about marketing of AxN, which is posted here.

From the outset I was hoping that the nexus connecting newspapers and the retailers through TSI’s website could be used for other communications as well. The most obvious one was for the delivery of the files that contained the layouts of the ads. Nevertheless, I was reluctant to pursue this for several very good reasons. The first was that the Associated Press already had a huge head start with its very popular product called AdSEND10. There were also several other companies that offered similar services.

The other thing that gave me pause was the potential legal liability. It seemed to me that if we failed to deliver an ad correctly and/or promptly, we could easily be sued. A fundamental tenet of TSI’s operation had been to avoid any activity that might occasion a lawsuit. Throughout the first two decades of its operation, TSI had successfully avoided litigation. Also, we knew nothing about the process of sending ads electronically, and the AP already owned satellites that it used for this purpose. I also learned later that AdSEND had twelve dedicated T-1 lines, and one of TSI’s clients told me that that was not nearly enough. TSI eventually installed one T-1 line that easily handled the insertion order traffic generated by AxN.

An idea that I liked better was for the newspapers to transmit their invoices electronically through TSI’s servers to AdDept users. I even came up with a cool name for this: e-I-e-IO, which stood for electronic invoices and electronic insertion orders. My idea was to provide a program to feed the newspaper’s billing system with the information from the insertion order, and to feed the retailer’s AdDept system with the same information. I did a little research to see if one software system for billing or accounting was dominant in the newspaper industry and discovered that this was decidedly not the case. So, we would face the prospect of persuading one paper at a time, or, at best, one chain of papers at a time. Furthermore, someone else had already claimed the URL that I really wanted: eieio.com.

The name that I picked for the new product would still work if we came up with other ways for TSI to serve as a nexus between advertisers (A) and newspapers (N). It was AxN, which was pronounced “A cross N”. The A and the N were always portrayed in dark blue Times New Roman. The x was always in red Arial.

That leaves question #8. Denise was always in favor of making AxN a separate financial entity. However, we never found a way to extricate it from the rest of the business. We looked at the revenues separately, but we never even did a separate P&L for it.


1. René Conrad was TSI’s liaison with Kaufmann’s, the May Company’s division based in Pittsburgh. Both Denise and I had a very high opinion of her. When Doug Pease left TSI in 1999, we tried to hire René. Details of the AdDept installation at Kaufman’s are posted here. The unsuccessful pursuit of René is documented here.

2. Ken Owen is a friend and was a client. The latter role is explained here. By 1999 Ken’s business had drifted away from creating and placing ads for clients to software for the Internet. He gave us a little free advice, but the role for him that I envisioned did not materialize. I communicate via email with Ken every year on March 4, the holiday that we celebrate together—Exelauno Day.

3. Tom Caputo and Chris Pease were our key contacts at Lord & Taylor in Manhattan in those days. The history of the installation at L&T is recorded here.

4. I did contact the NNA, but nothing came of it. The person with whom I spoke was nice enough, but it became evident that trying to work with this organization would be extremely time-consuming and not the kind of thing that I was good at or enjoyed. Eventually I discovered that there were almost as many administrative systems for newspapers as there were newspapers. It appeared that there were no accepted standards.

5. The American Association of Advertising Agencies (AAAA—universally pronounced “four A’s”) published an annual list of software for ad agencies. For years TSI’s GrandAd system was on the list. I am not sure what I had in mind as an additional relationship. Perhaps I envisioned ad agencies that specialized in retailers might want to use AxN for insertion orders and would work with us to create an interface. Perhaps I thought that other software companies might add the interface to their products for ad agencies. Nothing like any of these things ever happened.

6. EDI is short for Electronic Data Interchange. It refers to an orderly setup that enables participant to exchange information electronically. When there are only two participants, it is usually just called an interface. “Specs”, which is short for specifications, refers to the documentation published and delivered to the participants and prospective participants.

7. I have no idea what the name of this group meant. At the time IBM was busy promoting the idea of e-business. IBM’s marketing director proclaimed at PartnerWorld that IBM “owned” the concept. So, that may explain why the e is not capitalized. I was surprised to find an article in Enterprise Systems Journal about IGNITe/400. It is posted here.

8. Bob Cancilla went back to IBM for a while and then became a consultant. His LinkedIn page is here. In 2018 he wrote about the thirtieth anniversary of the AS/400. It is posted here. The article explains some of the reasons why IBM treated the AS/400 division and its customers so shabbily almost from day one.

9. For some reason IBM repeatedly changed the name of the AS/400 to a bunch of things with the letter i appended. The operating system remained the same. Everyone at TSI, like most users, still called it the AS/400 even after the name changes.

10. In 2007 Vio Worldwide acquired “the assets” of AdSEND. The deal is described here. In 2010 Dubsat acquired Vio Worldwide. This transaction was reported here.