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2008-2019 Partners at the Hartford Bridge Club Part 2

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Mentoring and short-term partnerships. Continue reading →

This entry describes my partners who participated in the mentoring program of the Hartford Bridge Club (HBC) and the ones with whom I have only played once or twice. The regular partners can be found here. Those I encountered outside of the HBC mentoring program after the pandemic have been posted here.

Mentoring: The HBC’s Board of Trustees established a mentoring program several years after I became a Life Master. I cannot think of a way to set the date. The purpose was to allow newer players to pick up a few tips from more established players by playing together as often as possible over a three-month period. The incentive for the mentors was that one game per month was free. I always participated. I am not certain of the order of my partners, but I have put them in chronological order as closely as possible.

My technique varied little from year to year. I asked my partner what they wanted to focus on. I then asked them to send me a copy of the convention card that they were currently using. I wrote up a series of questions about the card/ After they answered we scheduled our play at mutually convenient times.

I communicated very little during the play. I generally try not to watch my partner’s play very closely because I do not want to make them nervous. If we had time after the round I might fo over anything that I noticed. Afterward I went of

My first partner in the mentoring program was Susan Glasspiegel1, who was already a pretty good player. At the time she played mostly with her husband Bob on holidays, in night games, and occasionally at the SBC. I also encountered them sometimes at nearby tournaments, where they often teamed up with Ru Cole and Silvia Szantos. I remember losing my temper when my team lost to them. I did not mind losing, but Ru was late turning in the score—for no good reason. That meant that both teams received the dreaded red dot. Two red dots would result in a loss of a victory point. My team never got the second dot, but theirs did.

I don’t think that playing with me had much effect on Sue’s bridge game. At the time she was pretty set in her ways. Bidding has always been my favorite aspect of bridge, and she made it clear that she needed to continue bidding the way that she did because Bob was unlikely to change.

I remember that Sue played Standard American rather than 2/1, her sparse set of conventions included the Brozel defense against 1NT openings. She also insisted that if she was responder after a one-level opening in a suit, and her right-hand opponent overcalled, that a 1NT response did not necessarily imply a stopper in the overcaller’s suit.

In later years Sue played at the HBC quite a lot with Lee Wilcox and a few other people. By then I think that her bidding was more sophisticated.

Sue suffered a very bad accident in 2022. However, when she heard that we had two and a half tables in Simsbury, she told Bob that she wanted to play so that we could have a reasonable game. That was very nice of her.

JoSue Coppa: JoSue usually played with her husband, Gene, described below, both in tournaments and at club games. I was a little surprised to learn that she had signed up for the mentoring program.

I cannot remember any memorable occurrences during our partnership. I don’t think that she advanced a lot.

Gene and JoSue moved to Fairfax, VA, during the Pandemic or shortly thereafter.

I also don’t have a lot of memories of playing with Linda Erickson. The main one is that I was scheduling games for her at the time that I had scheduled a game with Linda Starr. It was the first and (so far) last time that I double-booked. The other Linda was very gracious about the situation, although she admitted that she had placed a curse on us. Linda E. and I had a horrendous result.

I remember that Linda said that in her house she was the CEO of the kitchen. She evidently did not appreciate her husband messing around with culinary paraphernalia.

Linda served as vice-president of the HBC for a while. I guess that she was in line to become president, but for some reason she decided not to. My wife Sue, who was on the nominating committee speculated that her reluctance was because of the fact that she and her husband were moving to Charlotte, NC. However, she was still playing locally in 2020, so she must not have moved before the Pandemic.

Fran Weiner2 was a member of the HBC long before I returned to the world of bridge, but she did not have a lot of masterpoints. We only played together a couple of times. In fact, I ended up owing her

At the time, Fran’s daughter Jennifer, a novelist was involved in some kind of promotional event in California for one of her novels or screenplays or something. So, Fran went out to the West Coast to help her or to babysit or something. I expected Fran to get in touch with me when she returned, but she never did.

Bridge was not a very important part of Fran’s life. She was in the ACBL for twenty-nine years, and she only amassed 282.19 masterpoints. I doubt that she got much out of our association. Nevertheless, I was quite disappointed that she seemed to disappear from the HBC after that. I wanted to learn more about how her daughter managed to break into the world of publishing.

I often say that everyone in bridge has an interesting backstory. Hers certainly qualified.

John Calderbank came to the mentoring program with a specific objective, to learn the 2/1 bidding system. I wrote up a description of the differences between the Standard American that John had always played and 2/1. The differences were not insignificant, but there were not a lot of new things to learn.

John probably got more out of our partnership than any of the other people with whom I worked. When I wrote this entry in 2023 I was still playing with him in the morning game at the HBC nearly every Tuesday. I subsequently have taught John a few new conventions, but he mostly has wanted to take it slowly.

John and Mary Sullivan (below) took over management of the mentoring program in 2022. Their oversight was far superior to the previous coordinator’s.

In 2023 John was still doing a lot for the club behind the scenes. In addition he and his wife Nancy (below) were running an unsanctioned game in their home town of Glastonbury. He also took and passed the ACBL’s directorship test. His first assignment for the club was to direct the Sunday afternoon High-Low game. My wife Sue and I played in it regularly.

Of all of my mentoring partners3, Mary Sullivan was the most conscientious. She always responded to my emails, which she shared with her regular partner, Xenia Coulter, and she usually had additional questions.

Xenia was already a Life Master when I started playing with Mary It did not surprise me at all when Mary achieved the same rank in 2022.

In 2023 Mary was still running the the club’s mentoring program with John Calderbank (above). She also was assisting several of the other programs aimed at helping newer players.

Mary has hearing difficulties and macular pucker, scar tissue in the macula that can distort vision. Through my first seventy-five years I avoided the first of those, but I was still struggling with the latter in my left eye.

In 2022 Nancy Calderbank asked me to be her mentor. Like her husband, John, she had been playing bridge for a long time, but she wanted to learn how to play the 2/1 bidding system. We only got to play together a few times, but I am pretty sure that she had mastered 2/1 by the time that the mentoring period was finished.

I also worked with Nancy for three years on the HBC Board of Trustees. She and John, whom she called a “busy-body”, also ran an unsanctioned bridge game in Glastonbury, CT.

In the summer of 2023 I got to meet and play with Fran Gurtman, who had much less experience than any of the other players whom I had mentored. She was still a practicing physician when we started playing together.

Fran had taken online lessons. The first convention card that we played was very unsophisticated. It had no defense against 1NT openings, and it also lacked Jacoby 2NT, New Minor Forcing, Drury, and other conventions used by most of the mid-level players at the HBC. We only played together, but she felt comfortable adding most of them.

On November 8, 2023, Fran was driving from her home in Avon to play with my wife Sue in the weekly Wednesday evening game at the Simsbury Bridge Club. A deer jumped in front of her car. The collision killed the deer and damaged the auto. She called Sue to ask if she was still needed. Sue told her that we would not be able to have a game if she dropped out.

So, after filing a police report Fran drove the car, which was difficult to steer, to her house and drove a different car to the game. She arrived only a couple of minutes late.

A new mentoring session started in January of 2024 and ran through March of the same year. I was assigned by the mentor program to work with Mike Kaplan, who had even less experience than Fran did. Our convention card contained a lot of blankness. I taught him New Minor Forcing, Fourth Suit Forcing, and the two-suited bids.

Unfortunately, we had to play in the open pairs games at the HBC. Our results were therefore not very good, but I think that Mike learned quite a bit. I wrote up all of the hands on which we did poorly as I always did. I could have played for free in three of the games, but I donated the money to the HBC, which got reimbursed $30 by the CBA.

Playing with Mike on March 7 I was dealt the following hand: ♠A5432 ♥A653 ♦A5 ♣62. This hand had no face cards and only forty-four pips, an incredibly low number. The lowest possible number is twenty-eight. Mike had a very good hand, which got a lot better when blended with my three aces. He took all the tricks, but we only bid 4♥. We got a bad score.

At the same time I served with Mike on the HBC Planning Committee.

One-time partners: For quite some time I have maintained a spreadsheet with one line for each person with whom I have played at least one entire session in a sanctioned game at a club or tournament. Below is a list of the ones with whom I played only one or two games at the HBC. They are listed in alphabetical order, mostly just to make things easier for me to make sure that I did not skip anyone.

A guy whose last name was Balasubrama played on Saturdays a few times one summer at the HBC. He asked everyone to call him Bala, but the spreadsheet also has KC in the First Name column. On at least one of those occasions I played with him. He was pretty good, and he liked to play with me.

I could find no trace of Bala either online or in my database of players. Perhaps he dropped out of the ACBL before I began downloading the rosters in 2013. It is also possible that I have his name wrong. Unfortunately, in 2023 there is no longer a way to look up HBC results on the Internet.

Myrna Butler lived in Southwick, MA. She came down to the HBC to play occasionally. I played with her at least once at the HBC. I am pretty sure that she answered one of my mass emails soliciting partners.

I remember that some time after we played together I found a card filled out by Myrna at the partnership desk at the regional tournament in Cromwell. My team had been eliminated in an early round of a knockout. We planned to play in the next day’s “Loser Swiss”, but one of our team members was not feeling well. Since we had already played together, I assured the remaining members of the team that I would play with Myrna. However, I was unable to get in touch with her. I later learned that she had gone home and had neglected to remove her card from the partnership desk. I don’t recall how the team dealt with the situation.

I played in a Swiss team event at a tournament in (I think) Hyannis, MA, with Myrna and her partner, Connie Dube (introduced here). They were late for the first match. Helen Pawlowski, the tournament manager, and Sally Kirtley, who at the time was learning Helen’s job, sat in for the first match. After she learned whom she was replacing Helen said, “Oh, Myrna’s always late.”

Myrna has played a few times at the HBC since it reopened after Covid-19.

Gary Cohen played bridge for only a little more than a year, but what a year it was! He played mostly at Stan Kerry’s West Hartford Bridge Club (WHBC) game at the temple in West Hartford3. During his first year of play Gary amassed more masterpoints at club games than any other rookie in all of North America. That earned him the national Ace of Clubs award, as well as the district and unit versions. Since I was still playing with Dick Benedict, that must have been in 2008.

I am pretty sure that I played at the temple with Gary once. He made a joke about getting out the big (circumcision) knife. Although we did pretty well, I did not enjoy the experience much. Stan’s laissez faire style of directing was not appreciated by serious players like myself.

I am certain that I played with Gary at the HBC. It was on December 31 of, I think, 2009. Gary asked me to play in hopes of augmenting his chances of winning the award. We did win a fraction of a black point, but, as it turned out, he didn’t need it.

I remember playing on a team with Gary at the Cromwell tournament the next year. We had to play against Y.L. Shiue’s team. Gary did not think that it was fair for us rookies to be matched against “the best card-player” at the club.

Gary, who was a professional photographer, often went on vacations with both his wife and his ex-wife—at the same time! He insisted that he could get away with this because he was “a catch”. His LinkedIn page is here.

Gene Coppa and his wife JoSue (introduced above) joined the HBC a few years after I did. I played with Gene at least once at the club. We played together at a limited game on Wednesday afternoon that was designated as an NAP qualifier. There were at least ten pairs. Gene and I were the only people in the B strat. All of the other players were in the C strat and had considerably less experience than we did. So, we should have easily been able to qualify; in fact, we should have won.

Instead I got the worst result that I had ever received at the HBC. We finished dead last, and we did not earn our Q.

I was playing East that day; prior to that time I had always sat in North, South, or West. For quite a few years thereafter I refused to sit East in that building. When I began playing with Joan Brault (introduced here), she insisted on playing West when we were assigned to sit East-West, I reluctantly discarded the superstition.

Gene served a term as HBC president. He also served as hospitality manager for Unit 126 before the Pandemic. He and Jo Sue moved to Fairfax, VA, in 2022.

Phyllis Crowley

Phyllis Crowley was a fairly new player when I was paired with her for some reason. She was, in my recollection, somewhat overwhelmed by the event.

I think that she still plays in limited games in 2023. I have not seen her in any open games, but she was still on the email list.

Lucie Fradet.

I remember playing with Lucie Fradet once at the HBC, but I do not remember the circumstances. I remember, too, that Felix Springer and I helped her to win some gold points at a regional while playing in a Swiss event of some sort.

In 2023 she was still a member of the HBC , but she mostly played at the WHBC.

In real life Lucie had been a French teacher, and she still loved to speak in that language.

Marsha.

I am certain that I played with Marsha Futterman only once at the HBC. She was a very good player at one time. She even won the Governor’s Cup at a sectional, but she refused to take the very large trophy home.

Carl.

Marsha often played with Peter Katz. She told me that she thought that she was a better bidder than Peter, but Peter played his cards better. That may have been true then, but Peter’s bidding improved, and Marsha’s play did not.

Marsh directed the Saturday games at the HBC. Her husband, Carl, often came with her, helped set up and clean up, and filled in at the bridge table when necessary. When Marsh played with him (to avoid a sitout), she was constantly frustrated by the way that he played. I suggested that she could play with my partner, Peter, and I would play with Carl, but she did not want to do that.

Marsha gave up bridge after the Pandemic. I don’t know why.

Carl Futterman died on November 12, 2023, while I was composing this entry. His obituary can be read here.

Margie Garilli

Margie Garilli has for year run one or two games in the northeastern suburbs of Hartford. She has played at the SBC quite a few times, mostly with Donna Lyons. She seldom came after the Pandemic because she could not drive at night.

Margie, who is a pretty good player, asked if I would play a game with her at the HBC. I quickly agreed. I don’t know if she got a great deal out of it, but she seemed to have a good time.

Marilyn Goldberg.

Marilyn Goldberg was an exceptionally good player with much more experience than I had. She asked me to play with her very late in her career. I made a mistake—I don’t remember the details—and she remarked that she knew that I would do that. That hurt.

Marilyn died in 2022 at the age of 93. Her obituary can be read here.

Judy Hyde.

I played with Judy Hyde quite a few times before she moved from the Hartford area to Northampton, and I played with her a couple of times at the Northampton Bridge Club before she paired up with Bob Sagor.

On one occasion at a regional tournament in Nashua, NH, my wife Sue and I went out for supper with Judy (my partner at the tournament) and Judy Cavagnaro (Sue’s partner). The unusual aspect was that Judy C. was married to Jud H.’s ex-husband, Tom Hyde. There was not a bit of animosity between the two Judys.

On her eightieth birthday Judy bought herself one lesson and game with a local pro, Doug Doub.

Judy served as the representative of Unit 186 (Western Massachusetts) on the committee that I formed to determine the first winner of the Weiss-Bertoni award. That process was described here.

C.J. Joseph.

C.J. Joseph‘s first name was Carolyn, but absolutely nobody called her anything other than C.J. I only played with her once.

C.J. met her husband, who was (to the best of my recollection) a hospital administrator while they were both attending the University of Michigan. So, most of our conversations were about the Wolverine football team.

She left the Hartford area for a seaside home they built in Englewood, FL She scoffed when joked about her house being washed away. I don’t know; the Ross Ice Shelf is several hundred meters thick and the size of France. Nothing but friction is holding it back.

In 2023 C.J. was still a member of the ACBL, but she did not appear to be playing any more. A lot of that happened during the Pandemic

Joel Krug.

Joel Krug was still a regular at the HBC as I wrote this in late 2023. I only played with him once, but I recognized him on an old photo of an annual meeting, and none of the other members looked familiar.

The only thing that I remember about our game was that he was surprised that I knew how to play the McCabe Adjunct as well as the Brozel 1NT defense.

Joel was one of the best players at the club. He may have lost a step over the years, but he was still formidable.

I played at least one round with Pam Lombardo, when she was just a novice. Maybe it was during one of the first sessions of the Sunday high-low game before Covid-19.

Pam has had significant health issues that seemed to affect her ability to play, but in 2023 she was still an active member of the club.

A friend of hers named Butch Norman was one of two recipients who objected to me using the name Tonto in one of my emails. I discussed this incident in detail in the blog entry that I posted here.

At one time Donna Feir planned to hire Pam as a director, but that plan never came to fruition.

Jim Macomber (MAY cum ber) was a regular player in the Tuesday evening games when I first started playing at the club in 2008. I may have played against him more times than against anyone else.

One of Jim’s regular partners at the HBC morning games was Jeanne Striefler. I asked Jeanne and Jim to team up with Eric Vogel and me for the knockout in the Presidential Regional in Southbridge in February of 2023. We did very well on the first day, but terrible on the second. The saga has been recorded here.

Later in 2023 I finally got to play a round as Jim’s partner. I had long respected him a great deal. Our result was uninspiring, but it left me hoping for a second chance.

When Jim had his cataracts removed in the late summer of 2023 he was left with double vision, something to which I could relate. He was unable to drive until he got a pair of glasses to address the situation.

Partab Makhijani was my regular partner on Tuesday mornings at the HBC before Covid-19 caused the club to close. We played a fairly sophisticated card. I remember that he criticized one of my bids once, but I don’t recall the details.

Partab did not return to the club after it reopened in 2021, and I have not heard any explanation for his absence. His LinkedIn page, which is posted here, in 2023 listed him as part of the adjunct faculty of the University of Hartford.

Lesley Meyers was (and still is in 2023) one of the best players at the club. We only played together once. There must have been something about my style that she did not like. She never responded to any of my emails after that.

Lesley (LEZ lee) notices things about people. She was the only person who noticed the golf-ball-sized lump on my left elbow that was presumably caused by the effort required to extract gallons and gallons of water from the basement of our house in Enfield after Hurricane Ida in September of 2021. That episode is recounted here. I am glad that she noticed the problem. I saw a doctor about it, and he gave me a wrap that eventually reduced it to nothing.

Lesley was also the only person who asked me about the fingernails on my left hand. They apparently got severely bent and bruised when I fell in Budapest in May of 2022. That misadventure has been described in detail here.

When I first started to play at the club, no one intimidated me as much as Lesley. She was not tolerant about novices who took excessive times concocting their bids.

I remember distinctly that Nancy Narwold told me that one day that she would surprise me and respond positively to one of my emails soliciting one-time partners. Her name is on my spreadsheet, and I have a convention card for her. Therefore, it must have happened, but I don’t remember it. It seems strange that I remember the off-hand comment more than the 3.5 hour game that it resulted in.

I do recall that before she became a Life Master Nancy played almost exclusively with another woman whose name has escaped my memory—Karen Somebody, I think. The HBC held a party when the two of them achieved Life Master status. I attended. The other lady told tales about their efforts to attain the rank, including something about answering a knock on the door of their hotel room in a nightgown. I always considered Nancy a much better player than her partner.

After that event I don’t think that they ever played together again. From then until the closing for the Pandemic Nancy played mostly with Joel Krug. She also ran an unsanctioned bridge game at one of the country clubs on the west side of town.

I have deduced that in 2023 Nancy teaches business at Manchester Community College. If so, her LinkedIn page is here. She is still winning masterpoints; she probably plays online.

Val Orefice was not as serious about bridge as most of the people on this list. Although she joined the ACBL in 1994 (ten years before I did), she only made Bronze Life Master in 2012, a year after I did. She dropped out in 2018.

I remember only two things about Val. The first was that she did not seem to be familiar with several of the conventions that nearly all the accomplished players used. The other was that she pronounced her last name the same as the common word “orifice”. The Italian word orefice means goldsmith and is pronounced oh RAY fee chay.

I played with Pam Palmer a few times when her main partner, Aldona Siuta, could not play. Pam. They played a much simpler system than I was accustomed to. They very seldom made mistakes, and both of them were very good at playing the cards.

In 2023 Pam was still playing, but at a much reduced rate. She seemed to be very frightened of Covid-19, perhaps on account of her partner.

Both Pam and her partner were quite active in the same church attended by the Calderbanks.

Susan Pflederer, who was (and still is in 2023) one of the best players at the HBC, once told me that she wanted to play with me because she had a hard time playing against me. This astonished me because I did not remember having particularly good results when I played against her.

I know very little about Susan. She had been playing bridge for a long time when I started. I seem to remember that our results were mediocre. I probably made some mistakes that she noticed and I didn’t. We never played again.

After the Pandemic Susan has played less than she did before.

Trevor Reeves has the unique distinction of playing with me without making it onto my spreadsheet. When we were scheduled to play together a second time, he was able to show me the results from our first partnership. I cannot imagine how it could have happened, and I took no notice of it.

Trevor learned to play bridge in England, which explains why his BBO handle is ACOLyte. Trevor is a very good player. Although in late 2023 I still have more masterpoints than he does, the people in the club obviously consider him a better player than I am.

Trevor formerly played as a teammate of mine at many tournaments, and we did quite well. He also played with me in a pairs event at the Summer NABC in Toronto in 2017 (no notes?). We won our section in the evening session.

I would like to play more with Trevor, but he obviously prefers other partners. He asked me to play with him in the sectional in Orange in August of 2023, but I had to turn him down because of a previous commitment to play in the sectional in Great Barrington, MA.

Trevor’s primary partner at tournaments has been Felix Springer. They have a great record together and even made it to the semifinals of Flight B of the Grand National Teams in 2022.

Trevor served as both the president and then treasurer of the HBC. He was responsible for implementing the accounting changes that allowed the club to do accurate budgeting during and after Covid-19.

Joan Salve.

I cannot say that I enjoyed the one time that I played with Joan Salve. Her world view was just too different from mine. I don’t remember any details, but I was happy when the session was over.

Carol Schaper.

I met Carol Schaper at the SBC. She was a regular there when I first started playing. I liked her a lot.

She played with a former nun named Louise Alvord. Carol was interested in my book on the popes (posted here). She especially liked the title, Stupid Pope Tricks: What St. Mary Immaculata Never Revealed About the Papacy. Louise, however, did not want to hear anything about Roman Catholic clergy, good, bad, or just unusual. Carol tried to defend me, but Louise did not want to hear it.

I played with Carol only once at the HBC and never at tournaments or, for that matter, the SBC. I thought that she had the potential to be a pretty good player, but she did not want to put in the effort.

Carol was one of the thousands of people who let their membership in the ACBL lapse during the Pandemic or shortly thereafter. She had enough points for Life Master, but she must have been short some gold and/or silver.

Susan Seckinger has long been a key person at the HBC. She was hired as a director and Donna Feir’s right-hand person. Before that she was a critically important official for Unit 126. She had the formidable responsibilities of being both the treasurer and the tournament manager at the same time. She did a good job in both roles.

Susan’s husband Gary was considered one of the best players in Connecticut. He often played with Deb Noack at sectionals. He died in 2014, just as I was becoming active at the district and unit levels.

I only played with Susan once. I think that we both enjoyed it, but we never played again. She has long had a small group of women with whom she played regularly.

Mike Smith almost always played with his wife Susan. They became a formidable pair during their stay in the Hartford area. They even won a pair of national championships. Mike was a Life Master when they moved to God’s country. I spoke at Susan’s Life Master party and complained that she had never once agreed to play with me and that they had stolen my favorite teammates, Bob and Shirley Derrah.

I never got to play with Susan Smith, but on one occasion Mike asked me to play with him on a Tuesday evening when Susan was busy elsewhere. I jumped at the chance. I really enjoyed it, but he was an intimidating figure (both physically and at the table). I made a mistake that kept us from having a good round. It was embarrassing.

Mike was still working full-time while the couple lived in the area. So, his presence at the HBC was pretty much limited to evenings, weekends, and holidays. Susan, however, became a rather active member. I an pretty sure that she participated in the mentoring program.

In the post-Pandemic period the Smiths moved to Alexandria, VA. I have not encountered them since they did.

Linda Starr.

I first met Linda Starr during the Tuesday evening games. She usually played with Mike Carmiggelt in those days. They—and many other players in those games—were good enough that they intimidated me. Once Mike accused my partner and I of something unethical. When I responded with a one-word interrogative: “Ethical?” Linda immediately responded by saying that Mike was just crabby because he was hungry. I am not sure why, but Linda has not played with Mike for a few years.

I have paired with Linda a few times at the club and at least once at a sectional in Orange. That experience has been recorded here.

Shortly before Covid-19 struck Linda passed the director’s exam and was hired by the HBC. At my suggestion the club bought a subscription to MailChimp to send emails about news of the club. Linda took over the project of maintaining the database and composing emails. Her emails throughout the closure helped maintain a sense of community among club members.

Doug Eitelman.

Linda came up with the idea of the High-Low game on Sunday as a way for experienced players could help the less experienced. She has unofficially mentored Doug Eitelman and greatly improved his game.

Linda and I worked together on the fantastically successful Limited Sectionals that were sponsored by the HBC in 2023. Documentation of those events begins here. At the time she was a member of the board of the Connecticut Bridge Association (CBA). She became very upset at the handling of the notorious “Tonto Scandal” that has been documented here. After a short sting on the CBA board she resigned. At the HBC’s annual meeting in October of 2023 she became the first director ever elect to the Board of Trustees.

Gary Cohen put together a team for a Swiss event at the HBC. I don’t remember the date. I was assigned to play with Merrill Stein, whom I barely knew. I don’t remember any more details. I think that Merrill died in 2018. An obituary for someone with that name has been posted here.

Jeanne Striefler has been an active member of both the HBC and the SBC for longer than I have. We have played on teams together at tournaments quite a few times and we have paired up at least once or twice.

On a few occasions Jeanie (as everyone called her) invited my wife Sue and me to the house in West Simsbury that she shared with her husband Fred4. One of those occasions was when she celebrated making Silver Life Master, and Susan Seckinger celebrated making Gold Life Master. She probably would have invited us more often if we had reciprocated. Fat chance.

Fred Striefler.

Jeanie served as the HBC’s secretary for many years.

Jeanie and Fred went on a Viking cruise in France at the same time that I took the European cruise (described here). She contracted Covid-19 near the end of the cruise and was unable to leave Paris for several days. She reported that she had had a terrible experience. She was surprised that I enjoyed my journey and thought that Viking did well under the circumstances.

I learned when I played with Rowna Sutin at the HBC that she had been a professional opera singer in Pittsburgh. She appeared as Musetta in Puccini’s La Bohème. I immediately remarked that she must have sung the show-stopping aria, Quando me’n vo’5. I then asked her if she wore a red dress. She said that her dress was not red, but it did have a very long slit in the skirt.

I also discussed with Rowna about the version of Tchaikovsky’s Eugene Onegin that was performed on television and is available on YouTube here. Rowna did not like the cuts that were made. I felt that the cuts made it a much better television show and highlighted the talents of the wonderful choir and dancers.

I told Rowna about my favorite Tchaikovsky opera, Cherevichki. She replied “How come I have never heard of it?” I wasn’t sure how to explain why it has not gotten much attention in the U.S. I speculated that it might be because it was difficult to stage. I refused to believe that it had anything to do with the music.

That was the last time that I saw Rowna. For some reason she stopped coming to the HBC. She was still a member of the ACBL in 2023, and she had won a few masterpoints during the year.

Bill Watson.

Bill Watson became the president of the HBC shortly after I joined. As president he arranged for Michael Lawrence, a world champion and highly respected author, to visit the club and give a free presentation on takeout doubles. He even let him stay overnight in his house.

I attended the event. During a break I encountered Mr. Lawrence in the men’s room. He stumped me with a question about whether the faucet’s water ever became hot.

Michael Lawrence.

Bill was also a director at the HBC and with Laurie Robbins ran the club’s education program for new members. For six years he ran the Limited Sectional that the club hosted every October.

I played with Bill a few times before Covid-19 shut down the club in 2020. I remember that he was shocked when I said that a bid at the two-level in the fourth seat should show a minimum opening hand. The club’s experts agreed with me, but later when I played with Barbara Gallagher that the best players in Denver played that the same bid at the one-level was weaker.

Before the Pandemic Bill often was the public address announcer at football games for one of the local high schools in Hartford.

Bill and I have not played together since the club reopened. He mostly has played with Mike Carmiggelt and Larry Bowman.

Bill drove a red Jaguar that gave him a lot of grief in 2023.

John Willoughby started playing at the Tuesday evening games a little after I did. I think that I only played with him once, and I don’t remember any details about the occasion. My wife Sue played with him pretty often online during the Pandemic.

Although he and his wife had moved to North Haven in 2022 John continued as president of the HBC until his sudden and very unexpected death in the summer of 2023. Previously he had lived in Suffield. In his business life he worked as an underwriter for one of the insurance companies. His obituary can be found here.

When John was vice-president of the HBC, he was also the chairman of the Planning Committee, of which I was a member. The committee came up with many good ideas during this period.

The club held a special event as a tribute to John. Many of his family and friends attended. Over $6,000 was raised for the club.

1. In September of 2023 Bob and Sue Glasspiegel moved to Charleston, SC.

2. I was surprised to discover that Fran was still living in West Hartford when she died in 2021. Her obituary is posted here.

3. Stan had just opened his club when Gary began the year of his feat. Stan took advantage of a loophole in the ACBL rules to give extra points by designating every game as a “charity game”. In addition, although all of the games were technically open games, almost no Life Masters ever attended. So, because the games were fully rated—and then some—it was much easier to earn points at the WHBC than at the HBC, where the open games were dominated by experienced players. .

4. Fred was introduced here. His real first name was Manfred, not Frederick.

5. The long version would be “quando me ne vado”, which just means “when I go out”. I don’t know what happened to the “e” in “ne”.

2004-2014 TSI: AdDept Client: Dick’s

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Chain of sporting goods stores in Pittsburgh. Continue reading →

Dick’s Sporting Goods is as old as I am. It started as small store in Binghamton, NY, that sold fishing equipment. In 1994 it was moved to the Pittsburgh area. In 2022 it had over 850 stores with over 50,000 employees.

TSI and Dick’s had a very long courtship. I am sure that I made several trips to Dick’s before we signed the contract. The first time that I visited the company it was still in its previous building, which was much smaller than the complex that it constructed in Coraopolis, PA.

We never gave up on selling them a system even though many of AdDept’s features would never be of much use to them. I knew that Dick’s IT department was committed to the AS/400 architecture. Therefore, the cost to them would not include the cost of additional hardware, which was often a deal-breaker.

I remember one sales trip in which I was asked to talk about the way that our system handled co-op—ads that feature a single vendor who has agreed to pay a portion of the expenses. I was pretty sure that no one would buy the AdDept system just to handle co-op, but I always tried to do what they asked. I have read through pages and pages of notes about the project of installing AdDept at Dick’s, but I found no subsequent mention of co-op

TSI and Dick’s formally tied the knot in a contract dated March 4, 2003. It was signed by Eileen Gabriel1, who was Dick’s CIO at the time and me. I still have a pdf file of the document. Most of our contracts were far simpler than this one. Their lawyers obviously added quite a bit of language to the one that we submitted. Neither side ever had any difficulty about it during the more than eleven years that it was in force.

At the time that we negotiated the contract I did not understand (or, for that matter have much interest in) why Dick’s, which up until 2003 had always been in the “kicking the tires” column of prospective AdDept users, suddenly was rarin’ to go. I subsequently discovered two factors that probably contributed to the change in attitude: 1) The company went public in 2002. That probably provided a good deal of cash. 2) By then the advertising department had hired several employees who were familiar with what TSI and AdDept could accomplish2. There probably were other favorable conditions that were not evident to me.

Planning for the AdDept system: Dick’s already had several large AS/400’s that were used for other aspects of its business. On one of them were PeopleSoft3 applications designed for the accounting and human resources departments. One of TSI’s major challenges would be to implement an interface between AdDept and PeopleSoft’s A/P and G/L systems. When employees in the advertising department entered expense invoices into the AdDept system they would automatically be sent to the PeopleSoft system for payment and posting to the General Ledger.

  • Paul Marshalek
  • Krista Gianantonio
  • Adam Sembrat

I found a document created by Paul Marshalek4, the first project manager for the AdDept installation. It provided the agenda for a one-day “discovery session” that was held in the Final Four room on April 16, 2004, almost exactly one year after the contract was signed. The scheduled attendees were Krista Fullen5 and Adam Sembrat6 from advertising, Don Steward7 from IT, Joe Oliver8 and Jeff Jones9 from finance, Paul, and myself.

  • Don Steward
  • Joe Oliver
  • Jeff Jones

The agenda includes a dozen items. During my preparation for this entry one caught my attention. I remember spending a lot of time at Dick’s on various aspects of print media from insertion orders (sent via AxN10 from the beginning) to payment of bills to allocation of costs to stores. I did not remember much about broadcast. At the time they used an advertising agency called Empower MediaMarketing11 based in Cincinnati. I could not find any evidence that we ever implemented an interface by which the buys from the agency were uploaded to AdDept. TSI provided this for most AdDept users, but it usually required custom programming or at least some fine-tuning.

Getting the AdDept system operational: It was made very clear to me that TSI’s client was the IT department, and the people in advertising and accounting were the IT department’s clients. So, the IT department made all the calls in this installation. In some ways this made things more difficult for me. I was never sure whether the advertising department was satisfied with our progress. On the other hand, we heard very few complaints, probably because everything that the advertising department really wanted was installed in phase 1, as described below.

Aeolus, god of testing.

Dick’s insisted on having two separate AdDept environments, one for testing of new code and one for production. Both of them were named after Greek gods of wind. Aeolus, the developmental system, was named after the keeper of the winds. Boreas, the production system was named after the personification of the north wind. TSI employees had no credentials for signing on to Boreas and no way to reach it from our office in East Windsor.

Aeolus and Boreas actually resided on the same AS/400, but they were in different partitions designed to make accidental intermixing of the two environments impossible. If separate boxes had been purchased, separate licensing agreements would be required for the operating system and IBM system-level programs. This would have made the installation of upgrades a much more difficult and time-consuming process for the IT department.

This installation involved a large number of interfaces and a great deal of custom programming. When we delivered a new batch of program changes—both routine updates and code specifically for Dick’s—we had to install the new code in Aeolus, implement the required changes to the database, and test them there. Advertising employees would then be required to sign on to Aeolus and make sure that both the new and previously installed AdDept programs worked. If the changes were not ones that they requested, it was difficult to get them to take this seriously.

During the testing and approval period a process that “refreshed” the AdDept system in Aeolus with the programs and data from Boreas needed to be suspended. If the timing of the suspension was not perfect, then all of the changes that we had installed during that period could be wiped out. A few times this happened to us, and it was quite upsetting.

Boreas.

When all of the advertising department asserted that the changes were good to go, the Aeolus system was refreshed, and TSI needed to install the changes again. The people in advertising would spot check what we had done. During this second period the AdDept system on Boreas was frozen. When the advertising people validated the changes, the Boreas system was refreshed with the new code and the transformed data on Aeolus. Only at that point could work resume. The primary purpose of all this was, I suspect, to eliminate the possibility that IT people might be blamed for deleterious outcomes.

This approach was much less efficient than our usual method of delivering code. I routinely installed new code to four or five other AdDept installations every weekend. Most of the time the users did not even know that I had done anything. There were occasional problems, but never anything that we could not address in an hour or so.

I don’t blame Dick’s for insisting that we follow their protocols, but we had had great success at over thirty installations with the approach that we had developed, and we would never have been able accomplish so much if we had been tied to Dick’s approach in all of them.

Inevitably, despite all of the precautions, some bugs slipped through the testing process—both TSI’s and the advertising department’s. Dick’s had a method that allowed us to make emergency changes to address them, but I don’t remember the details of how it worked. We only needed it once or twice.

If there was a problem or a request for new code, the users had to go through the IT department. The people who served as TSI’s primary point of contact—the liaisons—were people who worked in the IT department as project managers.

Perhaps the biggest problem with the enforced separation of the users from the developers was that Dick’s insisted that I do all the training after the initial installation in one of their training rooms. I did not like this at all. Often the people who showed up at these training classes were not the people who would be using the programs that we were installing. Sometimes I did not know what roles were played by some of the people. I did the best that I could under the circumstances.

At other installations—even the ones with AS/400s owned and operated by the IT department—I was allowed direct access to the users. I had a thorough understanding of the administration of retail advertising, a claim that could be made by none of our liaisons. Many times I could address their issues on the spot and direct them to programs or techniques that they were previously unfamiliar with.

I am certain that the installation would have proceeded more rapidly and with fewer problems if the IT people had allowed us to use our time-tested methods, but the idea was absolutely anathema to them. The IT department owned the AS/400’s, and they insisted upon their right of ownership. Bypassing this interference from the IT department was the primary reason that we always preferred for the advertising departments to have their own smaller systems that could eventually communicate with the systems running the other aspects of the business.

Our main contact at Dick’s during the installation and for some time afterwards was John Nelko12, an IT employee whose specialty was the workings of the AS/400’s operating system, OS/400. Under his supervision I installed AdDept on Aeolus and built all the files that they would need to use. I also installed IBM’s BASIC compiler and interpreter. That product was no longer supported by IBM, but TSI was authorized to sell and install it. Most of the other IBM software—SQL, query, FTP, faxing, etc.—that would be needed was already on the box.

On that very first day John and I got the faxing to work. I also was able to send an insertion order through AxN to TSI’s server. That required that FTP over the Internet was working. It also required that Dick’s be set up on TSI’s system as a valid sender.

TSI was assigned a user ID on Aeolus called TSIDICKS. I was told that the password was set to expire every sixty days. John worked with Denise Bessette in our office to get the SDLC communication working over the telephone lines. In the beginning that was how we accessed the system from TSI’s office.

There was a little time left over in that first visit for extensive training. My notes reported:

We got through the season table, expense classes, ad types, markets, pubs, rates, and print rates in the first training session. Everyone seemed comfortable with everything. In the second training class we went through the more difficult tables pretty thoroughly and entered a couple of ads.

The pub-store master table for inserts was not set up correctly by the program which13 I wrote to create the table. I fixed it. I used the Saks programs as the basis for DM220RDX and DM230RDX. Adam wants to show the costs on insertion orders. Most of the programs do not do this. I added a column for the Skid Color to the insertion order. I did this all during a long meeting which everyone in advertising attended on Wednesday afternoon.

I remember that the names of the insertion order programs for ROP and inserts began with DM220 and DM230 respectively. The “Skid Color” refers to the color of the tag that was attached to a “skid” (a pallet with no bottom deckboards) on which the inserts were stacked and packaged for delivery. Each version of an insert was assigned a different color.

These were my last few comments on that momentous trip:

Amanda Sembrat, then known as Amanda Greener.

We had a good luncheon meeting about the rest of the project. Steve Manning, the Budgeting Director, attended. They are considering whether to use AdDept to create real purchase orders for all advertising expenses.

I almost made the mistake of going to a Mexican restaurant on Cinco di Mayo.

I showed Krista how to respond to errors. At this point both Adam and Amanda were involved in other things.

I think that Adam overstepped his authority last time when he decreed that we did not need the broadcast interface. Helen said that we may need to revisit this. We had better be careful with Adam. He sounds like he has more authority than he really does.

Request #1 was approved.

They certainly want me to return for the first insertion order run. They may want me sooner than that.

The fact that Dick’s ran so many inserts in so many markets caused some unique challenges that were also mentioned in the notes:

Adam says that about 15 papers have separate rates for flexis, which are also called minis. We need to come up with some way of handling this.

Most of their events start on Sunday. If the paper does not publish on Sunday, they want it to default to Saturday, Monday, Friday (before), Tuesday, Wednesday, and Thursday (after) in that order. I set things up to work this way, I think, but I was not able to test every possibility. For Thursday drops, they want it to default to Wednesday, Friday, Saturday.

They want to use the holiday quantities for Thanksgiving. Is there a good way to do this?

They have some “events” which involve sponsorships with sports teams. The costs are spread over several months. I am thinking that we might use Stage’s amortizing programs for this.

The second trip June 14, 2004: Dick’s was one of the few clients for which a one-day trip was at least somewhat reasonable. USAir had many direct flights between Bradley and Pittsburgh. Because Dick’s was so close to the airport, I could easily get to the office at the same time as the employees.

I did encounter one major problem: I discovered that it was not trivially easy to meet with people in the advertising department.

I got there about 9 a.m., but I had to wait about 30 minutes as they tried to figure out what to do with me. Advertising is in the new building, but the reception desk is in the old building. Eventually they managed to contact Adam, and he showed me into the building.

Here is what happened once I got to the advertising area:

I spent most of the morning making sure that all papers were correctly designated as F for faxing or T for AxN. I called Lucia15 to make sure that we were in agreement concerning every paper.

I met with Adam, Helen, Paul, and Steve about where we stand and what is on the agenda. Steve said that they need to keep track of actuals versus budgets. It took me a while to figure out that he means by category on each book. Right before he left he gave me a list of the categories which they currently use. They also decided that advertising should meet with Jane Walker and the accounting people to make sure that everyone is on the same page.

I helped Adam set up a pub group for all of his insert papers. He also needs one of his main papers. I think that he now knows how to do this.

We put on an ad and printed insertion orders. Adam noticed that only the first 12 characters of the fax number appeared. I fixed this.

The sequence number for the NJS market was incorrect. Adam fixed it.

We discovered that there were no rates for 6-page tabs. They sometimes run 12-page minis (same as flexis) which ordinarily use these rates. I wrote a little program to help Adam key these rates in fast.

I was able to establish an FTP session on TSI270.

Amanda16, who is engaged to Adam, said that she had looked over the quote for the run list. It looked good to her. They would like to have it by 6/28, although, of course, they have not approved it yet.

They were unable to print. The printer which they formerly used is no longer near them. I called John Nelko. He eventually identified the printer. I need to send him a memo telling him which user profiles need to be changed to use the new printer, which is called Ad_Dept.

I think that DM022 should use the text description from the book size file rather than the dimensions for the size on screen #M22A.

We could not fax because the modem was not available. I will send an e-mail to John to try to reserve the modem one day this week. Adam wanted to wait until Friday, but I told him that I would be out of town on Friday.

The rest of the story: An AdDept Progress Report dated October 15, 2004, and prepared by (I think) Paul Marshalek identified phase 1 of the installation as “print media”, which for Dick’s was primarily in the form of newspaper inserts. Phase 2 was much more detailed. It had the following sections:

  • Pub-store allocations, which included implementation of an interface with the system that Dick’s used for sales analysis.
  • Other media: broadcast, magazines, and billboards (which everyone in advertising called “outdoor” even if the signs were in a building).
  • Another interface to “refresh” AdDept’s vendor table so that its data was consistent with PeopleSoft’s.
  • Expense invoices, which in AdDept were divided into media (which were entered against the schedule) and non-media (which were entered by job categories or sub-accounts). This project included the expense payables interface.
  • Media accruals that created the journal entry for the G/L in PeopleSoft. The document notes that the file containing the journal entry for August 2004 was delivered to Jane Walker14 in the IT department.
  • Cost accounting, which in their case meant advertising costs (including overhead) in all media per store.
  • Non-media closing, which included accruals from purchase orders and prepaids.

This list, which resulted from the four-day trip that I made in October of 2004, included some really big programming jobs, but I am pretty sure that they were all eventually implemented.

I met several new people on that trip:

  • Carol Mazza was a media manager who worked for Helen Burkholder. Krista and Erika Crawford worked for her.
  • Linda Weiss was tasked with entering broadcast invoices. She reported to Steve Manning.
  • Dave Derry was an internal auditor.
  • Todd Schultz worked in Expense Payables.
  • Jeff March, who worked at Galyans, a company that Dick’s had recently acquired, was scheduled to start work the next Monday as broadcast manager.
  • Rick Kohout provided me with files that I used to implement the sales interface.17
Krista at her desk.

Most of my time on the October 2004 visit was spent with Krista. I checked over what she had done for ROP and inserts and helped her set up other types of ads. At the time Dick’s was rapidly expanding. New stores were provided with pre-opening and grand opening advertising support. These ads had their own separate G/L accounts, and we had to devise a way of handling them.

My next trip was in April of 2005. I gave a talk to eleven people to explain how AdDept does accounting. The tone of my notes indicates my frustration. Accounting for advertising is complicated. I could not explain it very well in a few minutes in a classroom setting.

I learned that Jeff Jones accrued to plan. Here is what I reported about the reconciliation process:

Jeff explained that he made his “accrual entry.” He actually closes to plan. He takes the planned expenses, subtracts out the invoices paid, and spreads the difference to markets in a spreadsheet.

We got the February accrual to match. This is not really much of an accomplishment. We just matched one AdDept report to another after eliminating all possible sources of error. We got the March accrual to match within .5%. We ran the report by ad so that Jeff could compare it with the list which he used for his accrual.

Accrual to plan is a bogus concept. The whole idea of accruing is to make the expenses and income occur in the appropriate month so that one can isolate problem areas as soon as they develop. Accruing to plan disguises difficulties because the actuals are forced to match budgets. However, it was not my job to explain this.

I came up with a list of eleven things that needed to be changed in the production system. At other installations I would have just fixed them myself, but I was not allowed to touch anything. Denise and I had to come up with ways to circumvent this restriction in each case.

I also listed six or seven small changes that they requested.

I returned to Dick’s on May 31 for one day to look at their pub-store allocation records. I discovered that because someone skipped the step of creating these records, the allocations of costs to stores for 2005 have all been wrong.

I also helped them address the issue of paying bills for ads that ran in 2004. I came up with a Mickey Mouse method that at least got the accounting right at the G/L level.

The notes from my only visit in 2006 are very sketchy. There were a couple of new people whom I do not remember, and someone in advertising asked us to quote a massive database of zip codes to help with ordering insert distributions. Some—but by no means all—newspapers allow specifications of zip codes for insert distribution. Both AdDept and AxN handled this by special instructions.

I remember quoting creating this database, but I don’t think that we ever did it. The notes make no mention of any other media or any accounting issues.

Bob Pecina.

I made one four-day visit in 2007. I met a lot of new people. Included in that group were Carl Abel and Bob Pecina,18 who would be our primary contact for the rest of our relationship.

Among other things I learned that the advertising department had begun using AdDept for billboards and magazines.

They expressed considerable interest in copying all ads from one year to another for planning purposes. This was an important but very complicated task for any retailer. TSI had software to do this. If everything was set up perfectly, or at least nearly so, it could save a lot of time and make for more accurate planning. If anything important about the process was ignored, it could make a gigantic mess.

I knew that it would be a nightmare at Dick’s for more reasons than I could name. I am pretty sure that nothing ever came of this.

I learned that their change reports were essentially useless because they included ads that were created in order to estimate costs under a specific scenario and then deleted. There were a lot of these ads. I think that we put in a Y/N field on the selection screens for change reports to allow them to be excluded.

The last major project that we did for Dicks was to create a separate installation for Golf Galaxy, a retail chain that Dick’s had acquired in 2006. The administrative functions were not moved to Coraopolis until 2008. I decided to create a separate blog entry for the Golf Galaxy project. It can be viewed here.

Mike Krall, CPA, MBA
Mike Krall.

When reading my notes for the two trips that I took in 2008 I discovered that I also spent time with Mike Krall19, a young guy who had been assigned the daunting task of managing the “cost accounting” programs that showed in summary and in detail how expenses were attributable to stores using rules that Dick’s created. The reports depended upon all aspects of the data—media and production costs, sales, store allocations, etc.—being accurate.

Here are some of the notes from the time that I spent with him:

I spent most of the day on Wednesday with Mike Krall. He runs the month end programs in AdDept, but he did not really know what he was doing. He had a detailed set of instructions to follow.

I made some queries in ADVMOQRY for Mike Krall to provide him with net indirect expense (INDNETEXP) and net production expenses for ads in prior months (PRIORMOEXP). I explained that these would only get the data from Dicks. If he wants Golf Galaxy, he should make copies and change the libraries from TSIDATA to TSIDATAG.

Does DX112 expense the indirects? Mike Krall said that he does not create a journal entry for indirects.

The white areas are buildings. The main entrance was in the middle of the top set. The bottom building and most of the parking (grey) areas did not exist when I visited last.

The atmosphere at Dick’s headquarters: Working at Dick’s was unlike anything that I experienced at any other retailer. For the most part the administrative departments of the department store chains that dominated the list of AdDept clients were located on the highest floors of large downtown stores. The ambience in the lower floors was designed to generate excitement. The upper floors were at best boring and sometimes even dingy. Even the offices of retailers that housed their administrative functions elsewhere were mundane.

The gigantic lobby at Dick’s headquarters.

Arrival at Dick’s was not an overwhelmingly pleasant experience. Despite the massive size of the complex—and it is much larger in 2022 than it was in my last visit of 2008—the offices in Coraopolis were not trivially easy to find within the industrial park. The parking was not a bit convenient. In those days there was only one lot, and by the time that I arrived with my rental car only spots that were a long way from the main entrance were available.

I don’t think that I was ever in this room.

From the front door one entered a huge waiting area. No one without an employee badge could get past it without being escorted. My memory may be faulty, but I don’t recall that they ever gave me a temporary badge.

Incidentally, it would not have been a good idea to arrive early to try to claim a better parking space. I would not have been allowed past the lobby until the person or people with whom I was meeting were there.

The cafeteria.

Surrounding the lobby were eight or ten conference rooms. Each was named after famous sporting events—Super Bowl, the Masters, World Series, etc. They were extremely elegant. A few of our early meetings were held in one of them.

Dick’s also had a very nice cafeteria, which was called the Court Street Café. I am pretty sure that I ate there every day—except the time that lunch was delivered to our meeting—on every visit. It’s a good thing, too. There were no restaurant in or near the industrial park in which the headquarters resided.

I remember feeling quite short on one of my first visits there. I was at least six feet tall, but almost everyone I met was quite a bit taller. Later I heard about a volleyball tournament held somewhere inside the facility during the lunch break or maybe right after work. They already had an indoor basketball court when I visited. Now they have that (with a track around it), tennis courts, and a huge workout room.

The Dick’s store at State Line Plaza.

Epilogue: Alone among TSI’s clients, Dick’s still seemed to be thriving in 2022. They even have a store in Enfield next to Costco. A very large percentage of the people with whom I worked in the early twenty-first centuries are still employed there in Coraopolis.

A decision made by Dick’s in late 2013 was the cause of the decision to close down TSI. At the time the income from maintenance fees was not enough to keep the company running. The income from custom programming had also dwindled, and there were no real prospects for sales of new AdDept systems.

We therefore depended on the steady stream of checks from the newspapers that subscribed to the AxN service. Because several of our other largest AxN users had outsourced the buying of their newspaper space to third parties, Dick’s many newspapers accounted for a large percentage of the remaining income. I knew immediately that the decision by Dick’s management to let an advertising agency order its newspaper space was the death knell for TSI. The details are described here.

The people at Dick’s were quite surprised by TSI’s decision. Someone called us and told us that they still wanted to use AdDept. They evidently thought that we had misinterpreted their communication about the agency. We had to explain that the AxN contracts generated a considerable amount of income for us.

Denise Bessette may have made a private arrangement to provide some support for the AdDept system at Dick’s. I was 65 years old when we made the decision to close, and I was not interested in such a venture.

1. I am not sure that I ever met Eileen. If I did, I don’t remember the occasion. Her LinkedIn page is here.

Helen Burkholder.

2. Two people who may have played significant roles behind the scene were Helen Burkholder, an executive in Dick’s advertising department, and Bill Dandy, her boss. I did not spend a lot of time with either of them in this installation, but they were both certainly influential.

I had worked closely with Helen when she was a media manager at Kaufmann’s. The blog entry about the Kaufmann’s installation is posted here. I am not sure what Bill Dandy’s title was. I met him when he took over that job at Michael’s in Irving, TX. That very profitable installation has been chronicled here. Helen’s LinkedIn page is here. Bill’s can be viewed here.

3. In December 2014 PeopleSoft was acquired by Oracle. I am not sure what effect this had on Dick’s. It did not seem to affect the design of the interface.

4. Paul worked in the IT department, not advertising. His LinkedIn page can be viewed here.

5. Krista Gianantonio (née Fullen) was our day-to-day contact in advertising. Her LinkedIn page is here. She was familiar with AdDept and TSI from her previous jobs at Hecht’s (described here) and Kaufmann’s (described here).

6. Adam Sembrat’s LinkedIn page can be found here.

7. I don’t remember Don Steward at all. I don’t think that we had any subsequent dealings with him. He might have been Paul’s boss. His LinkedIn page is here.

8. I don’t remember Joe Oliver. His LinkedIn page is here.

9. Jeff Jones actually worked with the financial side of AdDept. His LinkedIn page is here.

10. Dick’s had stores all over the country, and they advertised in hundreds of newspapers. The fact that the advertising department was excited about electronic delivery of insertion orders gave a big boost to TSI’s efforts to expand the use of the AxN product.

11. In 2022 the company is just called Empower. Its Wikipedia page can be found here.

12. John Nelko’s LinkedIn page can be found here.

13. When researching the notes I definitely realized that I had not yet learned when to use “that” and when to use “which”. This “which” should be a “that”. So should the “which” in the last sentence.

14. Like many of the other people listed in this entry Jane Walker is still employed at Dick’s in 2022. Her LinkedIn page is here.

15. Lucia Hagan was the administrative person at TSI during this period. Her history at TSI is described here.

16. My notes say that Amanda Greener was not actually employed by Dick’s; she actually worked for Dick’s printer. She evidently married Adam. Her LinkedIn page is here.

17. I have only the vaguest recollections of any of these people, but I found LinkedIn pages for several of them: Carol Mazza’s is here. Todd Schultz’s is here. Jeff March’s is here. Rick Kohout’s is here.

18. Bob Pecina’s LinkedIn page is here.

19. Mike Krall left Dick’s in 2011. His LinkedIn page is here.

2006-2014 Learning Italian Part 2: On My Own

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Books and tapes. Continue reading →

Some of the events and activities described in this entry began before I stopped taking classes in 2006 (described here). Some of them continued after I resumed taking the advanced Italian classes in 2014. Also, I might be wrong about either or both of those dates. I can’t think of any good way to check either one. Nevertheless, it seemed appropriate to group all of the extracurricular efforts that I have undertaken to increase my mastery of Italian in one place regardless of whether I was also attending one of the classes when I performed them.

Boxed lessons: I had purchased the introductory Ultimate Italian set after the last session of the beginning Italian class in May of 2002. Almost as soon as I finished its last lesson I returned to Barnes & Noble and purchased the advanced set of Ultimate Italian. I was not under severe time pressure this time, but I used the same strategy as I had before. I read through the textbook in the order presented, and I did all of the exercises. I had a better attitude than I had when I was doing just enough in school to get by. I studied each lesson thoroughly. I planned to go to Italy more than once, and I did not want to sound foolish when I tried to converse with the locals.

Both Ultimate Italian packages contained eight one-hour tapes and a book of grammar lessons and dialogues. The tapes mostly consisted of Italian speakers reading the dialogues in the book. They left time for the listener to repeat the sentence out loud.

I listened to these tapes every time that I was in my car. My trusty Saturn came with a cassette player, and, when I bought my blue Honda in 2007, I insisted—to the amusement of the sales rep—that it too should have one. Cassettes were superior to CDs (or anything else) for this purpose because rewinding the tape back a sentence or two was very easy. I did this often, and I am happy to report that I never had an accident or even a close call while doing so.

My first issue.

Acquerello Italiano: I don’t remember how or when I heard of Acquerello Italiano, a subscription that released—originally every two months but near the end only occasionally—a small magazine accompanied by a cassette tape or CD. The left side of each pair of facing pages in the magazine contained Italian text with numbered endnotes and, in bold typeface, difficult phrases. On the right side were detailed explanations in English of the difficult or idiomatic phrases. At the end were the notes explaining—in English—historical or sociological background for the text. Each issue contained a pleasant diversity of materials. Since the subject of every article was Italy and/or Italians, almost every issue featured some music samples and something about food, often including recipes.

The last issue.

The tapes contained everything on the left-side pages as well as the music. The articles were read by actors, but there were also some real interviews.

I really enjoyed Acquerello Italiano, and I was very disappointed when the company went out of business. I could find almost nothing about the magazines on the Internet. The only thing that I know is that the name of the publisher was Champs Elyssées, Inc., which was a small business that also published similar educational material in German, French, and Spanish. The company’s home base was Nashville, TN. Someone in Italy must have provided them with the material, but I never determined who was responsible on the Italian side.

I saved nineteen issues of those magazines. The oldest one had a copyright of 2004. The last date is 2009. I did not save any of the tapes. I had played each one countless times by the time that I bought a new Honda in 2018. Most of the tapes had eventually been damaged beyond repair because of the playing and rewinding. At any rate Honda no longer offered the option of a cassette player in their new vehicles.

Magazines: I was still doing quite a bit of travel for business in the early part of the “on my own” period of my Italian education. I discovered that one of the bookstores in Penn Station sold a few magazines in foreign languages. My favorites were Panorama and Oggi (which means “today”). Whenever I found one I purchased it and read it from cover to cover. Whenever I found new words I marked them in my Italian dictionary2. I also added them to my flash cards3.

I also found at least one bookstore in a strip mall that sold a few such magazines as well. I have a vague memory that it was in Pittsburgh. I went there to install and train the people in the advertising department at Dick’s Sporting Goods. Those adventures are described here.

Books of short stories: For quite some time Barnes and Noble stocked books of short stories that were written in Italian. I bought three of these books and read all of the stories. They all had similar formats: Italian on even-numbered pages (left) and English translation on odd-numbered pages (right).

Whenever I encountered new words, I added them to my flash cards and marked them in the dictionary.

I read every story and have even returned to ones that were written by people whom I had seen mentioned in other books or magazines.

Miscellaneous learning aids:I purchased quite a few books that addressed things that were not covered thoroughly by the books and magazines that I had read. For the most part these contained lists of words that were important for tourists. Since the need for food necessitated communication with someone more than once per day, many contained items one might find on menus.

The item displayed on the right only looks like a book. It is actually a set of two tapes designed strictly to help the listener converse with Italians about food and to order from an Italian menu. I am sure that there are many restaurants in Italy that have menus that do not also contain English descriptions and hire only waiters that do not understand a word of English. However, in the sixty or seventy days that I have spent in Italy I do not think that I ever encountered one.

I think that someone bought the tapes for me. I thought that The Savvy Traveler was the name of Rudy Maxa’s series on PBS, but apparently it was actually the name of his radio show for Minnesota Public Radio. I used to watch his television programs, but I don’t think that I ever heard him and Diana Nyad on National Public Radio.

Books: The first book that I read that was completely in Italian was L’Italia e i suoi invasori by Girolamo Arnaldi, a medieval scholar who studied at both the University of Bologna and La Sapienza in Rome. I found the book in a bookstore in Assisi on our second visit there in 2005. I was determined to find something that I could take home with me, and this volume was perfect. Parts of it were difficult for me, but I managed to get through the entire book. It broadened my understanding of how the fact that the Italian peninsula had been repeatedly invaded changed everything. Subsequently that has colored my understanding of every aspect of Italian history.

I read three other outstanding books. The first was Il Nome della Rosa by Umberto Eco. I had read the English version back in the eighties, and I had read quite a few of Eco’s other works. I had a good time becoming reacquainted with the plot, which was more meaningful since this time I was familiar with Pope John XXII and the two competing branches of Franciscans. I also was well aware of the power that the monasteries in the fourteenth centuries wielded. However, I was a little disappointed that very little was lost in translation.

That definitely could not be said for Il Gattopardo, the wonderful story of the Risorgimento in Sicily and southern Italy written by Giuseppe Tomasi di Lampedusa. The story itself is extremely compelling. The birth of the Italian Republic is very difficult to comprehend, and this insider view was very useful in helping me get a grasp on it.

It was made into a movie called The Leopard that starred Burt Lancaster TCM allegedly owns this movie. However, my wife Sue watches TCM almost every day, and she has told me that they never show it, not even when Burt Lancaster is the star of the month.

I slightly cheated on both of these books. I owned English translations of both of them—what we called in college “ponies”. Only occasionally did I need to consult the English translation to decipher the original text

I had heard about I promessi sposi, the classic novel of the Church, the nobility, the Italian side of the Thirty Years War, starvation, and the plague, from an article in Acquerello Italiano. Apparently all Italian children were required to read it, and almost all of them hated it. I decided that I had to try it. I don’t remember every having a printed copy, and so I must have purchased it on Kindle or downloaded it from somewhere. I am pretty sure that it was in the public domain.

The book was written by Alessandro Manzoni in the 1840’s. Reading it was a powerful experience for me! I would recommend it to anyone who wants to gain an understanding of the evolution of Italy. If it is not the greatest Italian work since Dante, all discussions of that designation must begin with it.

Andrea Camilleri.

I also read a handful of recent popular novels. One was an Italian translation of a historical novel written originally in English. I no longer have a copy, and I remember little about it. I also read a couple of the Commisario Montalbano novels by Andrea Camilleri on Kindle. They were highly recommended by Susanna Perrucchini, the guide on our tour of Sicily in 2016.4 I have seen all thirty-seven of the made-for-television Montalbano movies on the streaming service MHz Choice. I liked the first thirty-six a lot. The last one was very disappointing.

Camilleri’s novels are written half in Italian and half in Sicilian dialect. This frustrated me because most of the dialogue is in dialect. I often could not understand it, and I did not know where to find out what was going on. I guess that I could have also purchased an English version.

I bought one other massive tome, I papi; storia e segreti by Claudio Rendina. I cannot claim that I read all 864 pages, but I did consult his treatment—which was pretty thorough—of several popes in different eras of papal history. Knowing that the papacy was held in very low esteem in Italy in the nineteenth century, I suspected that Rendina might have access to some sources outside of the Church’s official party line. In the entries that I read, however, I did not find that to be the case.

CDs and DVDs: Over the year I collected a few CDs and DVDs that were supposed to help with conversational Italian. I found them lying around in my bookcase. I have only a vague recollection of most of them.

The “Who is Oscar Lake?” DVD in the lower right was an interactive story. It was a mystery about the a mysterious person named Oscar Lake. It was my introduction to the word “commisario”. I don’t remember much else. Maybe I should try it again when I get done with The 1948 Project.

Videos: For a year or two we were able to receive transmissions from RAI Uno, the primary Italian station owned and operated by the government, with our Cox subscription. After a year or two we abandon it in order to save $10 per month. Up until then I watched some news shows and a few other programs on RAI, but I did not get a lot out of it.

Shortly thereafter I discovered that some of the same shows were available for free on the Internet. This was far superior. If you missed something, you could back up the video and repeat a section.

Imma in high fashion inMatera.

Much later I began watching European television shows on MHz Choice. Thecaptions in English that they provided were ordinarily quite good. In addition to the Commissario Montalbano movies I have watched the prequel series Giovane Montalbano, I bastardi di Pizzofalcone, Nebbie e delitti, Barlume, Commissario Vivaldi, Commissario De Luca, and Imma Tataranni. I liked all of these except Vivaldi. In my opinion Imma was the best, and it is still in production. The action is set in, of all places, Matera. I only pay $8 per month for MHz Choice, and I have literally watched hundreds of good shows.

For me one of the most enjoyable activities when I heard what the character said, and the person who created the captions made a mistake. It did not happen often with MHz Choice.

Drills while exercising: When I was jogging in the evenings or on weekends I would sometimes spend the time counting (often out loud) in Italian from one to one hundred, first with the cardinal numbers: uno, due, tre, ecc. Then I would do the ordinal numbers: primo, secondo, terzo.

When TSI began to close down in 2014 I had time to rejoin the adult ed Italian classes. The semi-annual booklet listed the teacher at all three levels as Mrs. Trichilo. That period is described here.

1. Acquerello is the Italian word for watercolor. It always struck me as a strange choice for the title of a magazine.

2. In 2022 I am on my third Italian dictionary, Webster’s New World Italian Dictionary Concise Edition. The first one that I bought was from a different publisher. The second one was the same Webster’s edition as the third. I needed to buy new dictionaries because the previous ones were so worn out that they were unusable—covers missing, spines broken, pages falling out. I brought them with me on both vacations and business trips.

3. The flash cards were home-made. One side contained a single English word or phrase. The other side listed Italian words or phrases. The cards were sorted alphabetically by the English word or phrase. I created over ten thousand of these cards, which were split into dozens of decks, and I drilled myself on them at every opportunity—at home, on the road, and at lunch when at the office. When I stopped this process I threw away the cards.

4. You can read my journal of that entire memorable trip here.

1999-2000 TSI: Finding the Best Person

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Our attempt to hire René Conrad. Continue reading →

In the second half of 1999. after my sister Jamie Lisella had left TSI (explained here), the situation at the company was simultaneously the most exciting and the most perilous of its entire experience. On the one hand, business was very good; our services were much in demand, and the relationship problems of the previous few years were pretty much behind us. We had a good staff that could produce great code on a reasonable schedule. We also had plans to move into a new office in East Windsor that we were designing to fit our needs (described here).

However, the company did face some serious issues.

  • TSI had no marketing director, and we had done no marketing of any note for at least a year.
  • TSI no longer had an administrative assistant. I had take over these tasks, and I had better things to do.
  • The size of the potential market for new sales of our primary product, AdDept, an administrative system for retailers, was dwindling, mostly do to mergers and consolidations in the retail industry. Another factor was the fact that AdDept was already installed in a large number of locations.
  • The computer that we knew best, the AS/400, had limitations that made it difficult to sell to companies that were not familiar with it. Specifically, the screens and output were not considered “modern”.
  • The Internet posed a serious challenge. At the end of the century every business could see aspects of the opportunities that it offered, but few could see a clear pathway to using it profitably.

My partner, Denise Bessette, and I discussed these issues fairly often. We knew that we were understaffed in critical areas. Although a good case could be made for getting a new marketing director forthwith, the previous marketing person, Doug Pease, had left the company a few years earlier because I asked him to stop selling new AdDept systems for the simple reason that our existing clients were so demanding that we were struggling to keep up with their requests for new programming. It seemed to me that we should address our other problems before we hired someone to generate more sales.

I was aware that René Conrad was frustrated with her position as planning manager at Kaufmann’s in Pittsburgh (introduced here). I had great respect for René and her work. In the wake of Jamie’s departure I discussed with Denise the possibility of asking René to work for TSI. Denise was receptive to the idea, but there certainly were a lot of detail that needed to be put in order.

After talking with René over the phone a few times in August of 1999 I sent the following letter to her:

I have been thinking a lot about this. I also met with Denise. As usual, she had some good ideas. It seems to me that there are three things we need to address: 1) a job description that we all can live with; 2) a solution to the relocation problem; 3) a suitable compensation scheme. You may have other issues, too. If you do, I would greatly appreciate it if you would tell me as soon as possible.

1) Job description

You asked me if this was Doug’s job. The answer is no. We hired Doug to sell AdDept systems. We hoped he would be able to do other things, but the only other one that he was accomplished at was setting up time and action plans and agendas. In the last five years we have taken an immature product with a small client base and made it into a comprehensive administrative system used by a large portion of the most powerful and successful retailers in America. What we really need now is someone with insider knowledge to help us shape our company for the next 10-15 years. This is the primary role we would like you to pay. We realize full well that this is much less structured than what you are used to. We hope you would look forward to the challenge and can adjust to this type of environment. The second most important objective would be to relieve some time pressure from Denise and me. I hope that you would be able to relieve me of some of the training time either by eliminating the need for it by improving our documentation or by taking some of the trips yourself. The other side of the coin is that neither Denise nor I can afford to take on new unbillable responsibilities. The case in point is supervision of the administrative assistant. Jamie did this work for such a long time that she required very little oversight. I don’t see how we could afford to hire you if you did not supervise this person. I don’t see how this job can be performed from anywhere except our office, certainly for the next few months. You will have an awful lot to learn about how our company works. You know all about Kaufmann’s and a little about the other May divisions, but we have 17 other clients. We work very closely together at TSI. I don’t see how this could be done by phone. We also do not have the infrastructure for remote use of our system. We have a dial-up connection through the network, but it uses phone lines.1 We would spend a fortune on long distance if someone had to dial in to our system, and, of course, that is the only way to dial in to our customers. Setting up an internet connection is expensive, and we would probably have to hire someone to do it. It also drags security issues in as well.

2) Relocation

I don’t exactly know how to sell you on Connecticut. Our new office promises to be very nice. You will have the biggest office with three windows. We will make sure that you have whatever you need to be productive. I have made a commitment to everyone to make the work environment so nice that people will love to come to work.

As I said, we have no death marches.

I think you will like working with our staff. If there was any negative feeling in our office, it left with Jamie. We are in the process of hiring an administrative assistant.2 If you don’t like the person we hire, you can get someone else.

The area is pretty nice. The weather is certainly no worse than Pittsburgh’s.

We are two hours from Boston, which is full of activity. We are only three hours from New York by train. Vermont is only 1.5 hours. The long island shore is an hour or so.

You will have to make new friends. That is never easy.

We would REALLY like you to come see what we have to offer. Denise is eager to show you Northampton, MA (about 20 minutes north), where she went to school.

3) Compensation

I am pretty confident that the compensation issue can be worked out without much difficulty. I told you about how much Doug had been making. I neglected to tell you that 2/3 of that was in commissions. I think that we need to revamp the compensation scheme somewhat. Doug concentrated on new AdDept sales. It took him a few years, but eventually his efforts outstripped our ability to support the new customers. I get the distinct impression that you aren’t interested in that kind of job. We want to sell AdDept systems, but we think we need to develop other sources of income as well.

We propose that you receive 35% of the profit on hardware sales; 10% of the revenue on AdDept sales (assuming I take all the sales trips by myself); 20% of AdDept module (e.g., CAPS interface) sales; and 50% of “project management” income. The last would be defined as any trips (at $900 a day) that you get customers to agree to let you take. If you can persuade them to pay you without taking a trip, all the better.

You will be part of the process of developing new products or services. We will negotiate with you what percentage you get.

The starting base salary would be $50,000. e will agree to pay you an additional $2,000 per month as salary in lieu of commissions for the first twelve months. If your commissions were $500, $4,000, $800, and $3,000 in the first four months, you would be paid $2,000, $2,500, $1,500, and $2,300.

We have done no marketing in more than two years. Nevertheless, in the next year I think that one AdDept sale is almost certain (Carson’s)3 and one is likely (Dick’s)4. It is possible that Dick’s will happen very soon, in which case I will have to pay Jamie commissions. There are two almost certain hardware sales (Carson’s and a box for Saks Inc.). At least three or four customers could definitely use faster boxes, and the new 170’s are very attractive.

Adapting to life in a small company will not be easy for you. On the other hand, I think that the profiles of TSI and René Conrad mesh well. We are stable, free of debt, and full of kindred spirits. We need a smart, aggressive, well-connected person. You’re it.

Have you seen the W.C. Fields movie, “The Bank Dick”5? Fields’ character Edgar Soucè (accent grave on the last syllable) has a prospective son-in-law named Og Oggleby who works in a bank. Fields is trying to talk him into embezzling money to invest in shares of stock in The Beefsteak Mine. The pitch is “You’ve got to take a chance when you’re young.” Soucè explains, “My uncle Huffnagle, a balloon ascentionist, took a chance. While he was aloft in his balloon one day, he espied a haystack 2,000 feet below him He took a chance. He jumped out of the balloon and aimed his flight at the haystack.”

“Gosh,” says Og. “Did he survive?”“Uh, no,” says Soucè. “But that’s the point. If he’d been a younger man, he might have. You’ve got to take a chance when you’re young.”

We contacted René, and arranged for her to fly to Connecticut and spend some time talking with us in our new office. We bought a round-trip plane ticket for her and arranged for her to stay at the nearby hotel, which was, I think, a Best Western at the time.

I picked up René at Bradley on, I think, a Saturday morning in December 1999 or January 2000. Denise drove in from her house in Stafford. We tried to explain that the situation at TSI was very positive, but we wanted to hire someone who could help us face the issues of the twentieth century. René’s biggest concerns were the fact that she was used to fixed goals and rewards for meeting them and whether her presence would be required in Connecticut. Unbeknownst to me she had strong ties to Pittsburgh and was not impressed by the social scene in the Hartford-Springfield area.

A few days before Denise and I left for our trip to PartnerWorld in San Diego I received a letter from René in which she declined our offer. It was disappointing but not surprising. When we got back from San Diego, I wrote up my thoughts for Denise’s consideration and then on February 7 I set this letter to René:

Denise and I were disappointed but not very surprised to receive your letter. I think that the three of us would have had an enjoyable and successful time working together, but there is more to life than work. At least, I think I read that somewhere.

We both gave careful consideration as to whether the job could be performed remotely. We also examined whether there was a feasible arrangement that involved two weeks here and two weeks there. The thing is that we want someone we can work closely with, and we just don’t see how that would be practical without the person being in the office. Denise and I often have impromptu conferences, and I think that the close sharing of ideas has helped the company immensely. Our primary objective is to find someone with slightly different experiences and a somewhat different outlook to join in the process.

We are still convinced that you would have been the best person for the job, but we accept that we now have to look elsewhere. We both look forward to working with you.

We did not get to work with her for long. In 2002 the May Company moved the administration of the Kaufmann’s stores to the headquarters of the Filene’s division. René began working with a local non-profit theatrical organization, about as different from TSI as imaginable.

TSI did not get to add Dick’s, which is also in Pittsburgh, to its client list until 2004. On a training trip I met up with René. She showed me where she worked, and we had supper together.

What if?: It is difficult to say how different things would have been if we had hired her. In the short term there might have been very positive results. I wrote on February 17, “It occurred to me in a fit of melancholy at 5 PM on Friday that René Conrad could probably have forestalled the Cato fiasco. She could also probably have taken the Meier & Frank trips, or at least one of them.”

On the other hand, she could not have helped us much with the May Co. It is almost impossible to imagine getting much more work from them. Perhaps she could have penetrated the barriers that Macy’s set up, and we could have continued our relationship with them after the grand consolidation. Even if she did, how would it have helped us.

I don’t think that she could have helped much with AxN. Denise came up with a great solution to the problem of marketing it to newspapers. I cannot imagine what René she could have figured out a way to use the connections we established between advertisers and newspapers for some other purpose that was valuable to one or the other.

While working on this project I contacted René through LinkedIn. Her page is here.

1. In 2023 it is strange to read about concern about telephone charges. At the time we used MCI for long distance. Every month our bill was in the thousands..A few years later our network and Internet connections made it feasible for employees to sign on to our AS/400 from home through a local carrier. In fact, one of our programmers, Michael Davis (introduced here), did this from Pittsburgh after changing from local employee to remote contractor. Denise worked from her home on Cape Cod during the last year of so of TSI’s existence.

2. The administrative assistant whom I hired was Nadine Holmes (Introduced here).

3. I can hardly believe that I was ever “almost certain” that TSI we would get Carson’s (introduced here as P.A.Bergner). Steve VeZain must have told me or Doug something that I later repressed.

4. The Dick’s Sporting Goods installation has been described here.

5. I planned to insert a link to this routine, which I consider the best comedy sketch ever, on the Internet, but I could not find it posted anywhere.

1991-2012 TSI: AdDept: The Whiffs

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A few notable failures. Continue reading →

We had a very good record of closing AdDept sales. Most of the whiffs fell into one of two categories:

  1. Divisions of Federated Department Stores. Our relationships with various Federated divisions are described in detail here. They are not included in this entry.
  2. Companies that did not advertise enough to justify a high-quality multi-user centralized database. We actually sold the AdDept system to a couple of these anyway.

TSI’s first efforts to market AdDept were concentrated around New York and New England. I figured that there were not very many retailers who could afford the system to keep track of advertising, but, then again, I did not really expect to justify the cost of the system at Macy’s in the very first module that we activated—ad measurement.

The strip mall in which the Enfield store was located was named after Caldor.

Our first attempt was a quintessential whiff. Kate Behart (much more about her here) had been in contact with someone in the advertising department at Caldor, a discount department store based in Norwalk, CT. Kate arranged for me to give a presentation to them at the IBM office in Norwalk. Of course, we had to make sure that the office had the BASIC program, and I had to install both the AdDept programs and some data that I had dummied up from Macy’s real data.

My presentation was flawless. The only problem that I encountered that day was the lack of an audience. No one from Caldor showed up. We never did find out why not. Kate called them repeatedly, but no one returned her calls. It may have had something to do with the fact that in 1989, the year that we installed the first AdDept system at Macy’s, the May Company sold Caldor to a group of investment houses.

Caldor went out of business in 1999.

I also paid a visit to another local retailer, Davidson and Leventhal, commonly known as D&L. Theirs were not exactly department stores, but they had fairly large stores that sold both men’s and women’s clothing. So, they had quite a few departments. The stores had a good reputation locally. The headquarters was in New Britain, CT.

This D&L ad was on the back cover of the issue of Northeast that featured my story (described here).

The advertising department only employed three or four employees. They wanted to know if they could use the computer for both D&L ads and ads for Weathervane, another store that they owned, as well. That seemed vaguely feasible to me, and so I said they could. In fact, we later did this for Stage Stores and for the Tandy Corporation, but both of those companies were much larger, and I had a much better understanding by then of what it entailed.

I didn’t even write up a proposal for D&L. The person with whom I spoke made it clear that what we were offering was way out of their price range.

D&L went out of business in 1994, only a few years after our meeting. Weathervane lasted until 2005.

I have only a vague recollection of doing a demonstration at IBM’s big facility in Waltham, MA, for a chain of auto parts retailers from Phoenix. The name of the chain at the time was Northern Automotive. My recollection is that I spoke with a man and a woman. If they told me how they heard about AdDept, I don’t remember it. After a very short time it was clear that AdDept was much more than the company needed. Although Northern Automotive had a lot of stores with four different logos, it only ran one ad per week. So there was really not much to keep track of. I had the distinct impression that the demo was just an excuse for the couple to take a vacation in New England on the company’s dime.

I don’t remember either of their names, but the experience list on LinkedIn for a guy named Paul Thompson (posted here) makes him a strong candidate. Northern Automotive changed its name to CSK Auto, Inc. not long after our meeting. In 2008 CSK was purchased by O’Reilly Auto Parts.

Won’t Paul be surprised to be busted thirty years later in an obscure blog?

Tom Moran (more details here) set up an appointment with employees of Genovese Drugs at its headquarters in Melville, NY. The two of us drove to Long Island to meet with them.

I probably should have talked to someone there over the phone before we left. The only impression that I remember getting from the meeting was that they were not at all serious about getting a system. We had a great deal of trouble getting them to describe what the advertising department did at the time and what they wanted to do. I was frustrated because I had considered this a relatively cheap opportunity to learn how chains of pharmacies handled their advertising. It was actually a waste of time and energy.

Tom tried to follow up, but he got nowhere. We did not submit a proposal.

J.C. Penney bought the company in 1998 and rebranded all the stores as Eckerd pharmacies.

Woodies’ flagship store in downtown Washington.

While I was working on the software installation at Hecht’s in 1991, Tom Moran coordinated our attempt to land the other big department store in the Washington, DC, area, Woodward & Lothrop, locally known as Woodies. I found a folder that contains references to correspondence with them. Tom worked with an IBM rep named Allison Volpert1. Our contacts at Woodies were Joel Nichols, the Divisional VP, and Ella Kaszubski, the Production Manager.

As I browsed through the file, I detected a few warning signs. The advertising department was reportedly in the process of asking for capital for digital photography, which was in its (very expensive) infancy in 1991. Tom was told that they hoped to “slip in” AdDept as part of the photography project. Furthermore, the fact that we were not dealing with anyone in the financial area did not bode well.

Someone wrote this book about Woodies.

Finally, we had no choice other than to let IBM propose the hardware. Their method of doing this always led to vastly higher hardware and system software costs than we considered necessary. I found a copy of IBM’s configuration. The bottom line was over $147,000 and another $48,600 for IBM software. This dwarfed what Hecht’s had spent. If the cost of AdDept was added in, they probably were facing a purchase price of over a quarter of a million dollars! That is an awful lot to “slip in”.

I don’t recall the details, but I remember having an elegant lunch during this period with someone from Woodies in the restaurant of the main store. It may have been Joel Nichols. It seemed like a very positive experience to me. He seemed eager to automate the department.

We lost contact with Woodies after early 1992. I seriously doubt that the advertising department even purchased the photography equipment that they had coveted. The early nineties were very bad for retailers. By 1994 the owner of Woodies and the John Wanamaker chain based in Philadelphia declared bankruptcy and then sold the stores to JC Penney and the May Company. Many of the stores were rebranded as Hecht’s or Lord and Taylor.

In some ways Fred Meyer, a chain of department stores based in Portland, OR, seemed like a perfect match for TSI. At the time they were almost unique, and we usually excelled at programming unusual ideas. Their approach to retail included what are now called “hypermarket” (department store plus groceries) stores, although they definitely had some much smaller stores as well. The one in downtown Portland was very small. I really thought that we had a good shot at getting this account, largely due to the fact that the IT department already had one or two AS/400’s. So, the hardware cost would probably be minimal.

She would be lucky to make it in nine hours; there were no direct flights.

I was asked to work with a consultant who, believe it or not, commuted from Buffalo, NY, to Portland, OR. I can’t remember her name. She knew computer systems but virtually nothing about what the advertising department did. She wanted me to tell her what AdDept could do, and she would determine whether the system would work for them. I have always hated it when a “gatekeeper” was placed between me and the users. I understand that they do not trust the users to make a good decision, but advertising is very complicated, and almost no IT consultants know much about it. I would not have minded if the consultant sat in on interviews that I conducted with people in advertising.

If I was allowed to meet with anyone from the scheduling or financial areas of the department, I do not remember it at all. I do remember spending an afternoon with the head of the company’s photography studio. AdDept had a module (that no one used) for managing shoots and another (used by Macy’s East) for managing the merchandise that is loaned to the studio for a shoot.

I remember the photo studio guy mentioning that they also did billable work for outside clients. He mentioned Eddie Bauer by name. He could not believe that I had never heard of it/him.

I probably botched this opportunity. Before agreeing to come out the second time, I should have insisted on meeting with whoever placed their newspaper ads and the person in charge of advertising finance. I did not want to step on the toes of the lady from Buffalo, but I probably should have been more aggressive.

Kate accompanied me on one of these trips. We probably flew on Saturday to save on air fare. On Sunday we drove out to Mt. Hood, where we saw the lodge and the glacier, and visited Multnomah Falls on the way back.

Freddie’s was acquired by Kroger in 1998, but the logos on the stores were maintained. There still is a headquarters in Portland, but I don’t know if ads are still created and/or placed there.

Aside from our dealings with Federated divisions2 TSI had very few whiffs during the period that Doug Pease (described here) worked for us. After one of our mailings Doug received a call from Debra Edwards3, the advertising director at May Ohio, a May Company division that had its headquarters in Cleveland. Doug and I flew Continental non-stop to Cleveland and took the train into downtown. My recollection was that we were able to enter the store from the underground train terminal.

The presentation and the demo went very well. I am quite certain that we would have gotten this account were it not for the fact that in early 1993 the May Company merged the Ohio division with Kaufmann’s in Pittsburgh. Management of the stores was transferred to Pittsburgh. Debra was hired as advertising director at Elder-Beerman Stores.

We stayed overnight in Cleveland and had time to visit the Rock & Roll Hall of Fame, which was right down the street from the huge May Co. building. I cannot say that I was greatly impressed with the exhibits.

A few years later Doug and I undertook a second trip to Cleveland to visit the headquarters of Sherwin Williams. Doug had talked extensively with the lady who was the advertising director there. He was very enthusiastic about the prospect of making this sale. By that time Doug had already closed a few big deals for us, and so I trusted his judgment. However, I could not understand how a company that really only sold one product could possibly need AdDept. Yes, they have thousands of stores, but how many ads do they run?

I don’t honestly remember anything about our discussion with them. Needless to say, Doug did not close this one, although he never stopped trying to revive it.

I don’t really count it as a whiff, but Doug was unable to close the deal with Liberty House in Honolulu after our epic trip to Hawaii in December of 1995. The details are recounted here.

I drove past two of the stores in Texas, but I never went inside.

Just as Marvin Elbaum had backed out of his contract with TSI for a GrandAd system in 1986 (as described here), so also one company signed an agreement for TSI’s AdDept system and, before we had installed the system, changed its mind. There was one big difference in the two situations. The second company was the Tandy Corporation, which had actually ordered installations of AdDept for all three of its retail divisions. At the last minute the company decided to close down Incredible Universe, one of the three divisions. The other two companies became TSI clients in 1997, as is described here.

It was not a big loss for TSI. IU was one of a kind. Its stores were gigantic multi-story combinations of electronics and theater. There were only seventeen stores, and only six were ever profitable. Those six were sold to Fry’s Electronics. The other eleven were sold to real estate developers at pennies on the dollar.

I did a demo for Mervyn’s California, a department store based in Hayward, CA. I think that I must have done the demo after finishing a training/consulting trip at Macy’s West in San Francisco. I cannot imagine that I would have flown out to the west coast to do a demo without spending a day or two gathering specs.

The IBM office nearest to Hayward was in Oakland. I took BART in the late afternoon from San Francisco to Oakland. There was quite a bit of excitement at the Holiday Inn at which I was staying. Someone had been murdered on the street in front of the hotel the previous night. There was one other very peculiar thing about this stay. I checked into a Holiday Inn with no difficulty, but I checked out of a different hotel (maybe a Ramada?). The hotel had been sold, and its ownership had changed while I was asleep.

The demo went fine. The guy who had contacted me—his name was Thiery or something like that—liked what he saw. However, the sale never advanced any further. This was almost always what happened whenever I got talked into doing a demo without taking at least a day to interview the potential users. At the time that I did the demo Mervyn’s was, unbeknownst to me, owned by Target. This might have explained the lack of progress. Target may have been restricting or rejecting any capital purchases at the time.

Mervyn’s was sold to some vulture capitalists in 2004. A much smaller version of the chain went out of business in 2009.

For some reason Doug and I once had a very short meeting with the president of Gottschalks, a chain of department stores based in Fresno, CA. He told Doug and me that he would get all of the other members of the Frederick Atkins Group to install AdDept. This organization (absolutely never abbreviated by its initials) somehow enabled its members to shop for foreign and domestic merchandise as a group. Nearly every department store that was not owned by the May Company or Federated belonged to it.

A few years after he made this promise he (or someone else at Gottschalks) arranged for me to speak before the members at one of their conventions in Naples, FL. I flew to Fort Meyers and rented a car from there. Naples was beautiful and reeked of new money. I gave my little spiel, but I did not have an opportunity to interact with any of the members of the audience. So, I did not get any direct feedback.

We eventually did sign up a few members of the group—notably the Bon-Ton (described here) and Elder-Beerman (described here). I don’t know whether my speech had any effect.

I think that the Frederick Atkins Group is defunct in 2021. The references to it that I could find on the Internet were all from decades past.

In (I think) 1999 Doug Pease and I made an unproductive trip to Columbus, OH, to talk with the IT director of of Value City about the possibility of installing the AdDept system for use by the advertising department. That adventure is described here.

First stop: Norfolk.

TSI got a phone call from a chain of furniture stores in coastal Virginia, Norfolk4, as I recall. As part of my crazy automotive support trip, I stopped by to talk with the advertising director at this company on my journey from Home Quarters Warehouse in Virginia Beach to Hecht’s in Arlington. I spent a couple of hours with him. When I discovered that the company had only three stores, I knew that this was a mistake. I told him that our software could address his problems, but the cost and effort would not be worth it for either of us. I advised him to hire someone who was a wiz with spreadsheets.

I think that I got a free cup of coffee out of it.

I can’t tell you what happened to the company thereafter because I don’t even remember its name.

We had two reasonably hot leads in 2000. I had to handle both of them myself. The first was at Bealls department store, which has its headquarters in Bradenton, FL. This was another situation is which I had to deal with the IT department rather than the advertising department. I am pretty sure that the company already had at least one AS/400. I have a few notes from this trip, but it is not clear whether I intended to do the demo on their system or on one at a nearby IBM office.

In any case I think that there was a technical problem that prevented a successful installation of the software needed for the demo. So, I had to improvise, and I did not get to spend much time with the people who would have benefited from the system. The whole thing made me very depressed.

I had some free time, and so I went to the beach. I stopped at a Jacobson’s store to buy a tee shirt to wear at the beach. The cheapest tee shirts in the store cost $100!

The beach was lovely, and it was unbelievably empty. The weather was pretty nice. A beach in Connecticut would have been packed in this type of weather.

All of these stores are gone.

We did not get the account, but the tale has an interesting coda. Bealls is still in business today. For years Bealls could not expand outside of the state of Florida because a different store with exactly the same name was already using it in other states. These Bealls stores were run by Stage Stores, a long-time AdDept client that was based in Houston. Stage Stores was still using AdDept when TSI went out of business in 2014.

In 2019 Stage announced that it was changing all of its stores into Gordmans, its off-price logo (which did not exist while I was working with them). When the company declared bankruptcy Bealls purchased, among other things, the right to use the Bealls name nationwide.

I remember going to Barneys New York in late 2000 to talk with someone in advertising. I also have discovered three emails that I sent to Christine Carter, who was, I think, either in charge of the advertising department or in charge of the financial side. Barneys only had twenty-two stores, and that included some off-price outlets. I don’t know how much they actually advertised.

Flagship store on 60th Street.

We never heard from them after my last email, which emphasized how easily AdDept could be adapted to differing needs even for companies the size of Barneys. By this time the very affordable AS/400 model 150 had been introduced. It would have been perfect for them.

I think that Barneys is dead or nearly so in 2021. All of the stores in the U.S have been closed, and even the “Barneys New York” brand was sold to Saks Fifth Avenue. However, the company also had a Japan division, which is evidently still operational.

I received a very unexpected phone some time in 2001 or 2002. It came from a man who had formerly worked at Saks Fifth Avenue and had taken a job as a Vice President at Sears. He knew that the advertising department at Saks had been doing things with its AdDept system that Sears’ advertising department seemed utterly incapable of. He invited me to the Sears headquarters in Hoffman Estates, IL, to investigate the possibility of installing AdDept at Sears.

At about the same time I had been in contact with the agency in a nearby town that Sears used for buying newspaper space and negotiating newspaper contracts. They wanted to talk with me about the possibility of working together. The agency’s name was three initials. I think that one was an N, but I am not sure.5

I arranged to spend consecutive days at the two places. It was cold on the day that I visited the agency. I learned that it recruited new clients by claiming that they could negotiate better rates for them because they also represented Sears. I suspected that this was baloney. Sears was a bid dog nationwide, but the amount of newspaper ads that they bought in any individual market was not that impressive. They were just in a lot of markets.

After the people explained the services that they offered to clients, I remarked that about 10 percent of what they did overlapped with about 10 percent of what we did. Privately I could not imagine that any of our clients who would benefit from their services.

I told them about AxN, our Internet product. They informed me that the papers did not want to sign on to their website for insertion orders. Of course, they wouldn’t, and they had nothing to hold over the papers.

We ended the meeting with the usual agreement to stay in touch and look for synergies, but privately I considered them the enemy.

I did not see a parking structure. Maybe I entered on the wrong side of the pond.

The next day was bitterly cold, and there was a strong wind. I located the sprawling Sears complex and parked my rented car in a lot that was already nearly full. I had to walk a long way to the main building, and I have never felt as cold as I did on that walk.

I could hardly believe it when I walked into the building. The ground floor was billed with retail establishments—a drug store, a coffee shop, a barber shop, and many more. I had to take the escalator up to get to Sears. I was met there by the woman with whom I had been in contact. She was from the IT department.

OK, now I get it. Our problem was that we did not have enough architects.

She took me up to meet the “advertising team”. Six or eight people were assembled in the room, and they all had assigned roles. I remember that one was the “system architect”, and one was the “database manager”. I almost could not suppress my amusement. What did all these people do? There was no system, and there certainly was no database. At TSI I handled essentially all the roles that everyone at the table described.

They asked me some questions about the AdDept system. When I told them that it ran on the AS/400, the system architect asked me if that system was not considered obsolete. I scoffed at this notion and explained that IBM had introduced in the AS/400 64-bit RISC processors that were state-of-the-art. I also said that, as far as I knew, the AS/400 was the only system that was build on top of a relational database. That made it perfect for what AdDept did.

I wonder how many “OS/2 shops” there were in the world.

They informed me that Sears was an OS/26 shop. I did not know that there was such a thing. In the real world Windows had already left OS/2 in its dust by that time. In all my time dealing with retailers I never heard anyone else even mention OS/2. It might have been a great idea, but IBM never did a good job of positioning it against Windows.

Besides, just because the corporation endorsed OS/2 should not eliminate consideration of multi-user relational databases where appropriate. The devices with OS/2 could serve as clients.

They explained to me that Sears’ advertising department had hundreds of employees, most of whom served as liaisons with the merchandise managers. Most of the ads were placed by agencies. I presume that the newspaper ads were produced in-house. No one whom I talked with seemed to know. The people on the committee did not seem to know anything about how the department did budgeting or planning.

The competition.

Someone talked about Sears’ competitors. The example cited was Home Depot. I don’t know why this surprised me. I must have been taken in by the “softer side of Sears” campaign a few years earlier.

After the meeting my escort took me to a remarkable room that was dedicated to the advertising project. It was a small theater that had ten or so posters on the wall with big Roman numerals at the top: I, II, III, IV, etc. There were no statues, but otherwise I was immediately struck by the resemblance to the Stations of the Cross that can be found in almost any Catholic church in the world. I asked what the posters represented. The answer was that they were the “phases of the project”. I was stunned by the assumption that the project required “a team” and that it was or indefinite duration. No one ever allowed us more than a month or two to have at least portions of the system up and running.

At some point I was allowed to give my presentation. The man who had worked at Saks attended along with a fairly large number of people. Maybe some were from advertising. I was never allowed to speak with them individually.

I never got to read the advertising department’s Wish Book.

My talk explained that AdDept was a relational database that was specifically designed for retail advertising departments. I described a few of the things for which it had been used by other retailers. I could not do much more than that. I had not been able to talk with any of the people in the department, and the IT people were clearly clueless.

When I returned to Connecticut I wrote to both my escort and the man from Saks. I told both of them that I did not know what the next step might be. I had not been given enough access to the advertising department to make a proposal. The whole experience was surreal. If someone had asked me to return, I would only have done it if I were granted unfettered access to potential users.

No one ever contacted us. I told Doug not to bother following up.

One puzzling whiff occurred during the very short period in which Jim Lowe worked for us. The strange case of Wherehouse Music is explored here.

Perhaps the strangest telephone call from a genuine prospect that I ever received was from Albertsons, a very large retailer with is its headquarters in Boise Idaho. The person who called was (or at least claimed to be) the advertising director there.

I had heard of Albertsons, but I did not know very much about the company. All I knew was that they were a chain of grocery stores in the west. Since advertising for grocery stores is basically limited to one insert/polybag7 per week, they had never seemed to be great prospects for AdDept. However, I never hung up on someone who expressed interest in the system.

The problem was that this lady insisted that I fly out to Boise to meet with her and her crew the next day. I tried to get her to explain what the situation was, but she said that she had no time to talk. She needed to know if I would make the trip. It was a little tempting for a peculiar reason. Idaho was one of the few states8 that I had never visited. Still, this sounded awfully fishy. I passed.

The incredibly bumpy road that Albertsons has traveled is documented on its Wikipedia page, which is available here. I don’t remember when the call from the advertising director came. I therefore have no way of knowing whether she was in charge of advertising for a region, a division, all of the grocery stores, or none of those. I might well have passed up an opportunity that might have extended the life of the company. Who knows? It looked like a goose, and it honked like a goose, but maybe going to Boise would not have been a wild goose chase.

Jeff Netzer, with whom I had worked in the nineties at Neiman Marcus (recounted here), called me one day in 2010. He asked me if I remembered him. I said that I did; he was the Aggie who worked at Neiman’s.

He informed me that he was now working at Sewell Automotive, the largest Cadillac dealership in the Dallas area. He said that they were looking for help in automating their marketing. I was not sure how well AdDept would work in that environment, but I agreed to visit them. His boss promised to buy me a steak dinner.

I flew Southwest to Dallas, and for the first time my plane landed at Love Field. It was much closer to Sewell than DFW would have been.

I found a great deal out about their operation. I doubted that we could do much for the agency for a reasonable amount of money. On my computer I recently found a three-page document dated September 23, 2010, in which I had listed all of the issues that I learned about at Sewell. A woman named Tucker Pressly entered all of their expense invoices into a SQL Server database. It was inefficient, and there were no programs to help them compare with budgets.

The main objective of the marketing department was to make sure that they were taking advantage of all available co-op dollars from Cadillac and other vendors. We could not help with this unless we wrote a new module. I described my reactions to their issues in a letter to Jeff.

I never heard back from Jeff, who left Sewell in 2012. Nobody ever bought me a steak dinner.

Sewell Automotive is still thriving in 2021.

In 2011 or 2012 I received a phone call from a lady from the advertising department at Shopko, a chain of department stores based in Green Bay, WI. I don’t recall her name. She said that she worked for Jack Mullen, whom I knew very well from both Elder-Beerman and Kaufmann’s. Before Doug Pease came to TSI, he had worked for Jack at G. Fox in Hartford.

I flew out to Packer Land to meet with her. They had a very small advertising department. They basically ran circulars in local newspapers on a weekly basis. As I remember, she and one other person ran the business office.

I worked up a proposal for the most minimal AdDept system that I could come up with and sent it to her. When I had not heard from her after a few weeks I called her. She said that the company was downsizing and, in fact, her position was being eliminated.

Jack also left the company in July of 2012. His LinkedIn page is here. Shopko went out of business in 2019.

1. Allison Volpert apparently still works for IBM in 2021. Her LinkedIn page is here.

2. As I write this I can easily visualize Doug stabbing a box with a pencil after a frustrating telephone conversation with someone from a Federated division.

3. I worked fairly closely with Debra Edwards when I installed the AdDept system at Elder-Beerman stores in Dayton, OH. That installation is described here. She was the Advertising Director there. Her LinkedIn page is here.

4. The “l” in Norfolk is silent, and the “ol” sounds much more like a short u.

5. I later learned that there were actually two affiliated agencies across the street from one another. I encountered the other one, SPM, in my dealings with Proffitt’s Inc./Saks Inc., which are detailed here. The agency was still around in 2023. Its webpage is here.

6. In fact IBM stopped updating OS/2 in 2001 and stopped supporting the operating system in 2006. I cannot imagine how Sears dealt with this. I pity their employees with nothing OS/2 experience at Sears on their résumés.

7. Polybags are the plastic bags that hold a group of flyers from diverse retailers. they are ordinarily distributed to people willy-nilly.

8. The others are Wyoming, Montana, North Dakota, and Alaska. I am not certain of Arkansas. I might have gone there with my grandparents when I was a youngster. The only place that I have been in Utah is the Salt Lake City airport.