1990-1995 TSI: AdDept: The Installation at P.A. Bergner & Co.

Posted on June 12, 2021 by Mike

She knows there’s no success like failure, and failure is no success at all.—Bob Dylan’s “Love Minus Zero/No Limit” Continue reading →

In the early years of the marketing of TSI’s GrandAd system for advertising agencies I distinctly remember being disappointed that the second installation (at Potter Hazlehurst) was even more difficult than the first. This tendency was definitely repeated with the system for retail advertising departments, AdDept (design described here). The second installation, which was began in the spring of 1990, was much more problematic than the first.

I had never heard of P.A. Bergner & Co. I now know that the chain’s original store was in Peoria, IL. After it acquired the Boston Store chain in 1985, the company moved its headquarters to the upper floors of the Boston Store in downtown Milwaukee. In 1989 the company also acquired the Carson Pirie Scott stores. The corporate management of all of these stores, including all aspects of advertising, was handled in Milwaukee.

I was not yet familiar enough with the nature and history of American department stores to understand the importance of the timing of that last acquisition. Bergner’s advertising department was presumably given a budget to acquire a computer system to enable it to handle the absorption of the Carson’s stores. The money probably had to be spent in 1990. Any portion that was not spent vanished. Little or nothing for future years was budgeted. I came to understand these things later. I wish that the situation had been spelled out to me.

Moreover, Sue and I continually tried to portray TSI as a strong stable organization that was especially good at big projects. That was true a few years later, but in 1990 the company consisted of:

Me,
Sue Comparetto (who basically wrote checks, closed the books, and did presidential stuff),
Sandy Sant’Angelo, who could do simple programming, of which there was still quite a lot,
Kate Behart, who helped with marketing and served as day-to-day contact with some clients,
Denise Bessette, who worked only part time, all of which was devoted to projects for Macy’s East,
One or two administrative people.

The only way that the whole Bergner’s project could be implemented on time was for me to do almost all the programming work myself. The closest that I came to admitting this to Bergner’s was when I told them that Sue was terrible about time. Anything with a deadline had to come through me. Dan Stroman was quite taken aback when I said this. I was also pretty shocked when I had discovered this, but there was no sense in denying it.

Maybe I should try to grow a big white mustache.

Several IBM reps were involved in the sale of the AS/400 for the AdDept system to Bergner’s. The one whom I remember best was Sue Mueller. One of our last meetings took place shortly after the trip that Sue Comparetto and I took to England (described here). Sue brought to Milwaukee a copy of the magazine. When Sue Mueller saw my picture on the cover, she literally did not believe that it was a photo of me.

My recollection is that IBM sold Bergner’s a model B30 of the AS/400, the same machine that Macy’s was using. I think that it also had the faxing software and the modem that it required, and it definitely included OfficeVision/400, the word processing software.

Our primary contract person at Bergner’s during the negotiations was Dan Stroman¹, who was either the advertising director or the production manager. He arranged for me to meet with the individual managers—production, ROP, direct mail, and business office. Either I did not do a very good job of collecting the requirements from them, or they did not do a good job of describing what they needed.

We tried to emphasize to Dan the importance of having one person designated as the liaison between TSI and the users. At first he wanted the liaison to be a person from the IT department. However, everyone agreed that the person whom the IT department assigned to the project, Kee-Huat Chua, would never have worked for many reasons. So, the job was given to Sheree Marlow Wicklund², who at the time was the manager of the merchandise loan room.

I don’t think that in 1990 TSI yet owned the tools to produce detailed design documents. If we did, we certainly did not use them for that purpose in this installation. I merely described in the proposal what we planned to do.

The project was focused on quite a few things that required significant design changes.

Bergner’s stores had four or five logos (the name on the store’s signs). So, a table for logos had to be created, and separate versions of each ad were needed for each version of an ad.
On some pages of some direct mail catalogs and newspaper inserts the merchandise varied by market. That is, one “block” on a page might show items from one department in one market and different ones in others. Bergner’s called these “swing pages”. Providing a way to handle them meant, among other things, that the entire approach to measuring books needed to be rethought.
Bergner’s wanted to use the system to “traffic” production jobs. We proposed to do this by defining lists of steps, which we called “production schedules” and “timetables”—date relationships to the release date (the date that the materials were delivered to the printer or the newspaper). This approach worked well for setting up the original schedule, but the traffic coordinators did not like to use it, and I never did figure out how we could make it more useful for them. Sheree was certainly of little help.
Macy’s newspaper coordinators ordered their space reservations by phone. Joyce Nelson³, the newspaper manager at Bergner’s, sent a schedule to each paper once per week with all the ads, positioning requests, and other notes for every ad to be run in that paper over the next week. She wanted the system to fax them all. I was very happy to add this feature.
Bergner’s employees wanted to be able to record comments in many places. These requests were often difficult to accommodate. I devised a trick to handle some of them. IBM’s office-vision software had the ability to run programs within documents and to display the output sent to an output queue within the document instead! The parameters for the program could even be included in the document. So, a form letter could be created for sending detailed information about an ad to a group of people. The text surrounding the report could be changed every time. I especially liked this approach because I was fairly certain that it could not be replicated on any other system.

I was signed on to our B10 all day every day.

By the time that the software was delivered, TSI had a small AS/400 in its office, and we quickly established peer-to-peer communication with Bergner’s system. This allowed us to sign on to their system from TSI’s office and to send programs directly from our AS/400 to theirs over the phone lines. I worked all day on programs in TSI’s office and installed the ones that I deemed to be working early in the morning. This was feasible because our office was an hour ahead of theirs.

I communicated with Sheree via the AS/400’s messaging system, which supported both plain text and word processing documents. Kate communicated with Sheree by telephone. I expected Sheree to interact with the users and managers personally. Instead they had weekly meetings that all the managers attended. They appear to have been mostly gripe sessions. Sheree took notes and sent me a list of the issues reported. She did not send one document per area; all areas were included on one document.

I liked the idea that we received a written record of the issues, but my responses expressed my exasperation at some of them. Often users were still complaining about things that I was positive had been fixed. In other cases they had changed their minds about decisions that they had previously made and we had implemented. I responded to all of the issues that Sheree had sent in one document. I did not anticipate that Sheree would share all of my responses with all of the managers. I guess that I should have anticipated that possibility, but I had not worked at a large company for seventeen years, and the meetings at Macy’s were usually limited to one area at a time.

At any rate, I ended up on several shit lists because I responded negatively in print to some managers’ comments, and all of the other managers got to read. It never occurred to Sheree that if I had wanted everyone to read my answers, I could easily have sent the document with the responses to each of them.

Privately I was outraged that Sheree had violated what I considered to be a special relationship between the developer and the liaison. I expected her to be a strong advocate for the system when working with the users and an equally strong advocate for the users when speaking with us. She evidently considered herself more of a project manager whose responsibility was to organize and keep everyone informed. She did this. However, for such a complex system with such a compressed timeline, this was just not enough.

I talked with Dan about the situation, and I pleaded for a different liaison. He said that it was out of his hands. Ouch.

The installation at Bergner’s should have been a great success story. Some of the areas—notably the newspaper and loan room areas—were working very well in record time. The other areas proceeded much more slowly. I felt extremely frustrated by the incredibly inefficient process upon which Bergner’s insisted.

Nevertheless, by the time of my visit in December of 1990 the ill will had dissipated to the point that they invited me to the department’s Christmas party. I could hardly believe it. A live band was playing. There was a mosh pit! The young people who worked in the creative and production areas were going crazy. The old fogeys with whom I dealt were much more subdued.

That evening Joyce Nelson asked me to give her a demonstration of my technique of throwing playing cards. She produced a deck of bridge cards, which are not as easy to throw as poker cards. However, I was sure that I could spin one at least twenty yards. Unfortunately, the ceiling was too low. To get a card to go a long way, its flight must describe a loop. I could not possibly throw a card at high velocity without it crashing into the ceiling or floor after a few yards. I had to demur, and I never got another chance to display my prowess.

I located in our basement a few pages of memos written by me or Sheree about the installation. Kate had written notes in the margins. At a distance of thirty years (!) I could not understand the details of what was being discussed, but it was evident that I was trying to juggle a large number of balls at once. However, the use of the test system and the attitude of some managers made it seem like the balls were all coated with fly paper.

At some point in 1991 Bergner’s agreed that we had met the terms of the contract, which, by the way, was TSI’s simple version with only a few amendments. They made the last payment and also indicated that they also wanted to prepay TSI’s software maintenance for, I think it was, a year. They asked us to send them an invoice for this, but they wanted the description to be something like “Miscellaneous programming projects”.

The proverbial wolf was at TSI’s door again, and we had never turned down a check. So we did what they asked.

Bergner’s also approved quite a few enhancements that TSI had quoted. These projects were not covered by the original contract. So, I was still very busy with writing and installing all of the new code.

We used part of the money to hire Tom Moran to help with marketing. His role at TSI is discussed here. Perhaps I should have hired a programmer instead. I was more confident in my ability to produce an abundance of good code than my skill at closing sales. Also, I could not afford to devote the time necessary to train a programmer.

Bankruptcy: By August of 1991 Bergner’s had not sent TSI any checks in several months. We learned that the company had filed for Chapter 11 bankruptcy. My recollection is that they owed us more than $10,000. We had no experience with this; none of our previous clients had ever done this.

Dan told me on the phone that Bergner’s would not be allowed to pay any invoice that was received prior to the default date and was still open. I realized immediately that they must have suspected that this was coming. That “miscellaneous” check was done that way so that we would be obliged to provide support for programming projects that they never paid for.

I wrote them a letter that said that we intended to apply the money from the miscellaneous check to the projects that we had delivered but they had not paid for, and we would begin to bill them for software maintenance. The Senior VP of advertising, Ed Carroll³, was furious at me personally. Dan Stroman called me about the situation. He said that I didn’t know who our friends were.⁴ Well, he might have been a friend, but I don’t think that many people at Bergner’s qualified for that distinction. I told him that our legal advisers (Me, Myself, and I) said that money given on deposit like that could be applied to open invoices. Dan did not respond to that. Instead, he asked if he wanted us to continue as a customer. I told him that I wanted them to become a paying customer.

I don’t remember the details of the rest of this episode. We continued to support the users at Bergner’s. They asked for a few more projects. We felt compelled to bill them at higher rates to try to make up for the money that we had lost.

I learned later that much of the retail advertising community considered Ed Carroll a sleazeball. What his advertising department did with that invoice was probably illegal or at least against company policy. He resented that what I proposed would make him look bad.

Test Environment: I found a letter dated May 13, 1992 that Kee-Huat Chua sent to TSI. It began with these two sentence fragments.

As you are aware of PAB’s intention to set up separate program environments for the AS/400 system. What it entails: one environment for intensive testing by users and one environment for developer/programmer to perform units [sic] test on the program module(s).

It then describes electronic forms that we needed to fill out before we made changes to the system. After we sent the form to him, he would copy the entire production library and the entire data library to the test environment. When this would happen is not designated in the letter. It could not be done if anyone was using the system. So, presumably it would be done at night.

After the libraries were duplicated, we would be allowed to sign on and implement the changes. We were also supposed to test them and send him a memo documenting that we tested them.

I guess that the users would then test them, but the letter does not mention it. It also does not mention how the changes will get into the production environment.

However, it does emphasize (in bold print, capital letters, and underlines), “NO COMPILING OF PROGRAMS ALLOWED DURING OFFICE HOURS UNLESS UNDER SPECIAL CIRCUMSTANCES; when making program modification.” Those special circumstances are not described.

Kee also included a list or reasons why this approach would be good for “TSI/Programmer:”

– To better perform & concentrate on their development.
– Less interruption and delay for development tasks.
– Secure production application: AdDept.

Although I considered this additional requirement a breach of our contract, I did not feel that I could refuse outright. I was sure that no matter what the missing details were, it would slow down our delivery of projects that they had requested by 50 percent or more. It also pretty much excluded them from ever getting new releases of our software.

This time Dan called me. I told him that we could have done it using test libraries from the beginning, but the project would have been hopelessly behind schedule if we had. He replied that he thought that that was what I would say.

I didn’t say this to Dan, but I also knew that this approach guaranteed that we would be doing a lot of extra work for which we would not be compensated. I cannot imagine who would really benefit from this. The alleged benefits for Bergner’s were equally bogus:

– To stabilize the “live”/production system both in the short run and the long run.
– To adhere with PAB’s standard of implementing computer systems established by Management Information Systems
– To encourage more users involvement with the implementation of the application.

I was mostly thankful that they did not come up with the idea of inserting this guy from the IT department between us and their system while we were still working on the base system specified in the contract.

I made lots of mistakes, but I also fixed problems very rapidly.

This was a good example of why it always took IT departments ages to develop and install new software and why so many companies ended up outsourcing the IT department itself. My shoot-from-the-hip approach admittedly required some pain and frustration for a short period of time. However, it had worked extremely well in the ad agency environment, and it would also eventually prove effective in many other retail advertising departments.

Documentation and Ease of Use: Macy’s East’s long and involved contract did not require TSI to provide written documentation of how the programs worked. Although they demanded a commission for any AdDept systems sold in the first year after it was signed, they considered the whole project a custom job.

I no longer possess a copy of our contract with Bergner’s, and so I cannot check on whether it specified anything about documentation or not. I doubt it. Producing a user’s handbook that covered every eventuality of every aspect of the system would have been an overwhelming undertaking that got worse with every program change or new module. Instead, I made a conscientious effort to try to make the system fairly easy to use.

The layout of all of the screens was consistent.
- The top three lines of data entry screens described the purpose. The screen number was in the upper right corner.
- If a new item was being created, the word “New” was also in the upper right corner, and it blinked.
- If the item already existed, the user ID, date, and time of the creation and last change were displayed.
- All binary fields required the entry of Y or N. The 5250 standards used by all of the terminals and PC’s did not support check boxes.
- The options for all fields that would have had radio buttons on a GUI (graphical user interface)⁵ were listed on the screen.
- Two function keys were available at all fields that were verified against the database. F2 produced a detailed description of the field. F4 called a program that allowed the user to list and from the existing entries. Exiting these programs returned the user to the original screen with the cursor position maintained.
- All dates were entered in the form MMDDYY.
- All fields were verified when the Enter key was pressed. Any entries that were not valid were highlighted, and the cursor was positioned there.
The format for all reports was as consistent as possible. The report number was almost always in the upper right corner.
A list of the names of the most important tables and their key fields was provided for querying purposes. The names of the fields was consistent from table to table.

The biggest gripes were the lack of a user handbook and that the system was not “intuitive”. I considered trying to write a handbook, but I could not figure out a way to do it. Furthermore, I could not even start on it until all the programming required in the contract had been completed.

In all honest, I have never seen a system that was intuitive. The text-based user interface, which the only thing IBM provided at the time, probably seemed difficult to people who had never learned the keyboard.

I thought of a few ways to provide better documentation later, and we provided them to both new and existing clients. By then, however, Bergner’s had decided to try to find a different system.

Camex Interface: We were not the only software developers who felt Bergner’s wrath. When the AdDept installation began, Bergner’s produced its ads using Camex software on very expensive workstations from Sun Microsystems. Macy’s East did, too. Both of them wanted Camex to work with us for a two-way interface between the two systems. The story of how this project never got off the ground is recounted here.

Epilogue: The story of the installation has at least four epilogues:

I think that after the bankruptcy brouhaha Bergner’s hired Gary Beberman, who had done a fantastic job as our liaison at Macy’s East, to help them. He called me about it. I told him that they had a good system installed, but we did not get along with some of the people there. I told him about the restrictive process that IT had set up for me to use. He was sympathetic, but he had no advice about how to turn around. He also warned me not to use Bergner’s as a reference account.
Bergner’s advertising department tried unsuccessfully to replace AdDept for years, maybe even decades. I went back there for something some time in (I think) 1992. Joyce told me that they now had two systems, a pretty one and an ugly one. She said that she preferred the ugly one that worked.
Bergner’s emerged from bankruptcy in 1993. They paid us pennies on the dollar. In 1998 the company, then known as Carson’s, was acquired by Proffitt’s Inc., which later became Saks Inc. All of the other Saks Inc. divisions used AdDept. Carson’s was merged with Younkers and Herberger’s, which both had successfully used AdDept. The resulting entity was called the “northern division”. Saks Inc. sold the division to the Bon-Ton in 2005, which closed down all 267 stores in 2018. During that entire disastrous sequence of events Ed Carroll ran the advertising department in Bergner’s. Carson’s, the northern division of Saks Inc., and the entire Bon-Ton.
Some time early in the 2000’s I unexpectedly ran into Ed and Sheree (?!) at Saks Inc. in Birmingham, AL. Steve VeZain, who was in charge of the corporate marketing group, had asked me to come there for some other reason. Sheree was cordial to me, but when Ed saw me he barked, “What are you doing here?” More about this event is documented here. I never saw Dan Stroman again. I have no idea what happened to him.

Miscellaneous: Here are a few things that I remember about the installation:

Dan and his wife had Sue and me over for supper on evening. She was a big University of Wisconsin fan. I remember her saying “How could you not love Bucky Badger?” I thought that Bucky Badger was ridiculous then. I have subsequently learned to hate him. The Stromans’ house was on a large pond. Dan had a boat. I don’t know why, but he revealed to me that he had had a vasectomy.
Bergner’s insisted that I stay at the Mark Plaza Hotel when I was in Milwaukee. It had a doorman. He held the door for me even though I always had a free hand. I guess that that was his job, but it annoyed me. I have always hated it when people offered an unsolicited service and then expected a tip.
One evening I tried to get some work done in TSI’s office, where I had “passed through” to Bergner’s system. After a while I became too drowsy to be productive. So, I intended to end my remote session. Unfortunately I keyed in PWRDWNSYS on a command line rather than ENDPASTHR. I accidentally shut down their system! I had to call the IT support line in Milwaukee and talk someone through starting it up again from the system console.
The German food in Milwaukee was unbeatable.
One day Dan Stroman, a guy from production whose name I don’t remember, and I went to lunch at a Thai place. I didn’t think much of it.
I had fun jogging down by Lake Michigan in the evenings.

Failure: This entry has made me think about the nature of failure.

For about thirty-five years I designed, wrote, implemented, documented, and supported software systems. In the fifteen-year period that we actively marketed AdDept, we had thirty-five installations. Of all of those, the only one that I would characterize as a failure was the one at P.A. Bergner & Co.

I probably made mistakes. I tried to work on everything at once. I wanted to provide each stakeholder in the department with something to show that we were making progress.

Perhaps I should have insisted on doing one media at a time. Would Bergner’s have accepted that strategy? Who can say? They put a lot of pressure on us to get the entire project delivered. They seemed to have underestimated how much new programming they wanted. I am certain that I never said that we had already written software that was not actually working, but we were definitely trying to be optimistic. We desperately wanted the job. Maybe some statements that we made got misinterpreted.

I often took the “one area at a time” approach in other installations. We usually started with ROP and quickly achieved successful faxing of insertion orders and printing of schedules. That served as a confidence booster. If we had achieved important objectives quickly, perhaps no one would have suggested that wretched test environment. That approach would probably have also eliminated the weekly committee meetings. If my reports had been to one manager at a time, I would have been more careful in my comments.

In some future installations I designed one-time programs to help with the initial loading of tables by reading in user-supplied spreadsheet files. It did not occur to me to try this at Bergner’s, and no one suggested it. I am not sure that they actually had any files that I could have used.

I learned my lesson. In all subsequent AdDept presentations, I emphasized what I called “our dirty little secret”, to whit, the biggest factor in determining the success of an installation was the person who acted as liaison. I also took pains to specify what precisely the liaison’s responsibility and traits should be.

I also recognized that I should never have put in writing anything even slightly derogatory about a third party. Thereafter I always assumed that everyone would read every word that I wrote.

I learned one other lesson from this experience. I needed to investigate prospective clients more closely. From then on I asked prospective clients why they had decided to pursue automation of their advertising department at this point in time.

I can’t be too hard on myself, however. I don’t know of anyone else who managed to automate two advertising departments of large retailers. Over the years I installed thirty-five AdDept systems.

1. I never saw Dan Stroman again. I have no idea what happened to him. I suspect that he must fallen out of Ed’s favor. He may have been blamed for selecting TSI to design and implement the administrative system and for the collapse of the Camex interface project.

2. Sheree (pronounced like Sherry) Wicklund now goes by Sheree Marlow. Her LinkedIn page is here.

3. Joyce Nelson worked for the company until 2004. Her LinkedIn page is here.

4. Ed Carroll, one of the very few people in my life who really hated me, died in 2016. His obituary is here.

5. IBM did not provide OS/400 with a real GUI until more than a decade later, and even then what they suggested was slow, resource-intensive, and lame compared to what people were accustomed to on PC’s and Macs. TSI’s screens maintained the same format throughout the history of the company because we never found a way to convert the hundreds of screens that we had to produce something that was reasonably attractive. The approach that came closest was to write everything over in a language that used CGI for HTML files. That was how AxN worked.

1999 TSI: The Fourth Crisis

Posted on May 25, 2021 by Mike

Jamie Lisella at TSI. Continue reading →

TSI’s fourth major crisis involved my sister Jamie¹. In 1985 Jamie married Joseph Lisella Jr. in Chicago, and they moved to Simsbury, CT. Jamie already had two daughters, Cadie (eight years old) and Kelly (a couple of years younger) from her first marriage. The Lisellas had three children: Gina was born in 1988, Anne in 1989, and Joey (Joseph III) in 1991. My relationship with the Lisella family is described here.

This is the only photo I could find of Jamie from the nineties.

Jamie’s LinkedIn page indicates that she worked at TSI from 1993 to 1999. My recollection of those years is spotty², and TSI’s records from those days are not at hand. So, I have tried to construct a timeline to goad my memory. In 1993 Joey was only two years old. I seriously doubt that Jamie spent many hours per week working for us before September of 1996, when Joey entered the first grade. I honestly do not remember too much about what her role was before that time, and Sue could not remember either.

To tell the truth, this is rather embarrassing. I have never tried to spend time envisioning what other people’s lives were like. Before I started researching this entry it never occurred to me that it was awfully strange for Jamie to be working while she had three children who were that young. I don’t remember her ever talking about baby sitters, but we did not actually communicate much.

In fact, neither Sue nor I could even remember hiring Jamie. There was no interview or anything like that. I seem to remember that she started by coming in to the office to help with the cleaning³.I had little or no interaction with Jamie at work for those first few years.

Doug, Harry, Denise, and a little bit of Sandy.

The three year period of 1996-1999 was the busiest that TSI ever experienced. Denise Bessette, whom I had made a principal and named Vice President of Product Development (as described here), and Harry Burt did the bulk of the programming. Steve Shaw was also working with us for part of that time as a programmer. Sandy Sant’Angelo’s role was to answer the support line, document problems or questions, and direct them to the best person to handle them. She also did a little programming. All of these people are described here.

I spent a great deal of time working on the Y2K issue. I also flew around the country doing demos for prospects and gathering information for specifications from them. I also wrote up the very detailed proposals that we presented to prospects, installed all the new systems, and did almost all the training.

Denise also handled the payroll. I think that we had already started using Paychex during this period.

Doug Pease was in charge of marketing, which, in that period mostly entailed making sure that warm prospects stayed warm, and, once they committed, assuring that all the correct hardware was ordered and installed. He also accompanied me on the sales trips that culminated in demos.

Linda Fieldhouse had been hired to do the books and to help with sales and marketing. I am not sure when she left TSI, but it must have been at that point that Jamie assumed some or all of Linda’s responsibilities. As I mentioned, I am not sure what Jamie had previously been doing. She might have been “helping Sue get organized”. A lot of people auditioned for that difficult role over the years.

In 1999 Jamie was definitely handling accounts payable, billing (including breaking down the long-distance phone charges), posting cash, and closing the books at the end of the month. Most of these had been automated for years, and none was difficult or time-consuming. She also booked the travel arrangements either directly or through our travel agent. We were looking for new office space in 1999, and she spent time on that as well. Her other responsibility was to answer the main phone line, which was used by vendors and prospects as well as the people from the marketing group at Saks Inc.

I often felt like this guy, but I never wore a red tie.

A remarkable thing happened in early 1999. TSI was getting overwhelmed with programming requests. This problem could not be solved by simply hiring more people.⁴ I had ample experience with trying to address the problem of too much work. For the first six months (at least) each new programmer was counterproductive. More time was spent in training, checking, and correcting. There was no pool of “plug and play” workers who could be inserted into to a project. At least I did not know of one. We could not raid our competitors. We were the only company designing and selling administrative systems for large retail advertising departments.

We took two steps to address the problem.

I had to tell Doug not to try to sell any more systems. He could market hardware and the like, but the programmers could not take on any more tasks for at least the rest of the year. He took the imminently sensible step of resigning to seek another position. Much more about Doug’s career at TSI can be found here.
Despite the risk, we also decided to try to hire another programmer. We approached Josh Hill⁵ from Saks Inc. He was an intelligent guy. Josh did not know how to program in BASIC, but he did know as much about how our customers used the AdDept system as anyone did. I have always thought that it was easier to teach someone programming than to teach the intricacies of administering retail advertising.

We arranged for Josh to fly up to Connecticut one weekend in July. He spent a day or two with Denise, who previously did not know him very well. Denise had him take a programming aptitude test. He did not do very well. Denise took the test herself and scored more than twice as high as Josh did. Denise decided to make him an offer, but he turned it down.

At about this same time Jamie approached me with the suggestion that I move out of my house in Enfield and share an apartment with her in East Windsor. I scoffed at this idea. I wasn’t even considering moving out. Even if I did, my first consideration would be my two beloved cats, Rocky and Woodrow. I would also never again live with a smoker. Evidently Jamie was serious about this, and she was insulted that I had dismissed it out of hand. She told me, “I would be a good roommate.”

When Doug resigned from TSI, I told Jamie that she could have his job if she wanted it. I also informed her that he resigned because I told him not to sell any more software systems for the rest of the year, at least. I am not sure that she absolutely rejected the idea of replacing Doug, but she did not accept it either. I got the impression that this did not fit in with her plans. We proceeded with the status quo ante.

By this time Jamie had found a new office for TSI in East Windsor. We all liked it. I had signed the lease, and we were in the process of designing the interior.

Meanwhile, Steve VeZain, Josh’s boss at Saks Inc., had concocted a huge project that he wanted to discuss with us in person. He and Josh flew up to Connecticut to present it. Denise and I met with them and then took them to dinner. The project was a monstrosity. It involved combining the data from all the divisions—without them knowing about it—onto a separate computer in Birmingham so that Steve’s group could do more analysis. We tried to discourage him, but he was adamant that he want us to spec it out and quote it. We agreed to do that much. Steve and Josh must have stayed the night at a hotel and departed at some point the next day.

Shortly thereafter Jamie came into the office on a Saturday. She accosted me at my desk and let me have it with both barrels for fifteen or twenty minutes. I have been yelled at a few times, but this outburst was unexpected and extremely intense.

I did not interrupt her much, and I listened very carefully. I went into debate mode⁵. When she had departed, I immediately made a list of all of the points that she had made. I was quite confident that I had produced a comprehensive list of the items, one of which was that I should tell Denise how she felt.

I don’t claim to remember everything twenty-two years later, but here are the most critical things:

The only positive thing that Jamie had to say was that I had correctly handled the situation with Sue (described here).
Although her complaints touched on everyone except Harry, the main focus was on Denise.
Jamie did not like Denise’s attitude, which was all-business whenever she was at the office. I could understand how Jamie might think that Denise considered herself superior.
Jamie did not understand why I had reacted in the way that I did to Denise’s acceptance of a job offer from another company (details here). I must admit that I surprised myself by the intensity of my reaction.
Jamie was especially upset that she had not been invited to the dine with Steve and Josh. To be honest, it had never occurred to me to invite her. The four of us had worked all day on this project. It seemed natural to continue the talk. I was the president of the company, and Denise would be in charge of marshaling the forces to complete the project, if it came to that. If Jamie had taken over Doug’s job, I might have thought of her. As it was, she was an administrative person with a few other responsibilities. Who invites administrative employees to dine with clients?

I sent an email to Denise telling her that we needed to meet about Jamie before office hours on Monday. Denise came in an hour early. She mostly just listened while I told her all the details. I emphasized that if I had to choose between Jamie and her, I did not consider it a close decision. However, my objective in talking to Jamie was to try to keep her from quitting. Denise and I made a list of things that might make Jamie’s job more palatable. The plan was for me to ask her out to lunch on Monday to talk about it. Denise would not be there, but I assured her that I would never double-cross her.

In those days I did not have an office. My desk was in the computer room. The door to the other section of the office was always open. The doors to Denise’s office were glass. It was not possible to have a really private conversation there.

When Jamie came in for work on Monday, I asked her in private to go to lunch with me to discuss the issues that she had raised. She said, “Lunch? I don’t eat lunch.”

My suggestion was, at least at the time, the way that people in business arranged for a discussion out of the office. I thought that everyone in business knew this. I interpreted her rejection as unwillingness to talk about this with me. Maybe Jamie did not mean that; maybe she had a religious objection to having lunch in a restaurant. If so, should she not have proposed an alternative?

Jamie was also let me know that she was very upset to learn that I had discussed the situation with Denise. When I reminded her that she had told me to tell Denise what she had said, she just gave me the stink eye.

From that moment on the atmosphere in the office was intolerably toxic. Denise avoided dealing with Jamie altogether. A little while later Jamie gave me a letter that said that the circumstances had forced her and Cadie to resign.

That action left us with four programmers, no administrative people, and no marketing people. I could handle the administrative tasks, but I definitely did not want to do them for any longer than necessary. There were many other things that needed my attention. It took us a while to find a good fit for our administrative area, but we eventually did, as is explained here.

I was already prepared for TSI to do no marketing for the next year or so. So, once Eileen took the job, I figured that we were all set for a while.

Within a few weeks two events took me by surprise:

Jamie came over to our house in Enfield and talked to me in the yard. She told me that her husband Joe was “a monster”. She intended to leave him. She was especially furious about something that I did not understand concerning stock in McDonald’s, Joe’s employer at the time. Of course, I asked about the kids. Specifically, I inquired what I could do to help. She said that she wanted her old job back. This shocked me. I told her that that was no longer possible. She did not yell at me; maybe she realized that it was a lost cause.
I learned from Steve VeZain that Jamie had made plans to go to Birmingham, AL, to work for Saks Inc. as the liaison with TSI. He wanted to know if I was OK with that. I told him that we would try to work with anyone.

Many things about the situation made no sense to me. To begin with, I knew Joe Lisella pretty well. He was a Sicilian, and I supposed that some cultural baggage was evident there. He was certainly devoted to his family, and he had a consuming interest in sports. In no way did he seem like a monster to me. Jamie may have seen another side, but how could it take fourteen years and three kids to appear?

Furthermore, if he was a monster, how could she leave him alone with five kids, only three of whom were his relatives? She told me that she hoped to send for them “eventually”. I said that I would pay for air fare for them, and I definitely meant it.

One Saturday or Sunday I was, as usual, alone in the office; I don’t recall what I was working on. Suddenly a thought popped into my head and broke my concentration: “This must have all been about Josh!”

That idea seemed to make everything fit. I knew that Jamie had spent a lot of time on the phone with Josh. We billed Saks Inc. for all of our telephone charges to Birmingham. So, this did not raise a red flag at the time.

Josh had come up to Connecticut to interview with Denise for the programming job. It did not work out. I felt certain that Plan A for Jamie was for Josh to move to New England. In her mind Denise had scuttled this plan by making an insufficient offer. Given Josh’s performance on the aptitude test, I was surprised that Denise had made an offer at all.

Jamie probably thought that Denise also prevented her from attending the meal with Steve and Josh. In fact, she had nothing to do with it. I invited the other three people; I never considered inviting Jamie, and I am almost positive that no one objected.

Later, Joe Lisella informed me that he had discovered a trove of conspiratorial emails between Josh and Jamie. He wanted me to read them. I refused; I told him that I had already figured that angle out. He wanted me to testify in the divorce hearing (or whatever it is called). I said that I couldn’t. I did offer to write a letter listing the facts as I knew them. He was satisfied with that.

In 2001 I received a phone call from a guy at Computer Sciences Corporation. Jamie had applied for a job there and given me as a reference. The man on the phone said that the job involved software support. He wanted to know if I thought that she could do it. I began with a disclaimer that she was my sister. He knew that. I then said that I was not really in a position to make a judgment because that was not what Jamie did at TSI. He tried to get more out of me, but that was my final statement. According to her LinkedIn page, she worked at CSC for two years as a “Technical Analyst II”.

After she left Connecticut for Birmingham, I talked on the phone with Jamie at work a few times. I saw her at the Saks Inc. office at least once. She said hello, but not much else. I sent her birthday presents for a couple of years. I called her when their dad died in 2011, and I tried to convince her to come to the funeral. I even said that I would pay the air fare for her and any or all of her kids. She wouldn’t do it because “it would be hypocritical because he hated me so much.”

We haven’t communicated directly since then.

1. I think that in 2021 Jamie still resides in Birmingham, AL. I am not sure what she is doing there. Her Facebook page is here.

2. I have located most of my emails and other documents from 1999 on.

3. One of my emails from 1999 indicates that Jamie was originally hired by Sue to help clean up the office. The motivation for this was to help her pay off money that Sue loaned her. At the time TSI was a partnership, not a corporation. So, Sue and I were responsible for all financial transactions.

4. A pretty good analogy is that you can’t produce a baby in one month by hiring eight additional women.

5. Josh Hill was still in Birmingham in 2021. His LinkedIn page is here.

6. I don’t mean that I argued with her. On the contrary, I did not argue with her at all. I listened to her as carefully as I did to speeches during my eight years of debating and six years of judging debates. I was very good at this.

1988-2014 TSI: The Programmers

Posted on May 24, 2021 by Mike

Supporters and coders. Continue reading →

TSI’s first, last, and best programmer was Denise Bessette. For three decades she was one of the most important people in my life. More details about her relationships with TSI, me, and the rest of the crew can be found here.

During the years that Denise worked only part-time most of the programming burden fell on my extremely narrow shoulders. By 1987 it had become too much. We needed to hire a full-time programmer. I placed ads in the Hartford Courant and the Journal-Inquirer. It was not a good time to be hiring. The state’s unemployment rate was heading toward a record low of 2.8 percent, and the demand for programmers far exceeded the supply. I understood that a small firm like TSI would be at a disadvantage when competing with giants like the insurance companies. Besides, our office was in a converted barn, and we were not able to offer any benefits to speak of.

Sandy in the kitchen in TSI’s East Windsor Office.

A few people responded to our ad. The only one that I had any interest in hiring was Sandy Sant’Angelo, whose name was Sandy Scarfe when she started at TSI. She had taken a few programming classes. She worked for the Springfield (MA) Public Library system. A major part of her job there was helping to set up the new computerized system for keeping track of the books. This was not very close to anything that we did, but at this point my choices were to hire her or start the recruiting process over. I chose the former.

Sandy turned out not to be a great coder, but she had other traits that I valued highly. She learned how to use the computer systems rather quickly, and if a project was well-defined, and I provided her with a somewhat similar program to use as a model, she was eventually able to save me a little time. What I liked the most about her were her dependability and her attitude.

Harry Burt, Lucia Hagan, Chris Bessette, Sandy, and Denise at the summer outing in Old Saybrook.

Unfortunately, the great bulk of our work in the nineties was quite complicated, and it became more and more difficult for me to find appropriate projects for her. One thing that I had noticed was that she was good at talking to the users at our clients’ installations. She had a cheerful demeanor, and she was pretty good at getting to the bottom of problems.

At the time TSI’s office had two telephone lines¹, a generic number that we published in our promotional materials and a support line that we provided to our clients. I decided that Sandy’s primary responsibility should be answering calls on the support line. If they were simple questions, she could deal with them immediately. Otherwise, she recorded them. At first we kept track of the problems on paper, but soon we devised a simple system for recording them in a database available to all the programmers.

Denise, Sue, me, Sandy, Lucia, and Harry. Chris or a restaurant employee must have taken this photo.

This system worked pretty well. The key question that we asked was whether the problem was holding up the client’s work. If it was, the problem was automatically escalated. In nearly all cases these problems were addressed the same day.

I did not often work closely with Sandy. Actually, no one did. Her telephone voice sounded fine on the other end, but for some reason it really carried inside the office. I had to move her desk away from the programmers’ area.

Although I had hired Sandy, when Denise took over application development, she became the boss of all of the programmers. After a few years, Denise, who knew Sandy’s limitations, decided to eliminate her position. The meeting in which she was the terminated was very hard for me to witness. Sandy broke down and cried. I understood that Denise had made a business decision, but I doubt that I could have done it. By then I thought of Sandy as part of the TSI family. Nevertheless, I never considered overruling Denise’s decision.

Sandy, me, and Harry at the door to the TSI office in East Windsor after a blizzard.

I don’t have a lot of vivid memories of Sandy. She got married after she came to work with us, and she seemed happy. Her attendance record over the years was nearly spotless. She also attended all of TSI’s summer outings and Christmas parties.

I only recall her expressing a strong opinion about one thing. She loved the Harry Potter books. Her endorsement, however, was not sufficient to prompt me to dip my literary beak there.

Sandy was the person who alerted the rest of the office about the attacks on 9/11/2001. Everyone else in the office was shocked at this, but I had spent more time in airports than the rest of them put together. The airport security by that time was unbelievably lax. I had concocted in my mind at least three ways of sneaking a gun aboard a plane. It was also no surprise to me that plenty of people in the world who despised the United States for its arrogant and interventionist foreign policy and its unquestioning endorsement of anything done or said by Israel.

I find it personally embarrassing that I know so little about Sandy, a person with whom I worked for more than a decade. I just let her live her life as she wanted to and expected her to come in every morning. I can never remember her asking for anything.

After assigning Sandy to answering support calls, I reckoned that we needed another programmer. The Internet was still in its infancy, and so the process again involved expensive want ads in the local papers. Before finding someone who fit the bill I hired two different people, neither of whose names I remember.

The first was a woman in her twenties or maybe early thirties who already had programmed in BASIC at another company. I hired her. I was pretty excited about the prospect of working with her. It seemed likely that she might be able to get up to speed in record time. On the first day she appeared in the office at 8:30, TSI’s starting time. I immediately put everything aside to help her understand how we programmed and to go over some of the peculiarities of the hardware and operating systems.

If I had a sick pet, I would also ask permission to go home, but I don’t think that I would quit my job.

At some point she must have received a phone call. It only lasted a couple of minutes; I thought nothing of it. However, just before lunch she told me, “I’m sorry, but this won’t work. My dog is sick, and I need to be with him.” I don’t remember what I replied, maybe nothing.

I immediately initiated another job search. This time I hired a guy in his twenties who claimed to have done some programming for a previous employer. I spent a couple of weeks training him, and he seemed to be making little or no progress. I began to doubt that he had ever written a program, or at least one that did approximately what was required.

I have only a vague recollection of what he looked like or anything about his personality. I do remember that he was into the martial arts and worked out. He was in very good shape.

I probably would have worked with him for another week or two before deciding, but we had a twinax connectivity problem. As is explained here, the individual terminals and PC’s were connected to the server via twinax cabling. Each station was dependent upon the cabling, pigtails, and settings of the other devices on the line. Some of our cables were very long. We ordered these custom-made from a company in New Britain. They were expensive. Moreover, the company needed a little time to make them, and it was located forty or so miles from TSI’s office.

It was an “all hands on deck” situation until we got the situation resolved. Everyone was checking connections. I asked the new programmer to connect one of the cables to one of the devices. I showed him how their were two holes on the “pigtail” and two pins on the end of the cable. The pins, of course, fitted into the holes. Once the connection was made, a cap on the end of the cable could be turned so that it was impossible for the cable to come loose. I honestly thought that it was impossible for anything to go wrong. I had done this many times, and nothing had ever gone amiss.

Those two pins are not supposed to lie flat next to each other.

We spent an hour or so trying to get the line to work, but we had no success. I eventually examined the connection that this new fellow had made. The pigtail was tightly attached to the cable. I unfastened it and looked inside the head of the cable. Both pins were bent at a 90° angle, one to the right and one to the left. They resembled a pair of arms stubbornly crossed on someone’s chest. I would have bet that no one was strong enough to do this. To this day I had no idea how he accomplished this feat.

I was so angry that I had to retreat into Denise’s office for a few minutes so that no one could see me. I decided on the spot to fire him, but I waited until the end of the day to do it.

I thought at first that we would need to order another custom cable. However, we found a spare cable, and with a few adjustments to our wiring scheme, we were able to get the connectivity resumed within a half hour.

Casual Corner’s headquarters as viewed from South Rd. The pond was usually full of geese.

Twice when I advertised for a programmer, I received applications that I could not believe. One was from the lady who was IT director at Casual Corner³, a large retail chain. Their home office was in Enfield. My customary jogging route took me right past their complex. The IT department even had an AS/400! Casual Corner did not advertise much, but with and “in” we might even get an AdDept installation out of it. I tried to contact her, but she never scheduled an interview.

The other guy was retired. He had been an IT director at a large company. He came in and talked with me. He said that he would work cheap. He just wanted to write code. I don’t know whether he would have been a good programmer or not, but my primary interest was elsewhere. At the time we were just beginning to try to work with IT departments, and the process always left me frustrated. I thought that having this guy on TSI’s team might help me learn how managers of IT departments made decisions.

It was a close call, but I decided not to make him an offer.

I think that Steve might be setting up TSI’s F10.

Instead I hired a much younger guy, Steve Shaw. He had been an RPG programmer at Riverside Park⁴ in Agawam, MA. He picked up BASIC pretty quickly, and I was able to give him reasonably challenging projects. I really liked working with him. When he started his coding was a little sloppy, but the quality improved quickly. When I told him this, he seemed slightly insulted.

While he was working at TSI Steve acquired a multi-unit property in Massachusetts. I could not understand why he wanted to be a part-time landlord. To each his own.

Steve was something of a daredevil. He purchased a jet ski while he worked for us. At some point he disclosed that he had been in a motor cycle accident in which he lost a number of teeth. I wrote a little song to cheer him up. My sister Jamie and I performed it for him in the office. It was a smash hit.

I found a copy of the lyrics:

Home, brain, nerve, heart (teeth not in photo).

On corn cobs I’d be gnawin’.
I could graze upon your law-n.
It is my firm belief.
My dentitions would be so neat.
I’d devour piles of roast beef,
If I only had some teeth.
Oh, I could eat a pie.
I’d chew up all the steaks that you could buy.
I’d masticate on pork chops bye the bye.
If you object,
I’ll bite your thigh.
From ear to ear I’d be grinnin’.
Young girls’ hearts I’d be winnin’.
I’d steal them like a thief.
I would floss away my tartar,
and stop actin’ like a martyr,
If I only had some teeth.
Music by Harold Arlen; Words by Mike Wavada

TSI’s Christmas party with the Edward Owen Company at the Nutmeg House: Jamie Lisella, Steve, Doug Pease, Ken Owen, Denise, Sandy, someone, me, someone else.

Steve only worked with us for about four years. I appreciated that he might see it as a dead-end job. However, the work was, I think, potentially very exciting. We were solving problems that no one had addressed before for large corporations that everyone has heard of. I tried to talk him into staying, but there was no way for me to argue that he could ever climb the corporate ladder at TSI. We did not have a ladder.

The next programming hire was Harry Burt², who was almost exactly my age, forty-something. He had a degree in math, and he had programmed in BASIC. He had been a vice president at a bank in Simsbury (I think) that had had closed under fairly suspicious circumstances that did not involve Harry. I hired him and terminated the job search at the end of my interview with him.

Harry mostly did programming projects for us. However, I also assigned him to monitor the work of Fred Pease in the huge Y2K project, which is described here. Fred was a college student who had never had a job before. The plan was for him to work part-time at TSI for the summer. He wanted to set his own schedule. By his own omission he tended to stay up late playing video games. Sometimes he stayed up all night.

That much was OK, but Fred constantly changed his schedule without telling Harry or anyone else. Harry had to ask him every morning how long he was going to work. He usually said “Until 11:30” or “Until 12:30”. The last straw was when he said “Until something-thirty”.

Fred’s work was also slipshod. I decided that I needed to take the project more seriously. If I was going to need to check every program anyway, I decided to do it all myself. Frankly, I did not want to assign such a tedious and unrewarding task to any of my good programmers. I did not want risk losing them. I took it on as a sort of penance; I should have seen it coming back in the eighties.

Sandy and Harry are on the left. Myself (hat), Denise and Chris are on the right. This photo is from our cruise on the Connecticut River.

Harry (who was NOT hairy—I thought of the Fuzzy Wuzzy rhyme whenever I saw or heard his name) was a great fit for TSI for at least a decade. After a couple of years I began to worry that Harry might realize that there was no path for advancement at TSI and decide to look for work elsewhere. After all, he was definitely overqualified for his job.

I decided to give Harry a small percentage commission on our software sales every month. I think that this was probably a good idea. He could see that he was profiting from our delivery of new software.

While he worked for us he also taught college-level math classes in the evenings. At some point in the twenty-first century Harry quit in order to become a full-time teacher . He told Denise, who was his boss, that he was having trouble dealing with the pressure at TSI. The environment did not seem pressure-packed to me, but from my office — even with the door open — I could not hear any conversations.

I liked Harry a lot. For a time we were the only two males in the office, and it was very nice having someone with whom I could discuss a football game. Also, since we were almost exactly the same age, we had many of the same cultural landmarks.

Harry is between Doug Pease and Denise. A little bit of Sandy is visible on the right. I think that this was the day of our Christmas dinner after the trip to Hawaii.

Harry’s best friend was Vinny, his barber. Harry often told amusing stories about Vinnie or recited humorous quotes. I devoted a fair amount of effort to buying appropriate (and usually light-hearted) Christmas cards for the employees. One year I actually found one that featured a barber named Vinny.

Harry had a 24/7 tan. I assume that he went to a tanning studio. He did not seem like the kind of person who would do that, but you never know. One of my proudest achievements was to compare tans with him on my return from Hawaii. For the first and only time, my arm was darker than his.

Denise recruited and hired all of the new programmers who worked in our office in the twenty-first century. By this time we were using Monster.com for hiring. It was cheaper and better than newspaper ads, but it was still a time-consuming practice that tied up TSI’s most productive employee.

Brian Rollet was the first person that Denise hired. I remembered that he started while I was in Hawaii for the sales/vacation in December of 1975 (described here). I brought everyone back souvenirs for the employees. For Brian, whom I had never met yet, I purchased a hula-dancing bobble-head doll.

Brian was an Army vet. In fact, he was Airborne. Had I been doing the hiring, this would have given me pause in two different areas. 1) Why would anyone with a marketable skill like programming ability volunteer for three years in the Army? 2) Why would anyone jump out of a perfectly good airplane?

He also had a pretty long commute. He lived in Ware or Belchertown — one of those towns near the Mass Pike. There is no way to get to East Windsor from that area without driving through Springfield.

Denise was most upset about one of Brian’s most unprofessional traits — dozing off in the afternoon. She asked me what I would recommend. I told her that the obvious solution was caffeine. Who ever heard of a programmer anywhere who did not consume immense amounts of caffeine at work?

Brian, Harry, Denise, and Sandy at Mystic Seaport.

My second choice was to advise Brian to work something out with Harry, who was in the adjoining cubicle. If I were in Brian’s situation, I would have asked Harry to throw an eraser at me whenever he saw me nodding off. That would have worked, wouldn’t it?

When Denise called him on the carpet about it, Brian’s solution was to eat only salads at lunch. That might have helped a little, but Denise finally had to let him go. I don’t think that she was too satisfied with what he produced while he was awake anyway.

She confided to me that she would never again hire anyone who had been in the military.

Denise’s second hire, Michael Davis, worked out much better. He got up to speed very rapidly, and Denise really enjoyed working with him, and she definitely got to depend on him. Unfortunately, he did not stay at TSI very long. He moved to Pittsburgh, where he had family or a girlfriend or something.

The good news was that he liked the work at TSI well enough to work for us remotely for a period after he moved away. So, the transition was not too difficult. Of course, he could not answer the support line from Pittsburgh.

My most vivid memory of Michael was on our summer outing at (I think) Rocky Neck State Park. He took me out on his small sailboat. People from Kansas do not often get opportunities like this. Of course, he did all the sailing. My only job was to duck my head down by my knees when he decided to swing the sail around.

I remember that after Michael had been at TSI for a year or so he decided to buy a new car. Well, not a NEW car, but a NEWER car. He chose a Volkswagen; I don’t remember the model. The few times that I shopped for a car I never considered buying a used one. I would be too afraid that I was just buying someone else’s problems. Nevertheless, Michael seemed satisfied with his purchase.

I don’t remember much about Sean Finnegan⁷. In fact, I had to ask Denise about him. He worked for TSI for two months in 2010. He was apparently a pretty good programmer, but he had difficulty talking with clients on support calls.

Jason Dean⁸ lived in the Springfield area. Before coming to TSI he had worked in Friendly’s IT department. He joined us in October 2007 and was still employed when we closed down the company in 2014.

Denise got along with Jason nearly as well as she did with Michael. She was very satisfied with his attitude and performance.

I did not really get to know Jason too well until Denise started working remotely in 2013. One thing that I quickly learned was that he was a terrific bowler. He had bowled at least three 300 games, which blew my mind. He had quite a few bowling balls. He told me that getting the ball to spin correctly depended on both the surface of the ball and the surface of the lane. So, different balls were needed depending on the condition of the lanes..

I was very surprised to learn that Jason’s bowling balls had only two holes. He did not have a hole for his thumb.

Jason knew my bridge friends Bob and Shirley Derrah from bowling in Springfield.

Jason and his wife were, in my opinion, fanatical about coupons, Groupons, and all other ways of obtaining discounts. They were always shopping for bargains. They switched their cell service from Verizon to T-Mobile to save on phone charges. However, the T-Mobile phones got no signal in their apartment. They got their money back, but it was a big hassle.

Jason had a son when he started working at TSI. His second son was born quite prematurely, and it was touch-and-go for a while, but he pulled through and was quite healthy the last that I knew. The family also had three rescue cats who were too eccentric for my tastes.

In his middle school in Springfield Jason had twice been a spelling champion. He was the only other person whom I have ever met who competed in the national spelling bee.

Jason and his family loved Disney World. They spent every vacation there, and they always stayed in the same Disney hotel. They monitored the situation very closely and always made reservations on the first day that the discounted fares were offered.

Jason had an older brother who lived at home with his parents. He spent most of his time in the basement playing Worlds of Warcraft. Although he had never worked, Jason insisted that he was a brilliant guy. He urged Denise to consider hiring him. I don’t remember the details, but he never came to the office. I am not sure that he could drive.

Jason actually contacted the Dr. Phil show to try to get them do do an intervention to help his brother get out of his shell. His parents vetoed the idea.

Jason and his parents were very conservative. He could not believe that Obama had defeated Romney in 2012. He told me that he suspected that there had been voting fraud, but he readily admitted that he had no evidence.

1. By the time that we moved the office to East Windsor, CT, in 1999 TSI had eight phone lines.

2. In 2021 Harry Burt is teaching math at Naugatuck Community College. His LinkedIn page is here.

3. Casual Corner closed all of its stores in 2005. Since then the headquarter building in Enfieldhas been used by Brooks Brothers, which also is now in bankruptcy.

4. Riverside Park was acquired by Premier Parks in 1996, a couple of years after Steve started at TSI. The name was changed to Six Flags New England.

5. Steve Shaw sent me emails a couple of times. In the one in February of 2000 he reported that he was working at the Phoenix, and they had sent him to classes on Websphere and Java. However, we never got together. Because he has such a common name, It was difficult to locate him, but I finally found his LinkedIn page. You can see it here.

6. I think that Brian Rollet lives in the Ware, MA, area in 2021.

7. Sean Finnegan’s LinkeIn page is here.

8. Since TSI closed in 2014 Jason Dean has worked at ESPN as Application Support Analyst III. His LinkedIn page is here.

1998 TSI: The Third Crisis

Posted on May 24, 2021 by Mike

Keeping Denise in the fold. Continue reading →

My recollection of many of the events portrayed below was fuzzy. I was not even certain of the year (1998) or the time of year (autumn) until I found a dated document. Lacking a good way of pinning down the details, I needed to guess at or be vague about some things.

Background: For me the period from 1995 through 1999 was the busiest, most exciting, and most stressful of any that I spent working for TSI. It was also the most potentially terrifying period. Our marketing director, Doug Pease_¹, had hit the mother lode and put us in a position to dominate the market on which I had decided to focus our attention back in the late eighties.

Most large retailers, especially department stores, were organized into divisions, and each division was responsible for its own advertising. So, when a large retail organization decided to name AdDept as the preferred system for advertising, we would usually install a system at each division. In 1998 the May Company,² which at the time had seven department store divisions, had already endorsed AdDept. Doug had also negotiated installations for the three divisions of the Tandy Corporation³ and he convinced the people at Proffitt’s⁴ Marketing Group (PMG) to purchase systems for six of their divisions. In addition to these, Doug had also made headway at several other potential clients such as Elde- Beerman, Gottschalks, and Macy’s West.

In short, TSI’s business was finally booming. The challenge was no longer whether the company could generate enough income to meet the next payroll. The question—and it was a very serious one—was whether we could meet our commitments to all of these new installations, almost all of which required significant custom programming.

There were a few other issues as well. The twenty-first century was approaching. AdDept had been made Y2K-compliant from the outset. We also had produced a version of the GrandAd system for the AS/400 that would work in the twenty-first century. We needed to convert all of the software that we used in TSI’s office as well. These undertakings were labor-intensive and required extensive testing. The details of those efforts are described here.

The company therefore faced tremendous challenges in providing the software and support for commitments that I had already made and for the prospective contracts that were almost certainly imminent. Furthermore, the person who had at that point done most of the AdDept programming, myself, would undoubtedly be devoting much less time to coding in the next few years.

I would be doing all the installations and on-site training. I also accompanied Doug on many sales trips. I gathered all of the requirements for new code and wrote the design documents and programming requests. I wrote all the marketing materials and anything else that needed to be written, as well. I also ran the business and extinguished the most serious fires. Last but not least, I did the great majority of the research on new hardware offerings and new software techniques. I still did quite a bit of coding, but I now relied on the programmers for most of it.

Fortunately, I had a team of all-stars to help. Sandy Sant’Angelo handled the support line, which during the late nineties was nearly always busy. She was quite good at documenting problems and making the customers feel comfortable. The programmers were Steve Shaw, Harry Burt, and Denise Bessette. Steve and Harry were both good programmers, and they were both familiar and comfortable with TSI’s programming standards. However, they had little knowledge of details of the AdDept system or the way that retail advertisers worked and thought. Early in 1998 Steve Shaw surprised me by leaving TSI to take a programming job at the Phoenix Life in Hartford.

Denise was extremely dependable. She was also very meticulous in her work habits and thoroughly familiar with both TSI’s standards and most of the basics of advertising. She told me that she did not want to travel, however. Therefore, I could not use her for any of the trips that I made to clients.

The Known Problem: I always tried to keep the employees—especially the programmers—happy. The work at TSI environment was, I think, generally positive. The company had very few rules. There was no dress code at all, although I expected the employees to spruce up a little when customers came to our office for training. I wrote up a short document that listed what we expected of employees. My door was literally always open.

TSI paid the programmers pretty well, and by the mid-1990’s we had implemented good programs of health and disability insurance and a 401K with matching contributions. Although I felt a great deal of stress during this period, I tried to avoid putting pressure on the coders.

I understood that there was one problem that was inherent to TSI and other small businesses: there was little or no room for advancement. I could reward people for good work, and I could try to make their work challenging and enjoyable. However, it they were ambitious and wanted to climb the corporate ladder, there was not much that I could do. I suspect that this is why Steve quit. Similarly, if they were interested in a position with more responsibility, my options were likewise limited.

I tolerated—and even encouraged—a certain amount of creativity, but after Sue left the office (described here) in 1994. I made all the important decisions. It wasn’t that I liked exercising power. I just reckoned that none of the programmers were interested in managing the business. I would have been happy just to code all day.

As good as the staff was, our upcoming workload was so massive that there was very little room for error. I knew, for example, that Sue and I could not consider another big trip until all the installations were stable, which might take years. I also understood that I had to keep the entire programming team intact if possible. As I have explained in other blog entries, I figured that every time that a programmer quit I lost at least six months of my own productivity between the time spent looking for a replacement, training him or her, and correcting all the mistakes. Furthermore, there was never a good time to look for coders, but 1997—just months before Y2K raised its ugly head—was one of the worst.

Harry and Steve were good programmers, but I knew very well that the key member of the team for the next few years was Denise. Losing her would be a catastrophe that I did not want to contemplate. I probably should have worried more than I did.

TSI’s Telephone System: Each desk at TSI had a unit like the one shown at the left. The company had many phone lines, but no one, not even Doug or I, had a direct line. TSI had two phone numbers that outsiders knew about. One line was dedicated to customers reporting problems or asking questions. That line was answered by Sandy.

The other number was in the phone book and on our letterhead and business cards. We disclosed it to prospects, vendors, and a few others. That line was answered by the administrative person.

There were also two rollover lines. If a caller called either the main number or the support number, and that line was busy, the phone would still ring, but someone at TSI would need to press the flashing button for a rollover line to answer it.

TSI relied on this phone system until the business shut down in 2014. Doug and a few others pressed me to get a more modern system in which each person had her/his own line. A couple of times I priced out these options, but I could see no advantage that was worth spending thousands of dollars. Besides, I liked our phones. In my assessment, they had one overarching advantage. They made it much more difficult for employees to initiate or receive calls from the outside. There was also a fairly strong incentive to keep non-business calls short.

Harry and Denise dressed up for a TSI Christmas party.

Denise Bessette: Denise was the first programmer that Sue and I hired in 1984. The details are posted here. She worked full-time for a couple of years and then part-time for quite a few years while she finished her undergraduate degree at Smith College and then earned a masters degree at Trinity College. In 1993 she became a full-time employee again. We let her use Sue’s office, which was better than her previous location, but it was still less than optimal because Sue never removed all of her junk after she stopped coming to the office in 1994. We also gave Denise a substantial raise. I tried to keep her in the loop on what direction the company was going, but I did not set up any kind of a formal process for doing so. I should have, but I didn’t. My excuse was that I was away on trips a lot, and when I was in the office I was exceptionally busy.

I should emphasize that, even though we had worked together for many years, Denise and I did not have much of a personal relationship. She invited Sue and me to her house in Stafford, CT, for supper once in the eighties. We never reciprocated, presumably because our house was always a mess. I doubt that in all of those years Denise and I had talked about anything besides work more than a handful of times.

During the time that Denise had worked at TSI she had occasionally received phone calls from her husband, her mother, or one of her sisters. She might have received one or two calls from other people. In the fall of 1998, however, even I, who would ordinarily pay little or no attention to such a thing, noticed that she was receiving numerous phone calls from a “friend” named Jackie.

Herberger’s: My most vivid memories of this period were when I was in St. Cloud, MN, the home base for Herberger’s a chain of eleven department stores, 1300 miles away from TSI’s office. At the time I was installing TSI’s AdDept system on a small AS/400 in the advertising department there. A more detailed description of the installation is posted here.

The offices were on an upper floor of this store.

I only visited Herberger’s a few times. The occasion that I remember the most clearly was certainly not my first trip there. It might have been the second or third. I remember that it was rather cold, but the weather did not approach the frigid levels for which nearby Frostbite Falls is famous.

In those days the only way to reach St. Cloud was through the Minneapolis-St. Paul airport. Northwest Airlines sponsored a shuttle service to the St. Cloud Regional Airport⁵. I can’t remember whether on this occasion I took that flight or rented a car and drove. I am pretty sure that I stayed at a hotel that was within easy walking distance of Herberger’s headquarters, which was on St. Cloud’s main drag, St. Gernaine St. I am pretty sure that I stayed two nights and then flew back to Connecticut on the third evening.

The main thing that I remember about my first day there was that I called the office several times to see if everything was all right. This was beyond unusual for me. On most trips, unless I needed help about some problem that I had encountered, I seldom called more than once. I have always hated talking on the phone, even if it was to people I liked. I liked all of TSI’s employees.

I don’t think that I spoke with Denise on any of those calls. However, I got the distinct impression that something was amiss. Although there was nothing particular that provoked alarm, the feeling of impending dread almost nearly overwhelmed me. I desperately wanted to get back to TSI’s office to discover the details so that I could deal with the situation. Of course, this was not possible. I had made a commitment to get the system up and running at Herberger’s, and I could not abandon the project because of a nebulous feeling.

After my first day at Herberger’s I ate supper by myself as usual. I don’t remember where I dined or what I did afterwards. I might have taken a walk. I might have read a book. I might have watched television. I do remember worrying.

I always got very tired after dinner. Every night I took a shower around 9:30 or 10:00 and then went to bed. I sat in bed for a few minutes reading a book. I almost never got through more than one chapter before the letters would begin to swim around on the page. I would then turn out the lights. Normally I was sound asleep within a few seconds.

St. Cloud in 1997 had newer cars, but otherwise it looked just like this.

Not this night. For a few hours I emulated Bobby Lewis—“Tossin’ and turnin'”⁶. I decided to make myself physically tired. There were not many choices available for nocturnal exercise. I dressed and put on my coat and hat. I then walked around St. Cloud for at least an hour. I did not go far. I just walked up and down the streets. None of the buildings seemed to have more than three stories. The only other thing that I remember noticing was a Maytag or Whirlpool store that sold appliances. I had thought that these stores—mainstays of my youth—had gone the way of the dodo, but they evidently still persisted in St. Cloud in 1998.

I eventually drifted back to the hotel and tried to sleep. I probably dozed off for a while before it was time to prepare for work. I remember that I ironed my shirt while I listened to Vivaldi on my CD player through my Bose headphones.

I was running on fumes that day. I chain-drank black coffee to try to remain alert. I took notes on all of the things that the Herberger’s employees said that they needed AdDept to do. I knew very well that Steve VeZain at PMG had already made it clear to me that no custom code would be provided for Herberger’s. Steve said that they needed to adapt to the system that worked for everyone else. I called in to TSI’s office several times on that second day, as well.

I flew back to Connecticut that night in an even worse mood than the foul outlook that these exhausting trips usually produced. On the one hand I was frustrated because the AdDept system did not work the way that the Herberger’s employees wanted it to, and there was nothing much that I could do to help them. They had no clout with PMG. They were, after all, by far the smallest division, and they were on the wrong side of the Mason-Dixon line. On the other hand I was also very apprehensive about what I would find out when I went into the office the next day.

The Denouement: On my first day back in the office Denise confided that she had been offered a job as IT director at a fairly small company that used an AS/400. I am not sure whether she would have any employees under her or not. Truth to tell, I did not care much what kind of job it was. My sole objective was to take whatever steps were necessary to persuade her to stay at TSI. I also learned that Jackie, as I expected, was a corporate headhunter for an employment agency.

I tried to talk Denise out of accepting the job. I emphasized how important I thought that she was to TSI. She asserted that she was mostly looking for something new. She had been doing mostly the same job for thirteen years.The best that I could get out of her was that she would think about it overnight.

Denise usually arrived at TSI’s office at about 9:00⁷. The morning following our conversation I went outside to meet her in the parking lot. I was extremely nervous when her car finally pulled into the lot. She got out and immediately informed me that she had decided to accept the other job.

I cannot say that I was surprised, but I was still crushed. I couldn’t face going back into the office. So I went and sat in my car and moped. I felt as bad or at least nearly as bad as when Bill Davey and I just missed qualifying for the National Debate Tournament in 1970 (described here) or when Sue abandoned me to go to Alaska in 1973 (described here). No situation in the intervening twenty-three years came close to evoking this feeling.

I had no idea how to deal with this situation. We had mountains of work. I was in no position to take on more of it myself, and I could only squeeze a little more out of Harry. I had made commitments to several clients. I could not select one or two to work on and dismiss the others. They all had deadlines, and they had given us deposits or were long-time clients that I was not prepared to disappoint.

Sitting in the car was not helping. I drove to the Enfield Square Mall, parked my Saturn, went inside, and walked around. At that time there were some benches inside. I rested on one of them every so often. Eventually a plan coalesced in my mind. It seemed like a good idea; I just wish that I had thought of it earlier so that it would not appear that I was being extorted.

That evening I discussed my idea with Sue. I honestly thought that it would be as difficult to persuade her to agree as it would be to convince Denise. I was wrong. She understood the important role that Denise played, and she agreed in principle with everything that I proposed. She also knew that I was miserable.

I located the original written proposal that I presented to Denise. It was somewhat different from what I remembered. Here is what it said:

Denise as Principal:

Denise will have 25% share⁸ in TSI. The three principals will have monthly meetings to go over the results of the previous month vis-à-vis the business plan and discuss other issues. The 25% share will entitled her to a presumptive bonus of 25% of the profits after employee bonuses and SARSEP contributions. Denise will give up her commissions.
Denise will be given a budget of $125,000 for fiscal 1999. She will have six objectives:
1. Do what it takes to bring our staff up to strength.
2. Work with Doug to come up with a profitable and sustainable business plan for current products: fee schedules for programming and support, etc. The deadline for this is April 1, 1999.
3. Come up with a concrete plan for TSI’s next software (or whatever) product. The plan should include recommendations about whether it should be done inside of TSI-AdDept or in another milieu. The deadline for this is September 1, 1999. TSI will pay for necessary travel. Mike has several frequent flier round-trips to use.
4. Come up with suggestions to ease tension and make work fun for everyone. This involves removing the “Wag the Dog” orientation we now have.
5. Implement remote dial-in support and a LAN (TSI will pay for the hardware).
6. Get someone AS/400 certified or figure a way around it.
Suggestion: Use part of the budget to hire Steve back in a new position. I would like to get five man-days of programming/support from the two of you, but this won’t work if there is not a firm system in place to guarantee freedom from support calls. The easiest way to accomplish this would be to work from some other location (which requires remote dial-in support).

I met privately with Denise on the following day. She was stunned by the offer and very impressed. However, she had already made a commitment to the other company. Moreover, there was another employee at the other company whose fate was somehow linked to Denise getting hired. I don’t remember the details. In any event Denise accepted my offer, I got our lawyers to make it legal, and she called the other company and Jackie. Neither was pleased.

This the first page of TSI’s revised stockholders agreement.

When I spoke with Denise, I made it clear that the monthly meetings would actually include Sue only if Sue insisted on attending, which I doubted would happen often. When we actually distributed annual bonuses, we gave Sue a minimal one and split the profits 50-50. The “concrete plan” became A^xN. I do not recognize the “Wag the Dog” reference, but within a year the company moved into a new office in East Windsor with a remarkably different atmosphere (as described here). The “someone” who became AS/400-certified⁹ was myself (as described here). Denise did not hire Steve Shaw back. Instead she hired Brian Rollet, who was something of a disappointment to her.

Denise and I worked together amicably and productively for another sixteen years. If she had not agreed to my plan, those years would have been been much less pleasant for me. I don’t know if I could have achieved half of what we accomplished together.

1. Much more about Doug Pease can be read here and in many of the blog entries about clients that he persuaded to purchase AdDept in the nineties.

2. TSI’s involvement with the May Company at the corporate level is posted here.

3. TSI’s dealings with Tandy Corporation are detailed here.

4. In the nineties Proffitt’s Inc. purchased all of those chains and turned them into divisions. After it purchased Saks Fifth Avenue, which already used AdDept, it changed its name to Saks Inc. TSI’s relationship with this company is described here. Separate blogs describe the individual divisions.

5. In 2021 this shuttle is no longer in operation. The only commercial flights from STC are on Allegiant Airlines. There are only two potential destinations—Fort Meyers/Punta Gorda and Phoenix/Mesa. Residents who want to fly anywhere else must somehow get to Minneapolis. Northwest Airlines filed for bankruptcy in 2005 and was acquired by Delta in 2008.

6. You can listen to the number 1 single on the Billboard chart for all of 1961 here.

7. Denise asked for this allowance when her son was young. It gave her time to get him off to school or wherever else he was headed. She also had a fairly long drive to Enfield and even longer to East Windsor. She often stayed late.

8. When TSI incorporated in 1994, Sue was given 45 percent of the stock, and I got 55 percent. The revised agreement left me with 40, Sue with 35, and Denise with 25.

9. IBM had implemented a new requirement for business partners. Not only did the software need to be certified, but also someone at each company must be certified by passing a test that was sales-oriented and a test that was more technical. I took both of these tests, as is described here.

Wavablog

Memoirs, bridge, popes, travel, and other stuff

Tag Archives: Sant’Angelo, Sandy

1990-1995 TSI: AdDept: The Installation at P.A. Bergner & Co.

1999 TSI: The Fourth Crisis

1988-2014 TSI: The Programmers

1998 TSI: The Third Crisis