2022 Return of the Variants

Dairy for 2022. Continue reading

My notes from 2022 are rather comprehensive. Tournament bridge finally started again in that year. My experiences at the sectional tournaments in New England have been recounted here. The events sponsored by District 25 (D25) are described here.

I decided to organize this blog entry chronologically. Several other major events that occurred during the year received their own entries. Links to those entries can be found in the appropriate month.

I was looking forward to 2022 with hope of a return to some degree of normalcy. Both of the bridge clubs in which I played regularly seemed to be doing fairly well, and tournaments were scheduled nearby at the unit (state), district (New England), and national level. Furthermore my wife Sue, my friend Tom Corcoran, and I had an exciting trip planned for May. Finally, although the U-M football team lost its last game of 2021 badly, it was a gigantic improvement over the team that won only two games in the first year of the Pandemic.


January: On New Year’s Day the temperature reached 50 degrees. I walked five miles outdoors with only one stop. I also found René Conrad’s (introduced here) LinkedIn page.

Ohio State was lucky to beat Utah 48-45 in the Rose Bowl. Both teams had great offenses and terrible defenses.

On the next day I received an email from René. I wrote back to her, but there was no further interaction.

On January 3 I brought the car into Lia Honda because the windshield washers were not squirting. The service guy told me that mice had chewed a hole in the hose. He put in a new one and advised me to put traps in the garage in which the car was stored.

On the morning of the 4th I used the Dealer4 machine at the Hartford Bridge Club (HBC) for the Wednesday evening game at the Simsbury Bridge Club (SBC). I encountered no problems that I could not immediately resolve. On the way home from bridge I bought some mouse traps.

At the Zoom meeting of the HBC Board of Trustees (BoT) the big news was that Linda Starr, the director who had sent out so many clever emails during the shutdown via MailChimp, was resigning from communication duties. I thought about volunteering, but at that point I was still busy with my work for D25.

On January 6 I caught a mouse in a trap that I had set near the wooden chest on the northern wall in the garage.

I suspected that I might be charged by the BoT with finding and/or training a replacement for Linda. So, I asked for and received copies of Linda’s write-ups of what she did in MailChimp. It was certainly nice (and unusual) to work with someone who had thoroughly documented her responsibilities.

The traps for the first two mice were set just to the left of this chest.

On January 7 I caught a second mouse in a trap set in the same spot.

I had ordered a blue sweatshirt with Michigan spelled out in yellow (actually maize) from someone on Espy. I received it on January 8. I already had on that I liked a lot, but the collar and the cuffs were quite frayed, and it was a little too big. The color was right and it seemed comfortable, but the letters were not precisely yellow. They had blue specks in them. I decided that it was close enough, and I did not send it back.1

On the 10th I caught a third mouse. By then Bob (the cat) seemed to have moved into the new bedroom with Sue. Bob and our other pet for 2022, Giacomo, were black cats. They were both introduced here.

The plain old mousetrap of decades gone by still worked perfectly well.

I cooked carne asada tacos using a seasoning packet that Sue had purchased, but I did not think much of them. In the national championship game Georgia beat Alabama with s fourth-quarter rally. U-M finished third in the final voting, the highest that they have been since the shared national championship of 1997-98.

On January 11 a fourth mouse was executed for illegal residency in the garage.

The computer in the office at the HBC was on the fritz. I had to make the the boards for the SBC game on Wednesday manually. John Calderbank and I somehow finished first out of twelve pairs.

On the next day I trapped mouse #5. In the morning game at the HBC the boards did not match the hand records. Somebody messed up when making the boards

I caught no more mice in the garage, but on the fourteenth I trapped one in the kitchen. They can run but they love cheese too much to hide.

On January 18 Giacomo had trouble getting to his feet. That was also day on which I learned that after the latest rebooking of the cruise for May, Tom was not on the same flights as Sue and I. Tom remembered that we had paid extra to be on the same flights.

Linda had made .pbn files on Tuesday evening for me to use when making the boards. On Wednesday the 18th at 9 am I made boards for the Simsbury game. We had four tables at the SBC.

On the 20th Giacomo was frantic when he could not get to his feet, but he finally made it. He could get around OK after that. Obviously his 19th year is going to be a difficult one for him. He had never been ill or injured. Occasionally he coughed up a hair ball, but that affliction is common to almost all long-haired cats.

On the next day I made a MailChimp “audience” (the MailChimp word for contact list) for the HBC using my laptop. I had to reuse the audience that I had previously created for emails from the president of the Connecticut Bridge Association (CBA) that welcomed new members.

Not a litter box.

On January 22 Sue’s cat Bob had for some reason spent the last three nights in the bathtub in which I take a shower every evening. This morning he left behind a turd when he departed. I did not thank him for it.

Tom negotiated with Viking and got us all on the same flights: SwissAir to Budapest and British on the return.

On January 23 I walked nine laps (five miles) wearing a mask in the Enfield Square mall to investigate using it as an option for exercising in foul weather. What a sad place! Hardly anyone was shopping in the few stores that were open. The two restaurants each had one table occupied. No one seemed to be in the movie theater. I encountered a dozen or so walkers, some with dogs! An obese guy in a white strapped undershirt with a shopping cart full of stuff was at the Asnuntuck kiosk. He had plugged in some kind of weird machine. This trip inspired me to keep a rather complete log of my subsequent walks. It has been posted here.

On the next day my left lower back was sore in the morning, but it did not prevent me from walking another five miles.

On January 25 both sides of my lower back were sore when I woke up. If I did not know better, I might conclude that I was getting old.

The Tournament Scheduling Committee (TSC) for District 25 (D25) scheduled another meeting for Wednesday night, the only time all week that I cannot attend! This infuriate me. I complained, but I did not know whom to be angry at.

I learned that Unit 126 (Connecticut) was facing the possibility of holding two major face-to-face STaC2 games a week apart.

On the 26th I could barely walk with the pain in my left lower back. For some reason lying down made it worse. I immediately took an ibuprofen tablet. It helped a lot.

On the next day I spent an hour and a half on the rowing machine; the back felt OK.

On January 28 a “bomb cyclone” was predicted to arrive at about 10 pm. I forgot to pay the bill for the Chase credit card because Sue was “checking” the charges. I received a nice email from Rick Cernech. He was living in Florida and was either working as or had worked as a cruise planner.

There was plenty of snow on January 29. I decided while using the rowing machine that the creaking sound that I could hear in my bedroom was really coming from the shelves in the basement directly below it.

Joe Brouillard, a co-chair of the committee that was running the event, reported that the American Contract Bridge League (ACBL) had finally posted the schedule for the summer North American Bridge Championship (NABC) that was scheduled for July. The preparatory work that Joe and his team (of which I was in charge of email publicity) did for the NABC has been documented here.

On the last day of the month I decided to try to bleed as many of the radiators in the old section of the house as I could. Since boxes, bags and furniture were virtually everywhere, this was not an easy task. One that I was able to get at in the living room started pissing after I bled it. It was extremely difficult to get the screw back all the way in. The hot water burnt my hands pretty badly, but I finally prevailed.

I watched episode 1 of season 2 of the series “Resident Alien.”3 It didn’t seem as good.as the first season, but I still enjoyed it.


February: On Groundhog Day only five pairs registered for the evening bridge game at the SBC. I had to cancel the game. Eric and I were first at 68% in the morning game at the HBC. In the afternoon game online Sue by tied for first. Her partner was John Willoughby.

In the evening I went to see Verdi’s Rigoletto at the Cinemark in Enfield Square. About ten people were in attendance. I thought all of the performances were quite good, especially Rosa Feola’s portrayal of a more Gilda who was more mature than usual. However, I hated the production decisions in the last act.

On February 5 I sent 20,000 emails for the NABC. I played pretty well but got a bad result at the HBC game with Peter Katz. I realized that I had forgotten to send the invitational email to SBC players on Friday. I set Outlook up to remind me to do so on Fridays and Mondays.

On February 8 I received the toner that I had ordered from Ink Technologies LLC.

February 11 was astoundingly warm—55 degrees. I walked 3.5 miles outside. Sue’s left big toe was very sore from gout.

The next day was 60 degrees! I finished the blog entry on Enfield Square, but I planned to update it as stores closed and (hopefully) opened.

On February 13 I received a mysterious email from Floyd Smith in response to my query about the name of his boss at Stage Stores (introduced here). It said “Sure. She is also on Facebook.  Good luck and great to hear from you!”

Two inches of snow appeared on the grass, but the surfaces were clear. I drove Sue to the Urgent Care place on the north side of Hazard Ave. for her toe. They prescribed some drugs for her.

On the next day Sue’s toe was much better. I drove her to heart doctor. The appointment was for 10:15. I made sure that she was awake by 7:45. Nevertheless, it was 10:50 by the time we reached 1699 King St., which is just north of East Windsor. They would not see her. We were home at 11:30. The temperature only reached 20 degrees, which made it one of the coldest days of a very mild winter.

On February 15 I received this email from Floyd: “Suire is her last name.  Sorry about that; spell check changed it last time. “

That evening the HBC’s Planning Committee held a Zoom meeting. Earlier I had committed to playing in the Swiss game at the HBC on February 27 with Ken Leopold, Y. L. Shiue, and Frank Blachowski. Frank and Y.L were very good players with a lot of masterpoints.

On the 17th the temperature reached 60 degrees, but it was very windy.

At a Zoom Meeting the D25 Executive Committee (EC) approved the Gala tournament on May 19-22 (coinciding with the dates that I planned to be in Europe on the cruise). The plan was to charge full price for events with lots of hospitality. I abstained; the other representative from Unit 126 (U126), Sonja Smith, did not attend. She may have already moved to North Carolina.

On February 18 the temperature hit 55 degrees in the morning but it fell throughout the day. I had to return the toner to Ink Technologies. I ordered the wrong thing. The company gave me a partial refund of $31 out of the original charge of $78.

On February 21 Russia sent troops into breakaway provinces in eastern Ukraine. I walked four miles outdoors in the rather warm 52 degrees. Rob Stillman and Y. C. Hsu agreed to play as the third pair for the Wednesday evening game in Simsbury. Sue will play with Maria Van der Ree.

On February 23 it was 72 degrees when I left the HBC after winning the open pairs game with Eric in morning. An email at 3:00 from Judy Larkin informed me that Ida Coulter could not play. Minutes later Renee Janow and Lucie Fradet asked to play. Sue was too tired to play, and so Judy ended up playing with Maria. I played terribly. I was stressed out from juggling the schedule.

On February 24 Russia invaded Ukraine. I walked nine laps in the mall.

In the Swiss on the 26th we lost our first two matches on flukes. We came back to win the last three by 18, 18, and 20 victory points to finish second out of twelve. YC made 6NT after he underled his A.


March: For Sue’s birthday party on March 2 at the SBC she brought cupcakes for everybody. There were only 3 tables, but we had a good time.

On the next evening Sue and I went to supper with Tom at the Puerto Vallarta Mexican restaurant. The tacos al carbon were not as good as I remembered them. Tom ordered his usual gigantic bowl, which was no longer on the menu. I don’t remember what it was called.

On March 6 I walked 5 miles outside. The temperature was 62 degrees, but I needed to circumvent many puddles from the snow melting.

On March 9 about two inches of snow was on the lawn. The streets had been cleared, but Eno Hall was closed, and so the SBC could not hold a game.

By March 10 I had read the following books from the Enfield Public Library: T.C. Boyle’s Talk Talk; Max Barry’s The 22 Murders of Madison May and Lexicon. I liked Lexicon the best, but they were all good.

On March 18 the temperature hit 76 degrees, a new all-time record for the date. I walked five miles in a tee shirt. I learned that the Xiaos (aged 10 and 13) won the 0-10K Swiss at the NABC in Reno. The two youngsters

On March 20 Sue and I played in the “8 is enough” Swiss with Mayank and Aarati Mehta. Finished in the middle because of a hand in which Rob Stillman and Ronit Shoham bid 4 against Sue and me, but the Mehtas let Y. C. play 3.

On March 27 there was no pee or poop in the litter box. I brought the box upstairs, and Giacomo took a pee and then lounged in the box. He had never done this before. It was not a good sign.

On March 30 Ken and I won a five-table STaC game at the SBC. Sue and I could not find Giacomo when we returned to Enfield.

The cat’s door as seen from the back yard.

On the next morning I found Giacomo’s body lying in the back yard just outside of the cat door. He had not gone outside in weeks, maybe months, and he had not been downstairs for days. Nevertheless, he must have used up all of his remaining strength to descend the stairs, walk over to the ramp, climb up the ramp to the cat door, and exit through that door.

He was a wonderful cat. I really mourned for him, and I still miss having him on my lap while I watch television. More details about long relationship with Giacomo before the Pandemic can be found here.

In the last few years of Giacomo’s life I apparently became allergic to something about him. Several times I had rather severe outbreaks of hives, and I got the sniffles when he sat on my lap. After he died these symptoms disappeared.

I did the income taxes using FreeTaxesUSA.com. My federal tax was $0, and I received a refund of over $900 from Connecticut.

A lot of other things happened on the last day of March. An oil bill for $780.52 arrived. I brought the litter box, which now is officially Bob’s, back downstairs. While I was doing so, I fell into some empty boxes and bruised my left hand. It hurt, but it was not fatal. The Sony audio recorder that I ordered for the cruise arrived. I played with it enough to feel fairly comfortable using it.


April: On the 2nd of the month M&T Bank took over our previous bank, Peoples United Bank, which had a few years earlier purchased United Bank. United had purchased Rockville Bank, from which I negotiated our final mortgage, as documented here. This changeover seemed to go rather smoothly, and I like the new website slightly better than the old one.

Bob has found the litter box. Thank goodness.

Peter and I won the six-table STaC game at the HBC. On consecutive hands grand slams could be made in hearts. We only bid one of them, but no one else took all the tricks on the other one.

On April 6 the switch for the lights in the basement did not work. Two days later I got it to work, but it was difficult. Eventually this problem disappeared or maybe I just adjusted to the toggle.

On April 11 I received the second booster shot at a pharmacy in Springfield. Sue had already gotten hers

On April 15 I downloaded the VeriFly app that Viking had recommended for my phone and eventually got it to work. This was a complete waste of time, and it stressed me out. It was never needed or, for that matter, useful on the entire trip.

On April18 Ken and I learned that we had been dumped as teammates for the upcoming Grand National Teams (GNT) online qualification tournament by Felix Springer and Trevor Reeves again. Details can be found here. I was not looking forward to the online part again, but I thought that we would have a pretty good chance of qualifying. Playing in the GNT in Providence in July had been my goal for many months, and I had avoided accumulating masterpoints throughout the Pandemic in order to maintain my eligibility. I ordinarily do not hold grudges, but I still feel bitter about this more than a year and a half later.

On April 29 Peter Katz and I won the last Saturday game at the HBC before it went on hiatus. There were only three tables. I faked out Y. L with a terrible overcall.


The huge hump of hair on Bob’s back was an embarrassment to all of us.

May: Something incredible happened on May 2. Sue took Bob to the veterinarian. She learned that the big clump that had been on his back for years was just hair. The vet shaved it off, and it never grew back. How can this be? He would not let us touch it; why was it so sensitive? What cat has that much hair? What made it keep growing for such a long time? Sue said that the vet said that it was just bad grooming. He also said that Bob was at least thirteen years old.

That cat never ceased to amaze me. After his haircut he suddenly liked to be petted, he also became more friendly to me. One untoward result was that I developed very small bumps around my ankles that were itchy and a little painful. I must have been allergic to him or at least his dander.

I downloaded the Uber app for possible use in Vienna to get back to the ship from the opera. The rest of the bizarre preparation for the European cruise has been catalogued in some detail here.

I learned that thirty staff members of Henry Barnard School have Covid-18! I did not realize that the school even had that many employees. The state of Connecticut was showing a 9.4% positivity rate. The good news was that Germany’s level, which I had been following closely, was down by quite a bit. The other three countries on our itinerary were also improving.

The European cruise trip began on May 5. The incredible story of that day and the rest of the journey is well documented here. One thing that is not related there is the fact that the little bumps on my ankles cleared up while I was in Europe. The ones on my right ankle began to reappear in June or July.

On May 23 I mowed the lawn, which had by then become a jungle. While doing so I realized that I had to attack the poison ivy, which was much more prevalent than in 2021. I ordered some Roundup that could be sprayed on the plants from Amazon.

Only five pairs had registered for the Wednesday night game in Simsbury, but I had not yet heard from Lori Leopold. She could usually find a partner on short notice.

The next morning brought another frustrating bridge game. When I got back to the house I needed to cancel the Wednesday evening game at the SBC because only five pairs had registered.

I brought to the Verizon office on Hazard Ave. the Pixel 2 cellphone that had failed me on the cruise. The tech guy at Verizon showed me that the phone was considerably thicker in the middle than on the edges. He explained that this was a symptom of overheating. So, the phone was officially dead. In retrospect I concluded that the transformer in the cable that connected the phone to the outlet in my cabin must have failed to convert the current to 110 at least once on the cruise, and the European current fried the battery or something. I kept the phone plugged in virtually all of the time that I was in my cabin.

We planned on eating at the Kebab House before entering the Cinemark at Enfield Square to see the opera, but it was not open. We watched the rust-belt production of Donizetti’s Lucia di Lammermoor. The character of the priest just did not work. Otherwise, the first two acts were very moving, but the third act was a total mess until Javier Camarena’s outstanding performance near the end. The many interviews during the breaks. were insipid. Sue and I settled for popcorn for supper. Incredibly she stayed awake throughout the performance.

On May 25 I discovered that our mortgage on the house was completely paid off! I was not expecting this news for several months.


June: At some point in June Sue purchased for me a new (well, new to me) cellphone. This one was a Samsung Galaxy S7. It was similar to Sue’s, and so she could sometimes help me with it. A year and a half later I still hated it, but not as much as I loathed the Pixel 2. The Samsung had not ordered any pizzas for me, but, then again, I had not downloaded the Slice app. I could almost never figure out where the app that I wanted to use was hiding, and it randomly plays YouTube videos and other stuff from the Internet. I figured out how to answer the phone in a minute or two, but it took me eighteen months to figure out how to hang up.

On the 1st I learned that Sally Kirtley, the director at the SBC, had tested positive for Covid-19. Ken had to direct at the Wednesday night . Ken and I won easily.

On the very next day Sally came to the ACBL’s walk-through in Providence. I very much enjoyed talking with old friends like Paula Najarian.

On June 13 I received two bottles of Roundup that I had ordered from Amazon. I immediately went outside and sprayed the poison ivy that was growing along the fence on the north side of the yard. Two days later I sprayed the poison ivy again. I wore a mask during both sprayings, and I was careful not to get any on my skin or clothes.

The Federal Reserve raised interest rates to combat the serious inflation that began after the country reopened. Any moron could see that the main culprit had been pent-up demand from the shutdown, and the secondary cause was shipping holdups. Nevertheless, I had to peel a sticker off of a gas pump at Costco that claimed that “Biden caused this.”

I met Mike Barke, a geography professor at the Northumbria University, and his wife Vivienne on the cruise. Mike had recently published a book entitled Newcastle upon Tyne: Mapping the City. As soon as I got back to the U.S. I ordered a copy. It finally arrived on June 17. It was both beautiful and interesting. It made me want to visit the Tyneside area.

The Longest Day game on June 21 at HBC very annoying. There was much too much noise. Donna Feir pressed everyone to play faster and then canceled the last round because the pizza had arrived. This turned out to be a super-spreader event for Covid-19.

From an email from Cindy Lyall, the treasurer of the CBA, I earned that U126 lost $4,000 on the tournament in Orange. Ouch!

On June 23 Mary Whittemore reported that her name was missing from the “Top 200 List” on the CTBridge.org website. I asked the CBA board members if anyone knew why. Don Stiegler sent me a correct list. It showed that many names were missing from the one on the website. Evidently no one knew how that page got updated on the website. Bob Bertoni, who died in 2021, set up the website and, because the unit had no webmaster at the time, did all of the updating.

Graham Van Keuren.

On June 29 Sue and I attended a potluck supper at Sue’s church, the Somersville Congregational Church. I always feel very uncomfortable at these religious gatherings, but this one was tolerable. After supper we listened to Graham Van Keuren’s presentation on his vacation with his spouse Eric in Israel. I recorded it on my audio recorder. It was a good presentation, but it certainly did not make me want to visit what I considered to be an apartheid country.

On June 30 Dr. Anthony Fauci announced that he had Covid-19 for the second time. This news astounded me. Did he take no precautions? The Pandemic was finally running rampant at the HBC. Only five tables were occupied on Tuesday morning, and the evening game was canceled. Only three tables appeared on Wednesday, and the Simsbury game was canceled. Both of the games at the HBC on Thursday were canceled.


July: The big event of the month was the Providence NABC. I attended most of the event, but Sue decided not to go. I kept notes on my laptop and wrote them up a little later. They have been posted here and here. It was good to see some familiar faces, but the bridge games were not much fun.

The tournament was another super-spreader of Covid-19. Almost everyone with whom I played or associated caught the virus. I almost ripped the driver’s side mirror off of my car, and the hotel rooms were never cleaned. However, I avoided getting the disease. So, in a period of about two and a half months I had survived three super-spreader events—the cruise, bridge at the HBC, and the NABC. I credited my collection of free N95 masks that I had amassed from giveaways at various retailers.


August: I was hoping to have a party at the SBC to celebrate my seventy-fourth birthday. Not enough people were able to attend on the 17th. Instead, I decided that the SBC would have a Christmas party on August 24. Twenty people attended, and so we had five tables and lots of food. The players gave me a $100 Amazon card and $20 in cash. I was a little upset that Sue and I arrived so late because she, as usual, was not ready on time. I had made beef Stroganoff that needed to be heated up in the slow cooker. I crawled under the table and plugged in the pot, but I neglected to turn it on.

On August 26 the refrigerator stopped working. Panic set in. Sue and I resolved to deal with it the next morning. By then it had resumed functioning. If we ever figured out the cause of the outage, I made no note of it.

Throughout the period from my arrival back in Enfield after the cruise up to the end of August the weather had been hot, and I had spent every spare minute working on the journal for the Grand European Tour. On August 28 I finally finished it and sent an email to quite a few people announcing that the journal had been posted on Wavada.org. I was quite pleased to hear back from both the Barkes and the family from Saskatchewan.

A Big Y Express replaced the Shell station.

I noticed that the Shell station on Hazard Ave., which had been operational since we moved to Enfield in the late eighties, was closed.

On August 29 I received a long email from Tom Caputo, whom I had worked with at both Lord & Taylor (described here) and Saks Fifth Avenue (here). He was looking for a job at the age of 60. He asked me if I knew about anything being available. Since he knew very well that I had had nothing to do with retail for at least eight years, he must have been desperate. Maybe he thought that I had kept in touch with people more than I had.

I also received an email from Mike and Vivienne Barke.

August closed with an incredibly disappointing Ocean State Regional tournament in Warwick, RI. I had a rotten time, the attendance was abysmal, and the district lost money. The details have been posted here.


September: On September 13 Bob decided to take over Giacomo’s old position atop the back of the couch in the living room. On the next evening he lost his balance (something that Giacomo had never done in eighteen years) and tumbled off the back. He was in a panic and tried unsuccessfully to climb up the drapes to regain his perch.

On the following evening Bob had clambered back into Giacomo’s old spot. When I seated myself in my chair a few feet away, he obviously wanted to come join me, but he was evidently afraid to land on the pillows that were arrayed on the couch’s cushions. I moved them out of his way. He then descended to the sitting level and, after executing calculations in his walnut-sized brain, made the “mighty leap” to the armrest of my chair. He sat peacefully on my lap for a few minutes. Then he got nervous, peed on me, descended frantically to the floor, and did his “breakdance.” Much more has been written here about the misadventures of this very strange feline.

After sleeping comfortably for a month or more on beds in hotels and cruise ships, I judged that I needed a new mattress. The one that I had been sleeping on was more than thirty years old and was a little too short for me. Sue selected one for me as a late birthday present. It arrived on September 14. The delivery people set it up and took away the old one. Sue, of course, kept the obsolete pieces that held it off the floor. I found them leaning against the bookcase in the hallway. The new mattress was considerably better than the old one, but I still woke up with a backache more often than not.

On September 16 I talked with someone from the town of Enfield about the tax bill that I had received that day. It contained a significant interest charge because I did not pay the July installment. The simple reason for my delinquency was that I had never received a bill. It turned out that the mortgage holder, Peoples United Bank, had payed the portion due in January. The mortgage schedule indicated that five payments were remaining when the bank declared that it was fully paid. I was sent a notice of this, but I was never apprised of the bill from the town that the bank must have received. The lady with whom I talked refused to waive the interest charge. Since the bank that held the mortgage at the time that the bill was sent no longer existed, I did not have any recourse except to pay.

On the same day using my free MailChimp account, I sent an email that I had previously composed to try to improve the attendance of the players with less than 500 masterpoints at the upcoming sectional tournament in Orange.

The bookshelf fell onto the bed in 2023. The light is now attached to a screw in the wall.

On September 17 two items that I had ordered from Amazon were delivered. The first was a reading light that I would be able to clamp to the bookshelf above the new bed. The second was a book by Daryl Gregory entitled We are All Completely Fine. I liked this book much less than the one by Gregory that I had read on the cruise, The Spoonbenders.

Bob had mysteriously disappeared on September 16. He returned two days later and spent all day and night by the stove. Something was apparently wrong with him, but we were not too concerned. His behavior had always been eccentric.

Eric, Motoko Oinaga, John Debaggis, and I finish second out of ten in the Swiss event held at the HBC on September 18. We were the #8 seed. Eric and I bid and made slams on two of the last three hands to win the round by 24. We lost only to the winners—Lesley Meyers, Laurie Robbins, Felix, and Trevor.

Sue made an appointment at the vet for Bob on September 20. I heard him at some point after 4 a.m. on the 19th. At 5:45 I brought the litter box upstairs and shut the door to the basement, but when Sue woke up Bob was nowhere to be found. I opened the door to the basement. He came in about 9:30, and I shut the door to the basement again.

Before my bridge game on September 20 I placed Bob in the cat carrier, but at some point he somehow escaped. Sue was able to get him back in and took him to his 12:30 appointment. We found out that he had a tumor in his mouth or throat. There was not much hope for him, but the doctor gave Sue some medicine for him. Sue gave him the drops when I got back from bridge and could hold him. He needed them twice a day. I was so involved that I forgot about my Zoom meeting of the HBC Planning Committee.

We probably should have put Bob down when we heard about the tumor. He had always been Sue’s pet. She had to make the decision, and she could not do it.

On the last day of the month I sent a second email for the CBA.


October: On October 3 Sue started giving Bob antibiotics and steroids. He started eating a little better. Sue took him to the vet again on the 18th. He was still not eating much even though Sue was diligent about preparing meals that were both nutritious and easy to swallow.

Southbridge Hotel and Conference Center.

The October 19 Simsbury game was canceled. I drove Sally to Southbridge to check out the hotel that we would be using for the tournament in October, which was named the Spectacle Regional because the hotel was the administration building of the defunct American Optical Company. The ground floor was very modern, but the the playing area not very large. The restaurant, which was called Visions, was not open except for groups.

On the same day Sue’s cousin Robby Davis was found dead in his apartment.

On October 21 I had breakfast with Sue and Mark Davis. Mark was very involved in a gigantic project involving his ancestry. For some reason I have almost no interest in exploring mine. Someone from the Spokane branch of the Wavada sent my dad a lot of research that she had done. Sue got it from him and put it somewhere. I have never seen it.

On October 22 there was no game at the HBC. I went by myself to see Cherubini’s Medea at Cinemark at the Enfield Square. Sondra Radvanovsky gave an outstanding performance in an opera that had not been performed since Maria Callas played the title character. A carnival was set up in the mall parking lot.

On October 24 I drove to the mall for a walk. I forgot my little blue mp3 player, and I wore the wrong shoes. I had to drive back home and start over.. A girl in a red suit made of balloons and a small backpack was walking stiff-legged around the mall. I think that she was supposed to look like an astronaut.


November: The first week of the month was unseasonably warm. On the 7th it was 67 degrees at 5 a.m. and 80 as I drove through Hartford at 1 p.m. after playing with Nancy Calderbank for the first time in the mentorship program. She had asked me to teach her 2/1.

On November 8 I finished writing the Bulletin for Southbridge and sent it to Sally for printing.

In the mid-term elections the Republicans, as expected, won the House of Representatives, but the Democrats held onto the Senate after Senator Warnock won another runoff.

I received a bill from Somers Oil for $798.86!

The hilarious postscript to the Grand European Tour occurred on November 8, almost six months after I departed. Sue and I were in the living room when we heard the unmistakable sound of claws shredding paper. Sue rose from her chain, hurried into the kitchen, and yelled, “Bob, what have you gotten into now?” She snatched a paper bag from beneath his claws. When she looked inside she found the passport for which she had searched for several days back in early May. She should have just asked Bob where it was.

11/23 Sue and I spent Thanksgiving alone. I sent the following email to the Barkes and Steve Flamman:

I hope that you are all doing well.

I thought that you might be interested in this. Two weeks ago my wife Sue and I were watching TV in our living room in the evening when we heard the unmistakable sound of our cat Bob shredding something made of paper in the kitchen. Sue sprang from her chair to prevent further damage. She found that Bob had somehow discovered a small paper sack and had pulled it out onto the floor. Sue retrieved it from him and discovered her current and expired passports as well as a few other items that had been missing for over two years.

Incidentally, I included two photos of Sue unsuccessfully trying to negotiate a deal with Viking on the Day 0 page of my journal and one that she took of Bob on Day 12.

Today is Thanksgiving in the U.S. It is hard to find things to be thankful for lately, but I am definitely thankful for the friends that I made on the cruise in May.

I had more to be thankful for three days later. Michigan defeated Ohio State 45-23 at the Horseshoe in Columbus to win the eastern division of the Big 10 for the second year in a row. They did it without the Big 10’s best running back, Blake Corum. Donovan Edwards filled in for Corum very well. The Wolverines finished the regular season 12-0.


December: A week later the Wolverines beat Purdue in the Big 10 title game 43-21. They have qualified for the four-team College Football Playoff for the second year in a row.

December 8 was the tenth anniversary of our wedding ceremony. Sue and I are about as unhappy as we have ever been. Sue blames her health and various inanimate objects. I blame the house.

Curtis Barton, the president of D25, sent an email to members of the Executive Committee indicating that all senior employees of the ACBL had been fired. He then sent a correction that said that, according to Mark Aquino, who as Regional Director should know, “fired” is not the right word.

On December 9 Sue suddenly screamed, “I hate my life!” I was thinking that I hated our house, which was a pigsty. I also resented that almost whenever I needed something I must ask her where it was. Usually she did not know and said that she would look for it. In addition, we had so much junk everywhere that every time I that I went to get something I must remove four or five other items and then replace them in the right order. The refrigerator, for example, was always full to overflowing. THERE ARE ONLY TWO OF US!

However, as always, I said nothing because I did not want to trigger a tearful reaction or a panic attack.

December 12 brought the first snow of the season.

At 5 a.m. on the next day the weatherman on WTIC AM reported that it was 8 degrees in Granby and 19 in neighboring East Granby.

On December 17 I bought a rib roast. Sue forgot about Tyesha’s confirmation. Then she also bought a rib roast because she forgot her shopping list, and my phone was off because I forgot to turn it back on after bridge.5 I discovered that for weeks she had been leaving me voicemail messages that I did not know about. We have become two incompetent old farts.

On December 21 we had five tables at the SBC game. Sue and I arrived too late for the holiday party because Sue went to the store at 4:30 p.m. to buy the fruit that she had promised to bring. The players gave me $130.

On December 23 very strong winds uprooted the pine tree in the front yard. I heard a loud crashing sound at about 5 a.m. The tree fell straight towards our house, but there was no damage at all because the top section landed harmlessly on the patio between the old section of the house and Sue’s garage.

The high temperature the next day was only 19. I got a letter from ConnectiCare. The premium for my dental policy went down from $79 to $56.

We did nothing special on Christmas day. Sue may have watched It’s a Wonderful Life,6 but I didn’t.

Crystal Lake Construction, the company that cleared the snow from our driveway and sidewalks chopped up and removed most of the fallen tree. They came back later for the stump.

On the same day I received an email from Mark Aquino about the new training required for directors at sectionals, On the 27th I met with the HBC directors after the bridge game. Peter Marcus, who generally knew these things, had reported that the new rules applied only to events with masterpoint limits in excess of 500.

On the last day of the year Michigan lost to TCU 51-45. Early in the game J. J. McCarthy threw two interceptions that were returned for touchdowns. It was a wretched end to an awful year.

A week later TCU got clobbered by Georgia in the championship game. U-M would have done better, but they probably would have lost.


1. By the fall of 2023 a small spot had appeared on the front of the sweatshirt. It looked like a grease stain, but on closer inspection it was obvious that the exterior had worn thin. I could hide the blemish with ink from a Sharpie pen, but that was not a good permanent solution.

2. STaC stands for “sectional tournament at clubs”. These were games held at clubs that awarded more points, and the overalls included all of the participating clubs. Regular STaCs paid silver points. The points in Royal STaCs were evenly split between black, red, gold, and silver points.

3. “Resident Alien” was originally shown on the Syfy channel. Sue and I watched season 1 and season 2 on the streaming service called Peacock. At the time it was free on Cox cable. Eventually they wanted people to buy monthly subscriptions and restricted the free option so much as to make it worthless.

4. Apparently Peoples United Bank wanted our mortgage off of its books when it was taken over by M&T bank. The five mortgage payments that I saved by this action more than covered the cost of the July tax bill, but someone should have told me that that amount would be due.

5. I did not learn how to put the Samsung cellphone on “vibrate” until much later. It was easy to do but not a bit intuitive.

6. All year long Sue watched TCM during every waking (and many sleeping) moment.

2001-2006 TSI: Weekly Partners’ Meetings

Agendas for meetings. Continue reading

Between January of 2001 and November of 2006 I met pretty often with Denise Bessette (introduced here), who was by then my partner and VP of Application Development. I found a folder of Microsoft Word files for the agendas that I wrote up for these strategy meetings. Starting in 2003 the meetings became more regular. They occurred on many if not most Wednesdays, the day that I was most likely not to be at a client’s.

We generally ate lunch together at an order-at-the-bar restaurant on the west side of the river. It had picnic tables near a small stream. I can’t remember the name of the place. I took a drive in the area that my memory associated with its location, but I could find no trace of it. I suspect that it closed, and the land was bought by a developer who put it to another use, perhaps condominiums.

The following summaries are mostly in chronological order. Almost every AdDept client is mentioned at some point. Separate blog entries with much more details have been posted for each of them. They can easily be found using the 1948 Project’s master index program, which is available here.

Many items on the agendas are repeated on subsequent agendas. A few of them persist over years. These were issues for which we never found solutions. The most obvious examples were the efforts to find additional uses for AxN that would benefit newspapers and/or advertisers.


By 2001 the nature of and name for AxN1 had been decided. Our focus was on how to roll it out to the AdDept clients and what we could do to make it more attractive both to the advertisers and the newspapers. We also discussed potential support issues and how the new model 170 that TSI had recently purchased could handle the load of handling the traffic from AdDept clients and newspapers. Occasionally we talked about personnel and other business-related matters.


By 2002 the business environment for large department stores had changed dramatically. Before listing the agenda for one of the meetings I wrote, “We need to change our attitude 180 degrees. Previously we had excess demand and were struggling to increase our capacity to meet it. Now we have excess capacity, and our customers are frugal.”

I had used Net.Data2 extensively for AxN. At the time it was the only thing available on the AS/400 that could interact with the database. By 2002, however, IBM was telling people not to use it. However, it was several years before IBM provided an equivalent tool. Java3, which I had studied extensively and had concluded was not suitable for what we wanted to do, was IBM’s solution to everything.

I was surprised to read how uncertain we were about the willingness o AdDept clients to use AxN. The meeting in March mentioned the need for a second installation. Before reading this I was pretty sure that Belk4 was the first, but maybe someone else had used it on a limited basis.


In 2003 Denise and talked a lot about what kind of programming was marketable to our clients. We investigated quite a few products that claimed to make it easier to make native AS/400 programs web-based . We also talked about what features could be added to AxN so that it would be more valuable to advertisers or newspapers. Usually one of the last items on the list was whether we should spend time converting our code from BASIC to RPG or something else.

In May Sue and I took our first vacation in Italy. I wrote a journal about that adventure and posted it here.

The meeting of November 5 was the first mention of Bob Wroblewski, who has been introduced here. The next few agendas mostly consisted of the same items.


In January of 2004 Bob and I flew to California to visit Robinsons-May and Gottschalks. Bob then started enrolling Rob-May’s papers. After that the process of getting newspapers to subscribe to AxN snowballed for several years. At about the same time our long courtship of Dick’s Sporting Goods finally paid off with a contract for AdDept. So, in only two years the outlook for TSI had improved greatly.

In February it occurred to me that there might be one dominant software company for the newspaper business. If we could create an interface with their system, it could advance the AxN project tremendously. However, I later discovered that each paper, if it had anything at all, had developed its own software or paid someone to do it. There was no uniformity. Fortunately I discovered that this was a blind alley before I wasted a lot of time, money, and energy on it.

The agenda for the February 18 meeting made it clear that the AxN project was about to take off. Most of the long-time AdDept users had at least been contacted. Stage Stores was enthusiastic, and they had just acquired another chain named Peebles. Finally, Dick’s Sporting Goods had finally signed the contract to purchase AdDept. To deal with the expected increase in use of the Internet by the newly subscribing newspapers Denise was arranging for installation of a T-1 line from AT&T with the Cox Cable connection as backup.

The March 3 agenda closed with a mention of the NAA, which was the abbreviation for the Newspaper Association of America (changed to News/Media Alliance in 2016). I eventually talked with someone at its headquarters, but I foresaw that it would take a lot of time and effort to build a productive relationship with the organization. It might have been a good project for Doug Pease (introduced here) or Jim Lowe (introduced here), but at that point they were in the rear-view mirror. I never thought that this would have been a good fit for Bob. Besides, he was busy talking to newspapers, or at least soon would be.

It took me a few minutes to decode this entry on the entry for March 24: “Robinsons: Lower price for LANG?” LANG was the Los Angeles Newspaper Group,.5 a company that printed and distributed tabloids in Los Angeles and its suburbs. Advertising for all those papers was managed from one central location. TSI agreed to send them one bill. We treated them like one large paper with several editions.

In April we were waiting for Dick’s to begin the solicitation for AxN before we approached Macy’s West and RadioShack. The April 21 entry contained positive news about Filene’s use of AdDept for accounting, including the monthly closing process. The next week Denise and I discussed the proposed trip to talk with Hecht’s main paper, the Washington Post. I ended up visiting them on May 14. It gave me quite a thrill, but I don’t think that they ever agreed to use AxN. Apparently we also considered a press release about being in business for twenty-five years, but I am pretty sure that we never did it.

The agenda for May 26 poses this question about Filene’s: “Have they made a big mess?” Bon Ton agreed to send letters to its newspapers about AxN.

In June we discussed various methods of emailing claims. I don’t recall that we ever took any action on this. There was ominous news from Federated that they put all quotes on hold. The total number of orders in AxN exceeded 100,000. The June 30 agenda announced that Dick’s was moving into its new building over the subsequent weekend.

The first item on the July 21 agenda was “Denise’s three issues”. I wonder what they were. Item #10C talks about a follow-up meeting with the Washington Post that never happened. The next week’s agenda explained that they did not respond to my email. A second e-mail was sent on August 4. On August 25 (my dad’s eightieth birthday) I called the Director of Advertising Services.

Something distressing was evidently going on at Parisian, but I don’t remember what it was. That disclosure was somewhat offset by the following good news: “RadioShack: 34 active; 39 testing; 22 Macy’s West; 15 L&T; 4 Parisian; 56 other.” RadioShack did one of its four geographic divisions at a time. The last two entries brought up new subjects: “How can we make better use of my time and Lucia’s6?” and “5-year plan”.

The August 4 agenda was the first to mention SQL7. I used SQL for all of the AxN programs, but the AdDept programs mostly created temporary indexed output files that were populated by one program and read by another using IBM’s recommended approach, ISAM (Indexed Sequential Access Method).

Marshall Field’s (introduced here), the last big installation of the May Co. version of the AdDept system, was first mentioned in the agenda for September 8. We were very excited about the meeting scheduled for September 16 at Hecht’s advertising department in Arlington VA. By this time the work for the Peebles installation at Stage Stores was operational enough that we were ready to solicit their newspapers for AxN.

I was serious enough about contacting companies that sold software for ad agencies that I spent $35 to buy the booklet from the AAAA. I questioned whether we should write to each of them to propose an interface with their system and AxN. I don’t remember ever doing so.

The agenda for November 1 mentioned that Field’s used an ad agency for both broadcast and newspaper. My recollection was that they started using AxN almost immediately and dropped Haworth, the agency that bought newspaper space. However, later entries seem to contradict this. The same agenda mentions that TSI was carrying $55,000 in questionable receivables in the last month of its fiscal year.

I never had to make an onsite visit to our AxN client in Guam.

The November 10 agenda mentioned that—after months of foot-dragging—Federated Systems Group was finally going to “cut over” to their new AS/400 system. During this period we were worried about providing support for AxN for Macy’s West’s newspapers in Hawaii and Guam. This was needless. The papers subscribed for years without any problems. This was also the last agenda that included a mention of a press release about TSI’s twenty-fifth anniversary.


A major issue early in the year was how to handle the process for installing changes that Dick’s had forced upon us. There were other issues, too. The first agenda of the year ends with the question: “How can we get this installation on the right track?”

Two minor enhancements to AxN for the advertisers had been completed: custom emails and downloading of email addresses. However, I had apparently given up on the possibility of interfacing with computer systems used by the newspapers. There was also a process for reconciling the orders on AxN with the schedule on AdDept.

By March 10 we had a big programming backlog because of the large number of difficult jobs for Marshall Field’s. Denise controlled this process. I simply asked, “How can I help?” In the same meeting we discussed for the first time what, if any thing, we should do to forestall Macy’s from replacing AdDept with the system known then known as FedAd that had been developed by Burdines. Our contact at Macy’s West stated that “it did not exist”.

At the March 25 meeting we talked about Macy’s East for the first time in many months. For the April 28 and May 4 meetings there is separate agenda for AxN. For some reason I seemed worried about using it at Foley’s and Stage Stores.

The first item on the regular May 4 agenda was one word: “Lucia”. Lucia was able to handle much more challenging projects than our other administrative employees. The problem was trying to come up with things for her to do. Another issue on the same agenda posed some interesting questions:

We never mastered the trick of Cloud Computing.
  1. How could we set ourselves up to manage systems for our small clients? Bon Ton, Gottschalks, Neiman Marcus
    1. IBM (like Federated)?
    2. TSI
      1. Dedicated high-speed line for each user?
      2. On the net?
        1. Telnet? How would they print? Pdf?
        2. VPN: AS/400 to AS/400?
        3. VPN: PC to AS/400?
      3. High availability?
      4. Disaster recovery?
    3. A third party?

We did not spend a great deal of effort on trying to provide “cloud” computing for our customers. It would have involved a great deal of expense and risk. Just seeing that term “disaster recovery?” item gives me the chills.

Later in May Sue and I took our second Italian vacation with our friends Tom and Patti Corcoran. I wrote a journal again, but this time I had a camera. The results are posted here.

The agenda for June 2 began with the surprising news that Chuck Hansen at Marshall Field’s had asked me to back off on AxN. It also mentioned the agenda for a meeting with Macy’s Marketing on 5/17. It probably intended to say “6/17”. The next agenda, dated July 8, only stated, “Follow up with …” I must have forgotten the name (Robin Creen) of the lady with whom I met at Macy’s Corporate Marketing. There is also a reference to Bloomingdale’s. I suspect that this was in response to information from Tom Caputo, who worked with AdDept at both Lord & Taylor and Saks Fifth Avenue, that Bloomies had never taken the FedAd software out of the box.

The July 11 agenda has some detailed information about a proposed newsletter publicizing how AdDept handled inserts. Some of these enhancements were done for Dick’s.

The August 26 agenda has a new and somewhat mysterious major topic called “AdDept ideas”. The two subtopics are “SpooliT8 ($9K) or other Excel” and “Service Bureau”. I think that SpooliT made .csv files out of spooled output files. It may have had a few other features.

Throughout this period there were references to The Oregonian, the major paper in the Portland area that stopped paying invoices for AxN without canceling and never responded to attempts to find out why.

The agenda for September 14 mentions the long letter that I sent to Robin Creen. Its contents are posted here.

The agenda for October 12 had several tantalizing references. It began by stating that IBM’s VPN9 product, which TSI used for communicating through the Internet, with clients’ AS/400s would be activated on the following Saturday. It also reported that a newsletter had been sent out.

Robin Creen topped the October 24 agenda, but there were no details. The second item referred to renewal of iSeries News, a magazine.that catered to the AS/400 community. It had undergone many name changes, and the content had also evolved. We kept all of the back copies in the shelves that in 2023 are in my office. When we closed down the company (details here), I threw all of them away.

The third item was “SBC Contract”. I don’t remember SBC, but I suspect that it was an IBM Business Partner that had sold more systems than we had or had somehow managed to deal directly with IBM. During this period TSI was not allowed to quote or sell any IBM products. We had to go through a Super-VAR.

The fourth item was “Lucia” with no details. The fifth was “AT&T Global: do we need it?”. I am pretty sure that this product allowed me to get my email when I was on the road. In the days before Wi-Fi I had an AT&T product installed on my laptop that allowed me to use a phone line in my hotel room to sign on to AT&T and look at my email.

We must have received an inquiry from Sport Chalet10 a chain of stores in California that was similar to Dick’s. Until I saw this entry again I had completely forgotten about them. Evidently I wrote them a letter and sent them a newsletter, but nothing came of it.

The last agenda for 2005 was dated December 6. The #1 item was the blitz to get an AdDept system for Macy’s South up and running in time for the season that started at the beginning of February. The second item was an inquiry from Circuit City11. This was another dead end.

The “My disk recovery” entry brought back some really bad memories. I think that I recovered everything on my computer’s hard drive, but it was costly and painful. The best part was that I got an external hard drive12 that made it very easy to back everything up.


There are no entries for 2006 until June. I remember being under extreme pressure to bring the two huge AdDept installations at Macy’s South and Marshal Field’s up to speed. Meanwhile we received the crushing news that Macy’s and the May Co. had merged, and Macy’s would be the dominant player.

The agenda for June 13 began with the word Corum. I am pretty sure that it referred to broadcast buying software. Based on the date it was probably associated with Macy’s South.

That agenda also contained a major item that simply stated “Modernizing and marketing AdDept”. We never did find a feasible way to transform the AdDept screens into something that looked modern. We made more marketing attempts after this, but they did not amount to much. This was the peak period for AxN. More than four hundred papers had subscribed. TSI’s administrative person spent a good deal of time printing and mailing invoices and depositing checks from newspapers.

The agenda for October 11 was startlingly different. It mentioned two AS/400 models, a 170 and a 270. My recollection is that we did development and ran the business on the 170, and the 270 was devoted to AxN. It also mentions recruitment. I am not sure whether that referred to the administrative position or programming. The agendas have gotten shorter and shorter.

This agenda also mentioned the C compiler for the 270. Denise was upset at me for even investigating the possibility of converting TSI’s code to C, which was widely used in the Unix world.

In the agenda for October 18 the scary term “Macy’s North” appeared several times. It referred to the company that was formerly called Marshall Field’s. Evidently the marketing (never called “advertising”) department there had never bought into using AxN for insertion orders. They may have still been using Haworth.

“Maintenance” was often mentioned in the agenda for November 1. We probably never charged as much as we could have for the kind of service that we provided our clients. I was evidently still spending quite a bit of time at Belk.

I was surprised to see Circuit City mentioned again on the agenda for November 8. We must have received another phone call. The term “Foley’s project” also appeared. I am pretty sure that that was the code name for the long and frustrating effort that Denise and I undertook to sell the company.

The last agenda that I have was dated July 10, 2007. It contained only four items:

  1. Trip to Macy’s West
  2. 515
  3. Dick’s quotes
  4. Foley’s

Never even a nibble.

Denise and I continued to meet, but not on a formal basis. By then I had almost given up on selling more AdDept systems. There had been so much consolidation in retail that the number of good prospects for the system had shrunk to almost nothing. Nordstrom and Dillard’s would have looked nice on our client list, but it was hard to think of anyone else that was worth pursuing.

We still did quite a bit of custom programming during the next five or six years, but managing the list of open jobs did not require the juggling act that had characterized the previous decade.

The AxN business decreased for a few reasons. The big stores no longer trusted newspaper ads to bring in customers as they once did. Newspaper readership was way down. Some of the AdDept clients outsourced their buying to agencies or media services. That always meant a drop in the number of papers.

I enjoyed those meetings immensely, and I miss them.


1. The history of the development of AxN is posted here. The system design is outlined here. The description of the process by which it was brought to market begins here.

2. Net.Data was a scripting language written by IBM for the AS/400. It was quite popular, but IBM for some reason decided to drop it in favor of the open source scripting language php, which required implementation of the Zend php engine.

3. Java is an object-oriented language that was developed by people at Sun Microsystems. The company released an open-source version. Java was almost the only thing that IBM talked about at the PartnerWorld convention that Denise and I attended in 2000. It is described here. On the AS/400 applications written in Java required a lot more resources than programs written in the native languages. If run on the same box the Java programs were slower, a lot slower.

4. The history of the AdDept installation at Belk is posted here.

5. In 2016 LANG merged with the Orange County Register and a few other papers. The new organization was called the Southern California Newspaper Group. The third item under the Federated topic was “AxN letter to four divisions”. Since “Bloomingdale’s” was the second item it mus refer to Macy’s East, West, South, and Florida (Burdines).

6. Lucia Hagan was TSI’s administrative person during this period. She was introduced here.

7. SQL stands for Structured Query Language. It was invented by IBM, but the company did not endorse its use on the AS/400 until 2004.

8. SpooliT is still on the market in 2023! Its website is here.

9. VPN stands for Virtual Private Network. The Wikipedia entry is here.

10. Sport Chalet was sold to Vestis Retail Group in 2014 and was liquidated in 2016.

11. The sad story of Circuit City ended with its liquidation in 2009.

12. I still have that hard drive in 2023. However, I recently discovered that I no longer can find the cable that was used to attach it to a computer, and the company that made it was no longer in business.

1997-2014 TSI: AdDept Client: Stage Stores

People and events at SRI/Stage Stores. Continue reading

Everyone with whom I dealt—and there were a great many people over the course of seventeen years—-called the large retailer based on the south side of Houston “Stage Stores”. Even their LinkedIn pages refer to Stage Stores. However, our contracts1 were definitely with a company named Specialty Retailers, Inc. (SRI). The checks that we received were from SRI. This always seemed strange to me, but I managed to piece together from various sites on the Internet something of an explanation.

I spent many hours at the headquarters building on South Main. The visitors’ parking was perhaps thirty to the right of the palm tree.

SRI was incorporated in 1988. I was unable to discover who the original stockholders were or who ran the corporation. I also have no idea what, if anything, SRI did in its first four years of existence.

In 1992 the company purchased a Colorado-based retail company named Fashion Bar, Inc., which had seventy-one stores. The larger ones were branded as Palais Royal or Bealls2. The rest were known as Stage Stores. In the nineties SRI purchased a large number of other stores. Most of them bore the Stage logo. SRI’s headquarters at 10201 South Main3 in Houston was known locally as Stage Stores, and that name, as you can see in the photo, was displayed prominently over the entrance. The only stores that were actually located in Houston were branded as Palais Royal. I recall actually purchasing a leather belt in one of them. Many people in Houston knew about Palais Royal, but Stage Stores and SRI were probably not on their radar.

In late 1996 or early 1997 Doug Pease, TSI’s Director of Marketing, received a call from Brenda Suire4, the Director of Finance for Stage’s Marketing Department. Doug and I flew on Continental Airlines to Intercontinental Airport in Houston to meet with Brenda and some other employees. We were somewhat surprised by the length of the drive from the airport to Stage’s headquarters.

The blue route on the map at left suggests driving through downtown Houston. That route would only be considered if the trip was in the middle of the night. We always took the western loop on I-610.

On the second day in Houston I demonstrated the functionality and design of the AdDept system at the local IBM office. It went over very well.

I recently found in my notes from January of 2001 some of the items that were included in the contract that resulted from that presentation and subsequent negotiations.

I was surprised to discover that in 1997 Stage paid us over $8,000 for the expense payables, sales, MM Plus, and AdSEND (!) interfaces. No wonder we made so much money in those days. We have no choice but to give them the assistance they need to get the first three working. They don’t use AdSEND any more, thank goodness, and I am pretty certain that no one remembers that they paid for this. I don’t remember coding an expense interface for Stage, but we clearly did it in 1998.

As part of that initial contract the programmers at TSI wrote a great deal of new code. Stage Stores had more stores and fewer merchandise departments than the first few AdDept customers. In most of their markets they operated only one store. They were therefore much more interested in the ratios of media dollars spent on each store to the amount of sales that the store generated than in sales and expenses by department. To provide this information we wrote code to accept sales by store from the corporate systems. We also wrote a set of reports that showed the ratio of advertising expenses to sales for each store.

No one at Stage Stores had previously examined the broadcast (i.e., radio and television) advertising too carefully. The buys and audits were done by a lady (I don’t recall her name) from Reynolds Communications. She used SmartPlus5 software to make the schedule and audit the spots that each station ran. Stage soon discovered that she had been spending much too much money on television buys, especially in one-store markets in Louisiana. She knew that the company had a store in those markets, but she had no access to sales data.

As often seemed to happen in AdDept installations, this unexpected revelation allowed Stage Stores to save enough money on an inefficient use of funds to justify most of the cost of the entire system.


Brenda, Floyd, and Denise Bessette at TSI’s office.

Training and installation: In 1997 Stage sent three employees to TSI’s office in Enfield for several days of intensive training: Brenda, Floyd Smith6, and Hugo DuBois7. The emphasis of the training was on how to get the most out of the AdDept software in their environment.

Floyd was Brenda’s right-hand man in the business office. For the first few years—which (for reasons unrelated to the system) were rather chaotic—Floyd was the liaison between TSI and Stage. Hugo, a native of Belgium, managed the department’s local area network. He mainly worked with the production and creative people. I am not sure why he came to Enfield. Hugo’s only role in the project was to connect the network to the AS/400 and to install and configure the software on individual PC’s and Macs so that the department’s employees could access the AdDept system.

After the AS/400 had been delivered, and the network was connected to it, I flew to Houston to install the AdDept software and configure the database. Over the next few months I returned to help them deal with problems, to show them how to use new features, and to gather ideas about further development. I soon discovered that there was a better way to get from Connecticut to Stage. On most trips I flew on Delta or American and landed at Houston’s smaller airport, Hobby. Not only was it much closer to Stage, but there was usually a better choice of flight times.

Denise, Floyd, Hugo, the top of Brenda’s head, and Steve Shaw at TSI’s office.

Within a year or so the system was running fairly smoothly. Then in 1998 Brenda left Stage Stores, and for a while Floyd ran the advertising business office. His primary assistant was Toni Young8. One of the primary AdDept users was Renee Mottu9, who managed the expense invoices.

Fortunately for TSI, for the next year our involvement with Stage was reduced to answering phone calls and resolving mundane issues. I say “fortunately” because even though Stage Stores declared Chapter 11 bankruptcy in 1999, the effect on TSI’s bottom line was minimal. The effect on daily life in Stage’s advertising department was for a considerable period much more severe. My notes after a visit to their headquarters in January of 2000 stressed that “Those poor people spend half of their time trying to persuade newspapers to run their ads.”

Karen is in the red jacket. The man who is obscuring Floyd is, I think, the Advertising Director.

Brenda was replaced by Karen Peltz, who had held a similar position at Foley’s10, the chain of department stores owned by the May Company that was also based in Houston. At the time Foley’s had been using AdDept to solve various problems in its advertising department for five years. I had worked with Karen at Foley’s, but only a little. Eventually Floyd moved to another position at Stage Stores, and Toni Young managed the day-to-day operations of the marketing business office thereafter.

Joanne’s LinkedIn photo.

I had only a few interactions with Joanne Swartz11, the Senior VP of Marketing, and the guy who was Advertising Director. I do not remember his name. I think that Karen reported directly to Joanne.

I dealt with two people in the media area. The woman’s name was Deidre Prince11. I do not remember the guy’s name, and it is not in the notes. I also remember Sandra Green, who used AdDept for buying newspaper space. She seemed to have a lot more difficulty using the system than anyone else did.


My notes: I discovered quite a few email messages that I sent back to TSI’s office from Stage. They are dated between October 1999 and January 2001. I’ll start withe the earliest one

The New Skin bottle and the shaving/ medical kit that I kept it in.

Not a great start today. I woke up at 6 AM. I got up and stumbled around the hotel room for a few minutes. I ironed some shirts and pants. At 6:55 I shaved. I looked in the mirror and saw Dracula. The blood was pouring from my lip. It took over 40 minutes for it to stop bleeding. I painted the New Skin on it. I got dressed and went to Stage. The New Skin held until almost 5 PM. Then I bled all over my shirt and pants, but this time I got it to stop in only about five minutes. Life on the road is so glamorous.

Renee Mottu is looking for suggestions as to how to remove two possums that have taken up residence beneath her mobile home. She rejected my idea of sending in a dachshund. She said that the possums would eat a dog.

I didn’t get to run tonight. Toni Young told me about a good trail. I put on my running duds, followed her directions, and drove around for about 25 minutes looking for the place. I never found it. I drove back to the hotel, got some food, and settled into my room to watch “Norm” and “The Drew Carey” show.

I am pretty sure that the woman with the big hair to the right of Floyd is Renee Mottu. I don’t remember the names of the other two ladies.

The first paragraph refers to a blue-black circle that appeared on my left lower lip in the nineties. It has never caused any pain, and it has not bled in the last decade or so. The story of Renee and her possum continued for a few visits. Before reading the above I had totally forgotten that for a while Norm McDonald had a network television show.

The following are from the subsequent two days on the same trip.

Toni and Floyd.

It was in the 80’s here yesterday, but it felt cooler. There was almost no humidity, which is rare for Houston. Floyd’s office was freezing. He has an electric heater in his office. We had it running most of the day even though we had six people crowded around his PC all day long. I brought sweaters, and I will wear one today.

Stage has network printers. We sent a 40-page report to Floyd’s printer about noon. It was still in SND status when I left at 6 PM. Floyd said it will sometimes not print until the next morning. Have they ever complained about this? I think the culprit may be the faxing. They were faxing all day yesterday.

I noticed at Stage that their floors must not be very level. The pieces of their desk units come together at angles. I also noticed that some units were raised off the floor as much as an inch on one side.

I don’t think that I could possibly in good conscience approve more than five months for the palm tree research project at this time.

How much do you think is the monthly fee that Reynolds Communications charges Stage to handle (including auditing and approving invoices from stations) their broadcast advertising?

I don’t remember the precise answer to the last question, but I am pretty sure that there were two digits to the left of the comma. The next set of emails came from the trip that began on January 11, 2000.

This Silver Medallion card expired many years ago.

I was dreading the flight to Atlanta. I envisioned myself standing in line with the common people now that my silver medallion card has expired. I was delighted to discover that my ticket still says “Silver Medallion.” Half of the flight got on with the medallion status group.

The phone on my seat on the flight from Hartford to Atlanta has a little LCD display. It discloses the NASDAQ closing price every few minutes along with advertisements for various ways to spend your money on the phone.

A lady on the Atlanta flight has striped hair. Not streaks, stripes. She has brown hair intermixed with ½” blonde stripes. I guess it is a look.

The flight from Atlanta to Houston sat in the gate for about 20 minutes. Then we got in the usual long line to take off. It must have been over 100 degrees in the cabin by the time we hit the skies. The guy in the seat in front of me pushed his seat all the way back. I have therefore had to turn 45 degrees and put my laptop on my lap. Even so it is uncomfortable to type. Thankfully there is no one next to me.

Listening to Kiri Te Kanawa sure beats listening to salesmen. On my last few flights the planes were full of families and college students. The passengers on both of Tuesday night’s flights have been mostly middle-aged men.

I still have a 45 minute drive ahead of me after this flight, which won’t get in until about 11:00 central time. I need some caffeine.

I used the air conditioner in the car all the way from the airport to the motel.

… Renee Mottu asked me to hire her. I told her that we needed experienced, or at least trained, programmers. She pressed me on this. She said that she was sure she could learn programming and that Floyd would give her a good reference. By the way, she said all of this in front of Floyd.

I’ll take a dachshund any day.

I remembered to ask Renee what happened to the possums living under her trailer. She said they were still there. I repeated my recommendation about the dog. She said she didn’t have one. I said she should borrow one. She asked me (!) if I knew anyone who had a dog she could use. Later I heard her walking around intoning “Does anyone have a dog I can borrow?”

I think that by 2001 Stage Stores must have been emerging from bankruptcy and resuming their strategy of expansion by purchasing other chains. The biggest of those was the acquisition of Peebles, a chain of 125 department stores based in South Hill, VA.

For some reason the management at Stage wanted to keep track of all expenses and co-op income of the Peebles stores separately. This was the first, but not the last, time that I installed a second AdDept database on the same AS/400. There was still only one set of programs, but each user had two AS/400 user ID’s. Their profiles determined which database would be used.

Here are some of my notes from January of 2001:

Leaping Lanny Poppo became one late in his wrestling career

The meeting in the afternoon went well. Joanne, the advertising VP introduced me as “the resident genius.” The project has been scaled down. We need to be able to do accruals at the store level for media and production at the store level. We also need to be able to do prepaid to expense. One unusual wrinkle is that they do not want to allocate creative costs to stores. They want to be able to get ratios of advertising expense to sales from AdDept, but we must be able to reconcile this with what is in the G/L.

I was glad that I was an outsider at this meeting. The politics was just barely below the surface. Chuck, who I think is the CFO, put Joanne on the spot about something that was not even on the agenda. Their explanations were not at all impressive. The experience had the happy effect of reminding why I did not like working at a larger company.

Toni Young says that she thinks that Renee Mottu never got rid of her possums.

It turns out that what Stage really wants to do most is to start using what they have and what we have previously proposed—SmartPlus interface, sales interface, and expense payables interface. They spoke of the SmartPlus interface as if it were a done deal. I don’t recall them purchasing this module. I brought back the file layout for the expense interface. I did not come back with a lot of specs for new projects. Believe it or not, they want another week of my time. Both Karen and Joanne (the Senior VP) seriously asked me to stay over the weekend and spend next week in Houston. I didn’t tell them this, but I don’t think that I could have lasted for 24 days.

01/07/01: I was surprised to discover that in 1997 Stage paid us over $8,000 for the expense payables, sales, MM Plus, and AdSEND (!) interfaces. No wonder we made so much money in those days. We have no choice but to give them the assistance they need to get the first three working. They don’t use AdSEND any more, thank goodness, and I am pretty certain that no one remembers that they paid for this. I don’t remember coding an expense interface for Stage, but we clearly did it in 1998. I will write up a quote to change it to work the way that the new documentation states.

Toni Young said that she thinks that Renee Mottu had not solved her possum problem.

I saw a sign at Stage Stores offering a $3,000 bonus to any employee that refers someone hired as a senior analyst in IS. The candidate must have five years of COBOL or Oracle experience.

Evidently I had already scheduled most of the rest of the month of January 2001 to travel to other clients so that if I had agreed to stay in Houston over the weekend and the following week, I would have been on the road for twenty-four days in a row! In those days we were charging $1,000 per day for my time. If Stage had still been in Chapter 11, I doubt that they would have proposed spending another $7,000 for another week of my presence. The bankruptcy court would have needed to approve the expense.

AdSend was a service offered by the Associated Press for sending the images of ad layouts to the newspapers. Hugo once told me that the company had twelve T-1 lines (TSI had one), and, according to him it was not nearly enough.


The neighborhood: Stage seemed to be a nice place to work. The headquarters was a fairly nice building located on the south side of Houston. They always provided me with a comfortable place to work, and there was ample parking in spaces reserved for vendors. The building also had a cafeteria that offered good food at very reasonable prices. I always ate lunch there, usually by myself. Many employees arrived at work early and ate breakfast there.

I took this photo of Enron Field under construction. It is now called Minute Maid Park.

It was not too easy to reach by a car driven from the south. Just north of the building Main Street became a divided highway with restricted access. Since I always stayed in a hotel north of the building, I had to drive my rental car to the first exit, drive under the highway, and then take the access road back to Stage’s driveway.

Most of Houston’s explosive growth had been in other directions. There was not much south of Stage’s location. However, just north of the building were the medical centers for which Houston was famous and Enron Field, which is where the Houston Astros played after the Astrodome was abandoned in 1999. I got to see (and photograph) the construction of the new stadium.

According to Yelp Marco’s is closed, but it still has a website.

I usually stayed in a Hampton Inn a few blocks from the stadium. My favorite restaurant was a Mexican place called Marco’s. Located in a hard-to-reach strip mall near my hotel, it was where I first became acquainted with tacos al carbon, one of my favorite dishes. Marco’s had ridiculously low prices. I often told the manager that they should open restaurants in the northeast. They could have doubled their prices and still filled the place every night.

During a couple of multi-day trips to Stage I met up with Sue’s cousin, Mark Davis, for supper. He worked for Exxon Mobil. We usually at an Olive Garden. The conversation was better than the food.

I jogged on the streets near the hotel nearly every evening when I visited Stage. I worked out a route that kept me on streets that had very little traffic.

Eventually I discovered a delightful dirt track that surrounded a golf course in Memorial Park. I drove there every chance that I got. A loop around the track was a little less than three miles. I usually did two loops. There is no chance that I would ever move to Texas. However, if I did, it would be to Houston, and the primary motive would be to gain access to this track every day.


The people: I was quite surprised by the LinkedIn pages of the people with whom I worked at Stage. We had not done much work for the company after 2008 or so. Consequently, I really had no idea who was still working there after that. I discovered that many of them remained at Stage Stores quite a long time after I last saw them or talked with them.

Brenda on Facebook.

TSI’s initial contact, Brenda, departed in 1998. I don’t know why she left Stage so soon after we did the installation. There might be a story there. I don’t recall ever hearing her name mentioned again.

I have many memories of Floyd. He was definitely a family man. He was always cheerful and business-minded. He always ate lunch at his desk. His office was not very large, but it had two doors, which he kept open. Some people used his office as a shortcut to get from one part of the marketing department to another. I was surprised when he and Toni seemed to switch jobs after Karen arrived. That was never explained to me. Floyd was employed by Stage Stores until 2011.

I was acquainted with Karen from her days at Foley’s. When she arrived at Stage, she made it clear to me that one of her top priorities was for the department to make better use of AdDept. A Republican, she assured all of us in January of 2001 that George W. Bush “will not be that bad.” After his two incredibly stupid wars and an economy that totally tanked while he and his cronies watched helplessly, most historian vehemently disagree.

Karen was, to my amazement, an avid biker—not mountain bikes, Harleys. She and her husband rode up to the big gathering in Sturgis, SD, at least once. I have always told people that if you saw me on a motorcycle, you can be certain that I will also be smoking a cigarette and showing off my piercings and tattoos.

Karen worked at Stage until 2013, twice as long as her stint at Foley’s. Her LinkedIn page lists no jobs after she left Stage Stores.

I remember that Hugo drove a Saturn—as did I during that period. His, however, was a coupe. If I had known that Saturn sold two-door cars, I would have bought one. Hugo stayed until 2017.

Toni and Floyd.

I did not really have much personal contact with Joanne, aside from that one meeting that they asked me to attend in 2001. I do remember that on one occasion I overheard Renee accosting her in the hallway. Renee said, quite loudly, “Joanne, I need a raise!” If Joanne replied, I did not hear the answer. Joanne left Stage Stores in 2012.

Toni apparently never left Stage Stores. The more that I worked with her the more that I respected her.

Somebody, Floyd, and Deidre.

When I met Deidre I asked her if she was related to Diana Prince. She did not know whom I was talking about. I guess not everyone was a fan of Wonder Woman on TV and in the comic books.

I think that Deidre was our main contact when I showed the AxN12 system to the department in 2003 or 2004. They enthusiastically endorsed it and used it until they outsourced the buying of newspaper space to an outside company. Deidre left Stage in 2011.


Epilogue: I think that our last major dealings with Stage were the implementation of AxN and the Peebles project. Nevertheless, they were still using AdDept when TSI went out of business in 2014.

Unlike most retailers Stage Stores continued to expand in the twenty-teens by acquiring other chains. In 2017 Stage acquired the assets of the Gordman’s chain of department stores and quickly converted all of them to sell off-priced items. This worked so well that they began to convert most of their other stores to the same format. In the November 2019-February 2020 quarter sales were up 19 percent14.

Then the pandemic struck and Stage Stores was stuck with a lot of debt and 738 stores that could not be expected to generate any revenue in the immediate future. The price of the company’s stock plummeted. In May of 2020 Stage entered Chapter 11 again, and in August it announced that it was liquidating all of its holdings.


1. For some reason SRI insisted on a new contract every year. We had contracts with all of our AdDept clients, but all of the others were open-ended.

2. There is also an unrelated chain of department stores with the Bealls moniker that is based in Florida. My unsuccessful pitch to that company is detailed here.

3. Years after TSI was closed SRI moved to an office building at 2425 West Loop South. I tried to use Google Maps to find the Main Street building with which I was so familiar, but I failed. I think that it must have been demolished.

4. Brenda’s LinkedIn page is here. I had trouble remember her last name. I sent an email to Floyd Smith asking if he knew it. He replied, “Sure. She is also on Facebook..” Confused, I asked again. Floyd wrote, “Suire is her last name.  Sorry about that spell check changed it last time.”

5. The Media Management Plus product was renamed SmartPlus. I think that this may have happened when the company was purchased by Arbitron, the rating service. On the Internet I found a very detailed description of what SmartPlus did. It is posted here.

Floyd’s LinkedIn photo.

6. Floyd’s LinkedIn page is here.

Hugo’s LinkedIn Photo.

7. Hugo’s LinkedIn page can be viewed here.

8. In 1997 I was only 49. I was shocked that year to learn that Toni Young, who was younger than I was, had a grandchild who was by no means an infant. Her LinkedIn page is here.

Toni’s LinkedIn Photo.

9. I found no LinkedIn page for Renee Mottu. Her Facebook page is here. I was surprised to discover that it contained even less than mine does.

10. A great deal more has been written about the AdDept installation at Foley’s. The account is posted here.

11. Joanne Swartz’s LinkedIn page can be viewed here.

12. Deidre Prince’s LinkedIn page is here.

13. AxN was the name that I gave to TSI’s Internet program for management of insertion orders that AdDept users sent to newspapers. Its system design is explicated here. The marketing history is described here. Stage’s use of the system was one of the main reason that the number of subscribing newspapers grew so large—at one point over four hundred!

14. The Philadelphia Inquirer picked up this story from the Washington Post and posted it here.

1991-2012 TSI: AdDept: The Whiffs

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.

1986-2005 TSI: Marketing Employees

TSI’s salesmen. Continue reading

By the mid-eighties Sue and I really needed help with marketing. We had some good products to sell, and our service was fantastic. However, our salesmanship was poor. I could often persuade people that I could develop a solution to a difficult problem, but I was not very good at persuading them that TSI’s product and approach were better than those of our competitors.

The first person whom we engaged to represent us was Joe Danko, who lived on Cape Cod. At first the relationship was on a commission-only basis. Later we considered hiring him as our salesman, but we decided against it. The details are described here. Joe was never actually an employee, and we never paid him for his services. I don’t know how much effort, if any, he put in on our behalf.


Trust me; Paul was nothing like this guy.

We hired some consultants to help us. They, in turn, hired a graduate student named Paul Schrenker, to sit in Sue’s office in Rockville when she was on the road. We provided a list of presidents of ad agencies and their phone numbers. In only a few cases was it a direct line, but, even so, quite a few people agreed to talk with him. Ad agency executives were all about relationships. Whether Paul was a potential client or a potential vendor did not matter that much; many agency heads were always on the lookout for connections. So, a surprising number of advertising executives accepted a cold call from a graduate student who knew a lot about biology but very little about any aspect of the business world.

The Patriots debacle was not O&P’s finest hour.

One of the ad agencies, O’Neal & Prelle in Hartford, agreed to an appointment, and we eventually closed the sale. Paul did not participate in closing the sale, but he did make the first appointment.


TSI severed its relationship with the consulting firm. We decided instead to hire a full-time salesman, and we approached it in the same way we had recruited programmers and administrative people—by placing an ad in the newspapers. I think that we interviewed a couple of people. One stood out, Michael Symolon. He seemed excited about the job, and he was quite well-spoken. He was a graduate of Central Connecticut. He had worked in marketing for five years at Triad Systems, a company that specialized in software for dentists.

What about TSI?

I think that we hired Michael at some point in 1987. His LinkedIn page, which can be found here, was no help in this determination. Although he included previous and subsequent employers, he left TSI off of his list of experiences. We paid him a pretty good salary as well as commissions.

I remember that when he first began to work at TSI Michael was gung ho about setting up a nationwide sales organization. He advised me to schedule annual trips to exciting destinations exclusively for the most productive reps of our software systems.

Michael.

This attitude shocked me a little, but he eventually revised his expectations when he discovered how complicated the GrandAd product was. Our competitors could undercut us on price on the hardware, and there was not much that we could do about it. The key to selling was almost always our willingness to customize the system for the prospective client. The idea of setting up a network of sales agents seemed unworkable to me. If I could not deal with the people personally, how could I assess what changes were necessary and feasible?

We gave Michael room to be creative in his approaches, but I was not ready to discuss how to celebrate sales generated by imaginary salesmen.

9.5 rounded up.

Terri Provost left the company shortly after Michael was hired. Michael interviewed and hired Linda Fieldhouse to take her place as administrative assistant/bookkeeper. Both of them are described here. Michael assured me that Linda was “at least a nine and a half.”

I am pretty sure that Michael and I went on a couple of ad agency sales calls together. I remember driving up to Vermont with someone—it probably was Michael. When I got out of the car I realized that I was wearing the pants for my pin-stripe suit with my blue blazer. We did not get the sale, but I don’t think that my fashion faux pas was the cause. Vermont is not known for haute couture.

I also remember that Michael accompanied me to Keiler Advertising once. Evidently he had once dated Shelly, who at that time was in charge of bookkeeping there. Michael was very embarrassed by the incident. I did not ask him for historical details.

I don’t remember him closing sales of any new GrandAd clients.

We took Amtrak from Hartford’s Union Station to NYC.

Michael also came to New York City with me for at least one very important presentation to Macy’s in 1988. He was almost a hero, as is described here.

Michael invited Sue and me to supper one evening at his house in Farmington. We got to meet his wife and kids. It was a very nice house, but I don’t remember any details.

I am sorry to report that Michael was at the center of TSI’s first great crisis, which is described here.

I ran into Michael at Bradley International one day in late 1988. He told me that he was working for a company that sold advertising software to magazines. I told him that Macy’s had finally signed the contract, that I had been working my tail off to get all the software written and installed, and that TSI would send him his commission check as soon as we got the final check from Macy’s. There did not seem to be any hard feelings.


For a couple of years TSI muddled along without a salesman and with very little effort at marketing. Those were very difficult years in a number of ways. By the spring of 1991 the AdDept system had two pretty substantial accounts, and we felt that it was time to start marketing it seriously nationwide.

Meanwhile, our ad agency clients seemed perfectly content with their current hardware and showed no interest in converting to the AS/400, the system that IBM had introduced in 1988. It is described here.

We hired a young man named Tom Moran to help with marketing. He was a very nice guy, but he knew next to nothing about computers, advertising, retail, or, for that matter, marketing. He was definitely eager to learn, and he was willing to follow up on leads, which was the most important thing. Plus, both Sue and I liked him.

I remember going on two trips with Tom. The first was for a meeting with Hecht’s in Arlington, VA. Sue, Tom, and I drove down to the Washington area. A Motel 6 on the Maryland side of DC kept the light on for us, and I am happy to report that no murders were committed (or at least none reported) there that night. It was the first and last time that I stayed at a Motel 6.

The three of us met with Barbara Shane Jackson, who was in charge of Hecht’s patchwork PC system and her boss, the advertising director, whose name I don’t remember. Tom did not contribute much, but it was a good meeting on the whole. In the end we got the Hecht’s account.

The RAC was held at the Hilton in downtown Chicago.

Tom and I also attended RAC, the Retail Advertising Conference, in Chicago. It was a huge pain to get everything prepared for our booth there. We had to rent an AS/400 from IBM and to hire union employees to set everything up. Nevertheless, we did manage to get our demo computer system working by the time that the attendees came to visit the vendor area.

Some vendors who were familiar to us were there. Camex, the company from Boston that specialized in programming and selling heavy-duty Sun workstations for the production of ads, had an exhibit that was ten times as large as ours and had a dozen or more people. Tapscan, the broadcast software company. was right across the aisle from our booth. One young lady who worked there must have accidentally left her skirt at home. It appeared that over her black pantyhose and high heels, she was wearing a wash cloth that she purloined from her hotel room.

Most of the conventioneers were drunk or at least tipsy by the time that they reached our area. We made one contact with the ad director of Hess’s, a department store chain with headquarters in Pennsylvania. Tom gave him a copy of our sales materials and got all of his contact information. Unfortunately, almost as soon as we had begun correspondence with him, Hess’s was acquired by another retailer, and his position was eliminated.

The convention would have been a complete fiasco except for two things. The first was that I got to introduce Tom to the indescribable pleasure of Italian beef sandwiches purchased from street vendors in the Windy City.

The other redeeming event was the appointment that I had made to do a demo at the convention for Val Walser, the Director of the Advertising Business Office at The Bon Marché, a department store chain in the northwest. The programs worked without a hitch, and she was very impressed with what the system could do. She even invited us out to Seattle for a presentation to the relevant parties at the IBM office there.

Tom accompanied me on that trip, too. Our plane landed in Seattle very late, well after midnight. We checked into our hotel, but we only managed to get a couple of hours sleep. We went to the IBM office, where I checked that all of the software was working correctly. By this time I had been chain-drinking coffee for several hours, and still I felt very sleepy. This was an important presentation, and I had to be at my best.

The demo seemed to go pretty well. Everyone was attentive. The people from the IT department were asking tough questions, which usually boded well for us. I was so tired that I could barely concentrate. As we were putting away our materials I realized that I had been drinking decaffeinated coffee all day.

Nevertheless, I convinced Val and the other important parties. We put together a hardware and software proposal, and they submitted a requisition to the IT department, which also approved it. However, the powers that be at Federated Department Stores1, the mother ship, vetoed it.

This episode taught me that TSI needed someone who could navigate his way through the bureaucratic structure to find out what the hold-up was. Tom was not ready for this kind of responsibility. In the end, we decided that we could not afford someone who just tagged along for demos. In fact, we were really in the position where we could not afford anything.

Fortunately, we were able to use the Hecht’s installation as an entrée into the May Company, which at the time had about ten divisions. Not long after that I persuaded Foley’s in Houston to install the system, too. I also convinced Neiman Marcus in Dallas to get the system.


A grainy photo of Doug in an airport.

Those sales gave TSI both a solid base of accounts and enough revenue that we again looked for a marketing person in 1993. We found what we were looking for in Doug Pease, who had actually worked in the advertising department at G. Fox, the local May Company chain.

At first I had hoped that Doug could do some of the demos, but I soon gave up on that idea. I knew exactly what the system did, what it could potentially do, and what was beyond us. The programmers were generating a lot of code every week, and so these lists were in a constant state of flux. Besides, I had a great deal of experience at public speaking, and Doug did not. I don’t think that I would ever have trusted anyone with the demos.

Doug was a real bulldog once he had a hot lead. He was extremely good at following up on everything. In his first year we closed extremely profitable sales to Lord & Taylor, Filene’s Basement, and Michaels Stores.

Susan Sikorski

In April of 1994 I received an email from a woman named Susan Sikorski, who worked at Ross Roy Communications, Inc. in Bloomfield Hills, MI. The company at the time had eight hundred employees (!) and seven satellite offices. They wanted a production billing system that would feed their Software 2000 accounting system and some internally developed applications.

A few years earlier I would have considered this opportunity a godsend. We had already written interfaces for Software 2000 accounting systems for two AdDept clients. We loved to do interfaces, and the more complicated they were the better. However, we were so busy with programming for clients that Doug had landed that this was my response:

Unfortunately, as I looked over your package, I realized that our system does not really measure up to your requirements. We would have to make very substantial modifications to meet even the minimal requirements. Since we specialize in custom programming, this would not ordinarily be a great issue to us, but at this time we would not even be able to schedule the work for many months. So, I guess that we will have to mass.

And it was almost certainly a good thing that I was forced to make that decision. In 1995 Ross Roy Communications was purchased by the mega-agency called Omnicom Group. If TSI had been chosen for the project, I strongly suspect that the plug would have been pulled on it before the system became fully operational. Susan found a new job at Volkswagen in 1996.

Meanwhile, in the next few years Doug managed to get TSI’s AdDept system into all of the remaining May Company divisions, as well as Elder-Beerman, the Bon-Ton, Stage Stores, two Tandy divisions, Gottschalks in California, and all but one of the five divisions of Proffitt’s Inc., which later became Saks Inc..

Doug and I took many sales trips together. The most memorable one was in December of 1997 to Honolulu to pitch Liberty House3, the largest retailer on the islands.

Doug using a client’s AS/400 for something.

We had a little free time while we were there. Doug and I used it to climb to the top of Diamond Head together. He was an enthusiastic mountain biker, he had been a soccer player in college, and he was quite a bit younger than I was. I was in pretty good shape from jogging. So, neither of us held up the other.

Sue accompanied us to Honolulu, and after Doug returned home, she and I had a great time on four different islands, as is described here.

The other trip that was the most memorable for me was when we flew to Fresno, CA, to pitch Gottschalks, a chain of department stores in the central valley.

In those days you could save a lot of money by flying on Saturday rather than Sunday—more than enough to pay for a day’s food and lodging and a car rental. Doug and I considered going to Yosemite on our free day, but there was a problem with the roads there. Instead we decided to drive along the coastal highway from north to south to maximize our views of the coastline.

Somebody else’s photo.

I did not have a camera, but Doug did. His was a real camera of some sort. I was not yet into photography, and I had not brought a disposable camera on the trip. Doug took lots of photos. In fact, he ran out of film. When we stopped for lunch he bought some more film.

Doug took a lot more photos on the rest of the journey, or so he thought. When we got to Fresno he discovered that he had no photos at all after lunch. I don’t remember whether he forgot to load the camera after he took out the film. Maybe he did not wind it, or there was a technical problem. That was not the worst of it. He also somehow lost the first roll of film when we stopped for lunch, and it also contained the photos of his newborn child taken before we left.

But, hey, we got the account.

I guess that Doug is unloading new equipment in Enfield.

Doug and I almost never disagreed about what the company should be doing. However, near the end of his tenure he came up with an idea that I just could not sanction. He wanted us to start a new line of business in which we contracted for large chunks of advertising space from newspapers at a discount and then resold it to small businesses at a profit. Maybe he could have sold a lot of space; maybe he couldn’t. In any case such an undertaking would leverage no TSI products or services and none of the skills that the rest of us possessed. In short, he was asking me to backstop a new source of revenue for him. I declined to do so.

Doug and I made a great team. I gathered specs and did the demos. He attended, met the players, and subsequently followed up on everything. When the prospect had signed the contract, he made sure that all the i’s were dotted and the t’s crossed and ordered the hardware if they bought from TSI or a business partner.4 By 1999 we had more work than the programmers and I could handle. I told him to stop selling new software systems until the programming backlog could be reduced to a more manageable level, which would not be for at least a year. He made the imminently reasonable decision to look for another job.


After TSI moved to East Windsor in late 1999, we hired one more AdDept salesman, Jim Lowe. His previous experience was with a company that marketed hard cider. The challenge was to get retailers to give them adequate shelf space. It was retail experience, but not exactly the kind that we had dealt with.

Jim was a smart guy, and he could have been a good salesman for us. We went on a trip together to Wherehouse Music in Torrance, CA. Wherehouse was a large chain of music stores in California. Jim and I stayed in a nearby Holiday Inn the first night. We used MapQuest to find to the Wherehouse headquarters the next morning. At the very first turn MapQuest advised us to turn right. This seemed wrong to me, and I turned left instead. We reached the building in less than ten minutes. I don’t know when we would have arrived if I had turned right.

It was a very strange meeting. Rusty Hansen, whom I knew from Robinsons-May, had told them about us. We never got to meet with him or anyone else who seemed to know what they wanted. We did get to meet the president of the company, who was wearing jeans and a tee shirt. I never did figure out what this whole episode was about. The company went out of business within a couple of years.

Jim only worked for us for a few months. He took an offer that was very similar to his old job. Before he left he helped me with a mailing that produced some good leads. I sold the last few AdDept systems to some of those retailers by myself.

Jim’s advice to me when he left was that TSI should concentrate on AxN, which is described here. I don’t think that he ever really understood that the horse must precede the cart. We needed retailers to be sending us insertion orders in order to be able to send them to newspapers.


Bob in Denise’s office.

Bob Wroblewski was, as I recall, a relative of Denise’s husband. In November of 2003 Denise came up with the idea of paying Bob to get the newspapers signed up.

I got to know Bob on a trip taken by the two of us to California to persuade Rob-May and Gottschalks to use AxN. We both misjudged how well the two demos went. The people at Gottschalks seemed excited; Rob-May was somewhat cool. However, Rob-May soon came around, and I never did persuade Stephanie at Gottschalks to use AxN.

Here is how the marketing process worked. After a retailer’s advertising department that scheduled its newspaper ads in AdDept agreed to use AxN for insertion orders, it provided us with a list of its newspapers with contact information. I wrote a letter to each paper asking them to subscribe to the service. The letter was printed on the retailer’s letterhead and was signed by the advertising director or ROP manager at the newspaper. However, it was sent by us along with a contract that I had signed. The monthly rate was approximately what the newspaper charged for one column inch in one issue. This was a negligible fraction of what the advertiser spent. Then Bob called each one and persuaded them to sign up.

I don’t know (and I don’t want to know) what Bob said to the papers, but he had a very high success rate. He also earned quite a bit for himself in commissions. At one time we had over four hundred newspapers that subscribed for the service!

Bob’s wife died while he was still working with us. I drove to Providence, which is where he lived, for the wake.


1. Federated Department Stores owned many large chains that were all very promising potential AdDept clients. The rejection of The Bon Marché’s request may have been a blessing in disguise. In January of 1990, shortly after this meeting, Federated filed for Chapter 11 bankruptcy protection. It could have been really ugly.

2. Susan Sikorski is apparently working as a consultant for Avaya in 2021. She is featured as a graduate of Wayne State on this webpage.

3. We learned later that the advertising department at Liberty House had approved the purchase of the AdDept system, but the order was never placed because in March of 1998 Liberty House filed for Chapter 11, and the funds for new systems were frozen.

4. TSI was throughout its existence a certified member of IBM’s Business Partner program. However, because of the size of the company we were bit allowed to sell IBM hardware directly. Instead, we needed to pair up with a “managing Business Partner” who actually could place orders. We dealt extensively with several of these companies—Rich Baran, BPS, Savoir, and Avnet. There may have been others.