1999 TSI: Transition to East Windsor

Moving to 7B. Continue reading

By 1999 the office in Enfield no longer seemed suitable for TSI. We had been doing more training there than we anticipated. Fortune 500 companies had been sending employees to be trained for three or four days in a converted barn with no training room. My office, which was already also serving as the home of our AS/400s, System/36s, and their system consoles, had to be used for the training sessions, It did not give us a professional appearance.

There were many other reasons that Denise Bessette (introduced here) and I wanted to move. In the first place, since Sue Comparetto was no longer working in the building much (explained here), I felt uncomfortable being in a building owned by her father and shared with his company and Sue’s siblings, all of whom worked for the Slanetz Corporation.

I was sure that Denise would be happy to move into an office that she designed rather than the one that she had shared with Sue. Sue was hardly ever there, but many of her bags, boxes, and piles of her junk were still in evidence.

Behind the office building was a lot that was the home of (literally) tons of discarded equipment and machinery, including a fire truck, a blue school bus, a rusty tractor from before World War II, innumerable tires, and at least twenty fire hydrants. These all belonged to some iteration of the Slanetz Corporation. Personally I did not care if they wanted to have a junkyard there, but as the proprietor of the business, I had to think about what our clients thought. If we ever needed to bring someone really important to the office, we would certainly be embarrassed.

My workspace in Enfield when I had only a “dumb” terminal. The photo on the wall depicts my nieces Cadie and Kelly. The stacked trays held materials for each client. The accordion files on the left contained program listings. The shoes are Stan Smith models.

One important person whom we wanted to contact quickly was someone to manage our marketing. Doug Pease (introduced here) had done an outstanding job working out of what was supposed to be a closet, but we could not expects someone who could acquire contracts with billion dollar corporations to do so.

We also needed to rewire our office to allow easy access to the servers from PCs and to use the Internet. Denise took charge of all of this, and she preferred to do it from scratch rather than to retrofit the scheme onto what we had.

Another neglected priority was the furniture. We had a mishmash of second-hand pieces that we had accumulated over two decades. In general we wanted a more functional and more modern working environment. Jamie Lisella (introduced here), who was doing the administrative and bookkeeping functions, needed a better setup. We also wanted to move Sandy Sant’Angelo (introduced here), who dealt with support calls from clients, an area in which her voice, which really carried, did not disturb the programmers.

A limiting factor was the fact that Denise lived in Stafford, which was already a twenty-minute drive. Most of the available office space would be towards Hartford and therefore farther for her. She was amenable to increasing her commute a little, but she did not relish the prospect of a two-hour round trip.


Kohl’s is the big white building in the upper left. The space that we looked at was the other white building labeled “Blush Med Spa:.

Jamie did most of the research into places looking for tenants. I remember that she found a place in a medical building near Kohl’s. Denise and I went to look at the space, which was on the second floor of a building that had mostly medical tenants. I thought that it was OK, but Denise did not like the fact that it was so close to a shopping center where people might be hanging around in the evening. She sometimes worked by herself and did not leave until it was dark.

A place on Hazard Ave. would have been very convenient, but the only space that was available was disqualified for some reason. I never saw the interior of the place. I think that a chiropractor moved in.

My lobbying to move the operation to North Hollywood, CA, (explained here) was dismissed by the other participants in the search.


The door to 7B was on the far right.

I am sure that Jamie located the site in East Windsor. I remember her saying, “I think that I have found TSI’s new home.” It was in Pasco Commons, a group of buildings that were designed to be homes, offices, or both. Building #71 was owned by Rene (RAY nee) Dupuis, the owner and operator of Tours of Distinction2, a travel agency that specialized in arranging bus tours in New England.

TofD took up the bottom floor, Suite A. Rene wanted to rent TSI the second floor, Suite B. We would be able to add or remove interior walls and shape it the way that we wanted it. There was also a unit in the basement, which he rented as Suite C once or twice.

The red balloon indicates Pasco Drive. Building #7 was a little bit east of the balloon. The river is on the left. The yellow road labeled “S. Main St.” is Route 5.

The location was East Windsor just off of Route 5, a major US highway, and less than a quarter mile from the Connecticut River. The location was quite good. Building 7 had its own parking lot with five or six slots on each side. Two doors opened onto the parking lot, one from Suite A and one from the stairs to Suite B. The rent was not much more than we paid Sue’s father. If the traffic was light I could reach the office in fifteen minutes—my record was twelve.


Preparations: I found some graph paper that we could use to plan where all of the walls and doors would be. We put a conference room, the area for Sandy and the administrative person and the sales office on the south side. The programmers and office equipment were in the middle, and offices for Denise and me were on the north side. The east side had the server room, the kitchen, and the bathrooms. The server room was supposed to be big enough to hold our supplies, too, but somehow we lost a couple of feet of space. Fortunately, Rene allowed us to make a last minute change to wall off an area for supplies and storage.

Denise made most of the arrangements for the transition. The furniture was mostly new, or at least new to us. We got a nice table for the conference room with comfortable chairs and a beautiful bookcase that I claimed when we closed down in 2014. We ordered five phone numbers. The last four digits were 0700-0704, which was convenient. In the entire history of the company no employees—not even Denise and I—ever had personal phone numbers or extensions. I have always thought that that was smart for a company of our size.

The part of the old building used by the Slanetz Corporation had a kitchen, and they let our employees use the small refrigerator. The new kitchen also had a small refrigerator, a microwave, and a table. It also contained a sink, counter, and cabinets, but no stove.


My office in Enfield. My big red mug is visible in front of the window with a photo of W.C. Fields and a Realistic radio from RadioShack. Later I purchased Bose radio to replace it. The big red mug was lost when I left it on the roof of my car one evening.

The big move: We did not take occupancy of 7B immediately. The furniture and the new separation panels arrived at separate times. I must have been involved to some extent in the assembly and placement, but I have no distinct memories. I am pretty sure that I brought the computers from Enfield over the weekend in my car. I probably needed some help with the AS/400.

After all the furniture had been received and the equipment collected we moved in and shortly thereafter we had an open house party. I don’t remember everyone who came, but I do recall that Denise’s mother and at least one of her sisters were there.

Someone brought us two nice plants in large pots. Both of them survived our entire stay of more than fourteen years in East Windsor. By 2014 they were both gigantic. I sold them to someone who probably dumped them somewhere and kept or sold the pots.


La Notte had a huge parking lot.

Life in East Windsor: Before Pasco Commons existed, Jonathan Pasco’s restaurant was an institution on Route 5. TSI had a couple of outings there, and we occasionally entertained clients or others we were trying to impress. I think that we also went to La Notte, an excellent Italian restaurant in the middle of a nearby industrial park.

On many evenings and weekends I went for runs on the roads around that industrial park and the adjoining Thompson Road. I often did as much as ten miles. I sometimes left my water bottle at the Thompson Road entrance. Once I was approaching that spot having completed my first loop. A police car was surveilling the bottle from across the street. When I approached it the officers accosted me and asked what the “device” was. I told them that it was my water bottle. They asked me to take a drink, and I did. This occurred shortly after 9/11, when half of America was paranoid about terrorist attacks.

On one of my runs I aw a very large snapping turtle on grass besidee Thompson Road. Inside the industrial park I often saw wild turkeys and once spotted a bobcat. I also once observed two hawks “doing it” on the ground.

I usually arrived at work before 6:00 in the morning. I worked for an hour or two and then took a nap on a mattress from a portable cot that Sue had bought for camping and only used once. On a couple of occasions someone was surprised to find me asleep on the floor of the server room.

Every few days I would go to Geissler’s grocery to buy Red Delicious apples and diet cola in two-liter bottles. On one of those occasions I ran my Celica into the side of a Lincoln. I was driving on the exit lane on the right in the photo. The Lincoln was traversing the lane in the foreground.In my hundreds of trips to Geissler’s I had never seen a car using that lane.

The policeman investigating the accident did not give me a ticket. He said that the East Windsor police were called for accidents there every week. Eventually they reconfigured the parking lot to prevent the kind of accident that I was involved in.

Every day I brought my lunch from home or bought a sandwich or salad at Geissler’s. If the weather was good, I generally ate at a picnic table in a small park by the river. I almost always took a nap after lunch, either in my car or in the park on my notorious mattress.

One of the biggest events in the history of East Windsor occurred while we were tenants there. Walmart opened a Super Center a mile or so north of TSI’s headquarters. The first time that I went there I wondered how they had found so many people who looked like they were from Appalachia.


178 N. Maple: TSI left behind some furniture in the Enfield office. Sue continued to go there on occasion. At one point she obtained a great deal of fabric from someone that she knew. She tried to run a small business selling the fabric for a while.

The Slanetz Corporation made an effort to rent out the space at least once, but as of 2023 it is not in use.


1. When I researched this in 2023, I was surprised to discover that Building #7 was for sale as a “new listing”. All of the interior photos are of 7A, and the one exterior photo shows only the door to 7A. It was weird. It was obvious that something (the other door) had been excluded. I found the photo at right at this website.

2. Tours of Distinction has moved to Simsbury. Its website can be viewed here. When I looked there I could find no information about who owned or operated the agency.

1999 TSI: Mike Gets Certified

The AS/400 hardware, the OS/400 operating system, and the and DB2 database were introduced in 1988. The AdDept system that TSI developed for the administration of the advertising departments of large retailers was one of the very first systems developed … Continue reading

The AS/400 hardware, the OS/400 operating system, and the and DB2 database were introduced in 1988. The AdDept system that TSI developed for the administration of the advertising departments of large retailers was one of the very first systems developed on and for the AS/400. At the time TSI was an IBM Business Partner for its GrandAd system on the System/36. Earlier TSI had been one of the first software companies to be recognized as an IBM Business Partner for the Datamaster.

Prior to the late nineties the only requirement for a company to become a Business Partner was to have some successful accounts that were using its software or services. At times it was a huge advantage to be an IBM Business Partner. At other times IBM employees treated the partners as competition.

At some point the concept of Value-Added Retailer (VAR) was introduced. VARs were at first allowed to order and sell systems for which their software or services had qualified as adding value to the sale of IBM equipment. Too many bad sales by VARs prompted IBM to take away the ability to take orders from smaller companies such as TSI. Instead they were assigned to a “Super-VAR” who vetted and placed the orders for them. In 1999 TSI was assigned to a company called BPS, which shortly thereafter renamed itself Savoir.

The next, but by no means last, set of restrictions imposed by IBM was to require any company involved in sales of IBM equipment to have at least one employee who had passed proficiency tests for the the equipment. At the outset there were two levels with separate tests, one for sales personnel and one for technical.

My partner Denise Bessette and I judged at the time that it was critical to the future marketing of AdDept and any other future product that we continue to participate in IBM’s partnership program. I knew more about the hardware offerings than she did, and so I was chosen to study up and take the technical test. It made little sense for a different person to study for the sales one, which was reportedly much easier.

I think that I must have taken the exams in the first half of 1999 or late 1998. I have a lot of notes from the second half of 1999, and there is no mention of them.

IBM still publishes Redbooks. I think that WAS was in version 1 in 1999.

IBM published study guides for both exams. One or two Redbooks may have also been on the syllabus. I remember that there was a considerable amount of technical material about several things with which I was not at all familiar. One was the cabling required to connect two AS/400s. The other was setting up partitions on a single AS/400 so that each partition had a separate file system. It was more complicated than it sounds because each device needed to be defined in each partition that used it. I remember practically nothing about either of these topics, but we did encounter partitioning at Dick’s Sporting Goods (introduced here).

I spent as much time as I could bear going over the course material. Hardware and operating systems have never really been my thing. It took a lot of discipline to force myself to understand the details of things that we would never use.


The day arrived on which I was scheduled to take the tests. I drove to an office in Farmington that specialized in administering exams for corporations. I had already consumed one 20-ounce bottle of Diet Coke before I arrived, and I brought another with me.

I gave my registration document to the receptionist. She asked me which test I wanted to take first. I selected the sales test. I seem to recall that each test lasted for about ninety minutes. All questions were multiple choice. I was required to enter my answers on a PC.

The sales test was not too difficult; I reported back to the receptionist ten or fifteen minutes before the deadline. She told me that I had passed.

I told her that I wanted to take a break before taking the technical test. I went to the men’s room and sat in the lobby. I drank my second Diet and tried to clear my mind. Then I took the second test.

It was much more difficult than the first. A few questions were beyond my ken. I skipped them. I read all of the others carefully and only answered after I was fairly certain. I used up nearly all of the allotted time. I was pretty relieved when the receptionist assured me that I had passed both tests.


It doesn’t look familiar.

So, I was certified by IBM as knowledgeable about both the sales and technical aspects of the AS/400. If I ever had physical certificates, I certainly have not seen them for a decade. TSI’s Sales Manager Doug Pease told me that his contact at Savoir had told him that almost nobody ever passed the technical exam on the first try.

I am not sure how much good my success did us. I am not sure that TSI sold any new hardware at all in the rest of the time that we were in business. We might have ordered an upgrade or two through our Super-Var.

On the other hand, we did get to go to the PartnerWorld convention in San Diego. That adventure has been described here.

1991-1999 TSI: Addressing the Y2K Issue

The big fix. Continue reading

In 1999 people were predicting an end to civilization because of the imminent arrival of a new century. Art Bell interviewed a doomsayer almost every night. Key software programs were expected to crash a few seconds into the year 2000.

The calamity did not happen. A few systems probably had difficulties, but no major problems were reported at all. In the late nineties employees and contract workers at companies around the world ad devoted a great deal of time and money fixing or replacing software that would not work as designed in the year 2000. TSI was one of those companies.

The software programs that we had installed at clients and we used in TSI’s office often involved dates. For example, every business that does billing needs to know whether the clients are paying the bills within a reasonable time. This involves a comparison of the date of the invoice and the effective date of the report. The routine that makes the comparison must know the year for both dates. As long as both dates are in the same century, the familiar two-digit version of the year will suffice. However, if the invoice date is in 1999 and the report is run in 2000, the calculation must be adjusted.

This aspect of the problem was relatively simple to solve, but in large systems like the ones that we had installed there were thousands of references to dates. The challenge was to find all the situations that needed to be fixed and to implement the appropriate changes in a manner that minimized the inconvenience to the user.

From our perspective the problem was twofold: the way that dates were stored and the way that dates were collected—from data entry screens or from other files. As we entered the nineties we had three groups of clients: 1) System/23 (Datamaster) users, most of which had extensive custom code; 2) System/36 users, most of which were ad agencies that had a lot of common code, but a mixture of custom and standard programs were stored on separate media for each client; 3) a few AS/400 AdDept users; 4) TSI itself, which used a version of the ad agency system on the System/36.

I decided to inform all the Datamaster users well in advance that TSI did not intend to make their code Y2K-compliant. Most of them were not surprised; IBM no longer supported the hardware. However, the sole user at one customer, Regal Men’s Store, begged us to make their system work in 2000. I replied that it would probably be cheaper for them to buy a new system. As it turned out the company went out of business shortly after year end without purchasing a new system.

Fixing each ad agency system would have been a monstrous job of minimal benefit to anyone. By January 1, 2000, their hardware would have been obsolete for a dozen years. So, I sent a letter to each suggesting an upgrade to a small AS/400. Only a few of them took us up on the offer.

We did create a version of the ad agency software for the AS/400 that was Y2K-compliant. Our employees used it for administrative tasks for about twenty years. We had a great deal of trouble marketing it even to the ad agencies that love their GrandAd systems. Fortunately, by 1994 AdDept sales had really taken off, and we did not really care too much about the difficulties of marketing to ad agencies.

The AdDept system had to work perfectly, and the transition must be smooth. We had already promised a number of users that it would be Y2K-compliant. I intended to spend New Year’s Day 2000 watching bowl games, not dealing with Y2K catastrophes.


Why, you may ask, was there even an issue with data storage? That is, why were the dates stored in a format that caused the difficulties in calculations? The answer lies in Moore’s Law, the preposterous-sounding claim that the number of transistors in a dense integrated circuit (IC) doubles roughly every two years. In point of fact, the astounding 41 percent growth rate applied to many aspects of computing—processor speed random-access memory, and the ability to locate and retrieve large amounts of data very quickly.

For TSI’s first handful of years in business the clients stored all of their data and their programs on diskettes with a capacity of only one megabyte1. Those users crammed years worth of historical data on these thin slices of film. To put this into perspective, consider this photo of an eight-inch diskette:

Storing the simple photographic image shown above requires more than seven megabytes. So, storing a file of the size of this one image—something routinely done in 2021 by cameras, phones, watches, eyeglasses and countless other “smart” devices—would require (using the technology of the eighties) eight diskettes and perhaps an hour of computer time. Much of TSI’s systems were designed in this era in which both disk and memory were precious commodities. Good programmers were always conscious of the the physical limitations of storing and manipulating data. The prospect of a client’s system crashing because it ran out of space for its data was a nightmare to be avoided at all costs. Everything was therefore stored in the most efficient way possible. The idea of using two extra bytes to store the century occurred to almost no one in the early eighties.

I could think of several possible approaches to the storing of data to circumvent the problem of the new century. The four that we considered were:

  1. Replace all of the YYMMDD numbers in every data file with eight-digit YYYYMMDD fields;
  2. Keep the dates the way they were but add a new field to each record with the date in the YYYYMMDD format and use the latter for comparisons, calculations, and sorting;
  3. Add a two-digit century field (filled in for existing data with 19);
  4. Add a one-digit century field (filled in with a 0 for existing data).

Rejecting the first option was an easy call. All of TSI’s systems had hundreds of programs that read fields by their position in the record, not by the field name in the database. If the total width of the fields that preceded the field in question, was, for this example, 50, the program read the six-digit date field beginning at position 51. This was not the recommended method, but it had always worked better for us for reasons that are too wonky to describe here. The drawback was that whenever it was necessary to expand the size of a field, it was also necessary to change or at least check every line of code that read from or wrote to the file. This could be an imposing task for even one field. Since a very large number of files contained at least one date, almost every statement that read, wrote, or rewrote data would need to be checked. If it needed to be fixed—or even if it did not seem to need fixing—it needed to be tested thoroughly with data that contained dates in both centuries. We had no tools for the testing, and every situation was at least somewhat unique.

Large and dangerous.

Attempting this for every date and season field was such a large and dangerous task that the only way that I would consider it was if, at the same time, we abandoned reading and writing by position and replaced it with reading by field name. I thought about it, but I decided that that approach would result in even more work and was only a little bit less dangerous.

I reckoned that the other three methods were roughly equal in difficulty and in the amount of time required for implementation. I eventually decided that the one-digit method would suffice.

There was one additional issue in the AdDept system. The first two digits of the three-digit identified the year. So, it was necessary to add a century field for every file that included the season number as well. The season was a key field2 for many files. Fortunately, it did not seem to be necessary to add the century to the construction of any of those keys.


The other issue concerned data entry. Users of TSI software were accustomed to entering dates as a number in the form MMDDYY, the way that dates are commonly written in the United States. The programs validated what had been entered by converting the number into YYMMDD format and checking that each piece was legal. The check for the year normally involved checking to make sure that it was within ten years of the system date. So, every validation routine needed to be changed because the date entered and the system date could be in different centuries.


All of the work was to be done on the AS/400. The first step was to locate all of the files in both the AdDept database and the agency database, which we called ADB, and to add century fields that defaulted to 0 at the end of the files. At the same time, every program that wrote records to these files was found. A peculiarity of BASIC helped us find these programs. BASIC associates numbers with files in each program, and TSI consistently used the same numbers for files. Thus every instance of updating of the job file contained the phrase “WRITE #22”.

A single callable program was written to calculate the century. Its only input was the two-digit year. It was incredibly simple. It set the century to 1 if the year was less than 80 (the year that TSI moved to Connecticut); otherwise it set it to 0. In BASIC it required only two lines of code:
CENTURY=0
IF YR<80 THEN CENTURY=1

This approach will work flawlessly until the program confronts dates that are in the 2080’s. If anyone is still using code produced by TSI when that happens, someone will need to come up with a rule for setting CENTURY to 2. I don’t lose any sleep over this possibility. Yes, you could say that we just kicked the can down the road, but who is to say that roads and cans will even exist in 2079?


A much more time-consuming problem was correcting all of the programs that produced reports or screens in which data was sorted by one of the date or season fields. I set up an environment for the Y2K project that contained both programs and data. Whereas it seemed important to insert the century field into all the affected files as soon as possible, the reports and screens would work fine for a few years and could be addressed one at a time.

I evaluated this part of the project to involve mostly busy work—repetitive tasks with almost no important decisions and no creativity whatever. We had hired a college student to work with us for the summer. I thought that Harry Burt and I could set up the projects for him. Harry, who had experience as a college-level professor, could supervise him and check his work. This method did not work out at all, as is described here, and it used up some precious time.

I may have overreacted to this setback. I decided to make this a very high priority and to assign it to myself. One of the programmers surely could have done it as well as I did, but I did not want to assign it to any of them because I did not want anyone I was counting on to consider their job as drudgery.

So, for several months I spent every minute of time that I could find fixing and testing programs to handle the century fields correctly. A few cases were trickier than I expected, but the coding was completed, tested, and installed before any of our clients started planning for the spring season of 2000, the first occasion that would requir the code.


I am not certain about when this occurred, but at some point I received a letter from, as I remember it, someone in the legal department of Tandy Corporation. It said that the company had received a letter from someone named Bruce Dickens demanding that Tandy pay him a proportion of its gross income every year to license the software that handled the Y2K problem because it must have used the technique of “windowing”, for which he had been issued a patent by the U.S. patent office.

The letter, of which I cannot find a copy, contained a technical description of the term3 as described in the patent and asked me two questions: 1) Did the software that we installed at Tandy use this technique? 2) Would TSI indemnify Tandy Corporation in a lawsuit over its use?

I answered both questions truthfully: 1) “This does not sound like what we used.” 2) No.

Dickens sent demands for payment to all of the Fortune 500 Corporations. He said that if they did not agree, the percentage of income required for the license would be increased.

I have searched high and low to find out how this situation was resolved. I know that the U.S. Patent Office scheduled a review of the patent, but I could not find a report of the outcome. I also could not locate any information about whether any of the companies that he had extorted ever paid anything to him or the company that he reportedly founded, Dickens2000. I doubt it. I found no evidence that he actually sued any of them either.

If I had been asked directly whether any of our code calculated the century using the year, I would have changed the code listed above to remove the IF statement and simply set CENTURY=1 in all cases and then answered “No”. A few months into 2000 employees of the companies that used the AdDept system no longer entered twentieth-century dates on new items, and the programs only used the code to assign a season when new items had been entered.


We did not charge any of our clients for the Y2K fix. A few people told me later that this was a mistake. Since our customers depended upon AdDept, and there was absolutely no alternative system available, we probably could have gotten away with charging them. The companies may have even set aside funds for this purpose. However, all of the AdDept users had software maintenance contracts, and I considered it our duty to keep their systems operational.


1. A bit is a binary storage unit; it has only two possible values: off or on. A byte contains eight bits, which is enough to store any kind of character—a letter, number or symbol. A megabyte is one million bytes, which is enough to store approximately eighteen Agatha Christie novels. However, it is not close to enough to store even one photograph. Videos require vastly more storage.

2. A key is a set of fields that uniquely identifies a record. A well-known key is the social security number. The VIN number on a car is also a key. A zip code is not a key because neighboring residences have the same zip code.

3. The most readable and yet comprehensive description of the windowing technique that I have seen is posted here. The application for the patent, which was granted to McDonell-Douglas in 1998 (long after everyone had decided on the approach to use), was (deliberately?) designed to appear much more elaborate than the two lines of code that we used.

1999-2006 TSI: AdDept Client: Parisian

Saks Inc. division based in Birmingham, AL. Continue reading

Parisian, based in Birmingham, AL, was a little different from the other divisions of Proffitt’s Inc.1 (later renamed Saks Inc.). Its stores were somewhat upscale, but they seldom went head-to-head with Saks or Neiman Marcus in major markets. Parisian was acquired by Proffitt’s Inc. in 1996, and the corporate headquarters was immediately moved to the beautiful Parisian building at 750 Lakeshore Parkway on the north side of Birmingham. By that time Proffitt’s Marketing Group (PMG) had already decided to implement the AdDept system at all divisions. Therefore, I never made a presentation or demo for Parisian.

I flew to Birmingham and installed the AdDept system in January of 1999. After that day I never laid eyes on the AS/400 or the system console. They were kept in a closet somewhere in the headquarters building. Parisian’s advertising department was located, if memory serves, on the second floor. PMG was on the ground floor. The AdDept users signed on through the network. TSI had nothing to do with the connectivity.

This was a very strange installation. The personnel in the advertising department were not like those that I encountered anywhere else. Aside from the Senior VP, almost everyone else at every level was female. Moreover, every time that I went there, there seemed to be a large number of new people who needed to learn how to use AdDept. Finally, a very high percentage of these women were strikingly good-looking and blonde, and almost all of them dressed much more stylishly than I had seen at any other location, including Saks Fifth Avenue and Neiman Marcus.2 At those two locations the executives and the people who dealt with customers dressed to kill, but those standards were not imposed on clerical workers.

From left: Kimberly Weld, Sally Carter and Cheryl Sides. Josh Hill from PMG is behind them.

I have found quite a few photos of the people at Parisian, and the names of the employees are indicated on some of them. I also have some notes beginning in 1999 that included more names. I have very clear memories of only two people, Cheryl Sides1, who was the official liaison for the AdDept system, and Sally Carter, the manager of the business office. Cheryl was there from the time of the installation up to the demise of the chain. Sally was replaced by Barry Cleavelin in 2001.

For the first year or so the Divisional VP was Alan Seitel5. The Senior VP for most of the period in question was Bob Ferguson, who came over from Younkers6. He was succeeded by Gary Yiatchos7.

Renita Lewis on the left with her back to the camera. Next, in order, are Diane Vogel, Cheryl Side, Kim Wolff, Regaye Fulcher, Annissa Kennedy, Kimberly Weld, Josh Hill, and Angela Dawkins.

David Dollar.

The people: I could hardly believe how many names were recorded in my notes or beside my photographs. I have almost no memories of any of these people. If my notes included a description of their role at the Parisian, I have included it in their entry in this list:

Diane (Vogel) Worthington’s LinkedIn photo.
  • It seems incredible that I remember nothing about Diane Vogel, who was the Advertising Director at Parisian from 1996 on. I must have had several meetings with her. Her LinkedIn page can be found here.
  • Kimberly Weld would have won the national title if there had been a Miss ROP Coordinator contest. Her LinkedIn page is here.
  • David Dollar was the Co-op Coordinator. I seem to remember that he kept a lot of food in his desk.
  • I think that Dottie Collins might have handled Co-op advertising before David Dollar. Her LinkedIn page is here, but it contains no useful information.
  • I mostly remember Kim Woolf as the other Kim. She might have been involved with direct mail I found her LinkedIn page here.
  • Regaye Fulcher sat next to Kim Woolf in one photo. She may have worked with or for her. Her LinkedIn page is posted here
  • Ginger Brown worked in direct mail.
  • Colin Mitchell (a woman) was in charge of insertion orders for the newspapers.
  • Karen Kennedy worked in the production side of direct mail.
  • In 2000 Kelley Carter was in charge of co-op.
  • The next year it was taken over by Mollie Donohue. Her LinkedIn page is here.
  • I met two new people on my last trip to Parisian in 2005. The first was named Justin Walker. I wrote, “Justin Walker, whose title is director of eBusiness, is, I think, the resident techy for the Parisian division.” His LinkedIn page is here.
  • The other newcomer in 2005 was Luann Carter who came from Proffitt’s I think that she was in charge of trafficking production jobs. Her LinkedIn page is here.
  • I remember nothing about any of the following people whose name I recorded at some point: Annissa Kennedy, Angela Dawkins, Renita Lewis, and Kelly Denney.

I am completely stumped as to why I do not remember Mollie.

The installation: This was one of TSI’s most frustrating installations. The only difficult thing that they asked for was Bob Ferguson’s calendar. They printed it on a Canon color copier that used Postscript rather than a version of PCL, the Hewlett-Packer language. I said that I would look into it, but I don’t think that we ever even quoted doing it.

This should have been an easy installation, but it wasn’t. They seemed to have difficulty getting even basic programs to work for them. Some of the problems were just bizarre. In 2000 I reported, “CHKFAXSTS doesn’t work on Colin’s Mac. No matter what option you put in, the program interprets it as a 4. This is one of the more bizarre problems that I have encountered.” CHKFAXSTS is an IBM program; no other AdDept user ever had any problem with it.

Renita and Sally.

In April of 2000 I described some of the other difficulties.

Saks Inc. is putting pressure on Sally Carter to use AdDept to do closings. She told Sandy that she doesn’t want to use it because she doesn’t think that it works. We helped her through some problems today with the P.O. accrual program. I should have gone over the closing programs with her in more detail when I was there, but there was just no time. Wednesday I found a bug that threw off the journal entry by $1 million. I fixed it easily, but we looked bad.

This is another face of our usual problem. I have spent an inordinate amount of time at Parisian providing basic 5250 training to people that do not use the system at all and never will. I have also spent a lot of time writing custom programs (mostly their funky advertising schedule) and more than a little time twiddling my thumbs. I have spent no time with Sally to speak of before the last trip. Most of that was spent getting the store allocations to work.

I also reported that in November of 2000 I was asked to train a whole new group of employees in a classroom setting. It did not go well at all:

Barry Cleavelin.

The people in my class on Friday – who seemed reasonably intelligent to me – retained absolutely nothing. Either I am a much worse teacher than I think that I am or people in this type of setting do not think that they are expected to remember anything.

When Barry replaced Sally, I needed to spend several days with him to help him get up to speed on the AdDept processes. During that period we discovered several things that had been handled incorrectly in the past.


Life in Birmingham: I did not hate Birmingham as much as I hated Jackson, MS, the home of McRae’s. Jackson made me feel angry and frustrated. In Birmingham I just felt uncomfortable.

My records indicated that I ate a lot of lunches at Cia’s, which was inside the Parisian building. I have no vivid recollections of any of them

Most evenings I picked up a sandwich at Schlotzsky’s Deli. I remember that I ordered the same thing every time. It might have been a Reuben; that was my most common order at a deli.

I distinctly remember eating at a small Italian restaurant inside a mall. Ordering was done at the counter. I asked for spaghetti and meat sauce. The man at the counter mumbled something that I could not understand. I asked him to say it again. He did, but I still had no idea what he was asking me. I just said, “Yes.” Twenty years later I still have no idea what I agreed to.

At least once Steve VeZain of PMG took me out to his favorite restaurant, Joe’s Crab Shack.

La Quinta.

For most of my visits I stayed in the nearby La Quinta. It seemed to cater mostly to golfers who came to play the courses on the Robert Trent Jones Golf Trail. The thing that I noted the most about them was that many of them wore leather shoes with no socks. I had never seen this before, and it struck me as being both uncomfortable and unsanitary.

After work I usually jogged five or six miles on paths up and down the highway that ran between the hotel and Parisian. It was not the greatest place to run. Not only was it a little dangerous, but the noise was also disturbing. I had to wear my Bose headphones while I listened to operatic music or instructional tape.

The La Quinta had a pool and a small hot tub. Both of them were outdoors. The first time that I stayed I was able to use the hot tub after my run undisturbed. On all subsequent occasions the hot tub was occupied by golfers. On my last visit I gave up on La Quinta and stayed at a Hampton Inn.

I wrote the following on November 9, 2000:

When I was in Portland early in the year I had enough time to change my clothes before taking the red-eye back to the east. I changed in an extremely cramped stall in the men’s room. When I got home I realized that I was missing one of my wing-tips. I must have left it in the stall. I never threw the remaining shoe away because I thought that I might be able to find the missing one somewhere. After a while I forgot about it.

I went to the store to buy a new pair of dress shoes. I did not want another pair of wing-tips, but the only reasonable ones I could find were wing-tips, so that is what I bought.

This morning I was congratulating myself on forgetting nothing more important than a t-shirt to wear running. I started to put on my shoes. Both of them were right shoes. I evidently picked up the extra shoe by mistake.

I had to make an emergency run to Walmart. It was an unpleasant experience, but I managed to find one pair of shoes that are reasonably dressy (i.e., not hiking boots) in my size. They were on sale for $12.97.

They would not take my new American Express card at Walmart for some reason. I have used it twice.

This store in Pensacola was formerly a Parisian.

Epilogue: In August of 2006 Belk8 purchased the Parisian stores. The management of the advertising was immediately moved to Belk’s headquarters in Charlotte, NC. The five northern stores were sold by Belk to Bon Ton. Some southern stores were closed immediately. The signage on the remaining ones was changed to the Belk nameplate in 2007. Three northern stores continued to operate under their original name until 2013.


1. My experiences working with Proffitt’s Inc. and PMG are detailed here.

2. Most of my trips to Parisian were after the holding company had changed its name to Saks Inc. in 1998. My theory is that the women who applied for jobs in that building, which was the corporate headquarters for Saks Inc., thought that they were applying for a job at Saks Fifth Avenue. Thus, many of those attracted might have envisioned a career at the famous luxury store. After they learned about the other divisions and the pedestrian jobs involved in managing retail, they moved on. This is all just speculation, but I know that the guys in PMG spent as much time upstairs as they could.

3. Cheryl’s last name was, according to the designations on the photos, Sides. However, I also found Sipes and Sykes in the notes. I am not sure what Cheryl did at Parisian beside act as liaison with TSI; she definitely was good at that. I searched the Internet using all three last names but found nothing.

4. I found nothing on the Internet about Sally Carter, Barry Cleavelin’s LinkedIn page can be found here.

5. Alan Seitel’s LinkedIn page is here.

6. The history of the AdDept installation at Younkers is posted here.

7. I met Gary Yiatchos when I flew to Seattle for the presentation of the AdDept system to the advertising department of the Bon Marché. That adventure is described here.

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

1996-2003 TSI: AdDept Client: Younkers

Saks Inc. division based in Des Moines merged into Carson’s. Continue reading

I am pretty sure that Younkers contacted TSI about AdDept before the company was absorbed into Proffitt’s Inc. I have a rather vivid memory—not to mention a photograph—of a presentation that I did for them at the IBM office in Des Moines. Since Proffitt’s purchased the company in December of 1996, the starting date in the title is probably accurate. It might have been in late 1995.

The downtown Younkers store was connected by skyways to other downtown buildings in two directions.

Doug Pease accompanied me on the first trip to Des Moines for the demo. We stayed at a Holiday Inn that was just north of the downtown area near Mercy Hospital.

I remember that we went to a basketball game at the Knapp Center on the evening of January 27, 1996. The Drake Bulldogs came into the game with a 6-2 record in the Missouri Valley Conference. However, they were defeated by the Tulsa Golden Hurricane1 79-73. Drake seemed to be a little better overall, but they had only one guy who could dribble through a press, and in the second half when the starter had to be benched because of foul trouble. The freshman (Cory Petzenhauser) whom they inserted at point guard was just humiliated. It was painful to watch.

That defeat started a tailspin for Drake, which ended up with a 12-15 record. The coach resigned in March

The only photo that I have of the people from Younkers was taken at the IBM office. The only person whom I recognize is Roger. He is the guy in glasses in the back row near one of the enormous members of his staff.

Des Moines is legendary as a sleepy town, but I remember that Doug and I actually discovered a bit of night life in an assortment of restaurants and bars that were in a redeveloped area between the river and Younkers’ downtown store at 713 Walnut Street.

The system was not actually installed at Younkers until April of 1998.

The primary players in the AdDept installation at Younkers were the Advertising Director, whose name I think was Joe, and Roger Wolf, who was in charge of the advertising business office.

The Tea Room at Younkers.

My recollections of the details of the installation are few. The headquarters was on an upper floor of the flagship store. The Senior VP of Advertising treated us to lunch in the store’s famous tea room. It was quite elegant.

I think that Younkers bought the AS/400 directly from IBM. I don’t remember where it was kept, and I don’t think that I was required to install it. TSI wasn’t involved in connecting the various devices either.

Roger and Joe came to Enfield for training. I remember that practically everyone in the department except for Roger’s group used Macs. We had to research the availability of terminal emulation software for them. Joe had some very specific ideas about tracking the progress of production jobs. TSI was asked to do quite a bit of customizing of the trafficking programs to realize them.

Long after I posted this entry I discovered this photo of a meeting at PMG in Birmingham. Roger is the second from the left in the shirt with vertical stripes. Steve VeZain of PMG is waving on the right. Beside him is someone named Chris from Younkers. He must have been in charge of the Mac network.

I was not there for the flooding of the Raccoon River in 2003, but some of its effects were still visible years later.

Roger’s group of four or five accounting people was tucked away in a small area that was like a mezzanine up some stairs from the rest of the department. The ceiling was low. Everyone sat in a single row facing the wall. It was very cramped and felt rickety.

Roger was as almost as skinny as I was, but two enormous women also worked up there. I could not help wondering if the support beams for their floor were up to the task. For me it was a hellish place to work. Two people had radios on all day long. One played heavy metal rock; the other was tuned to the rantings of Rush Limbaugh.

My notes from 1999 indicated a peculiarity in the way that Younkers did its accounting:

They have implemented a great many things that have the result of increasing the budget for storewide ads. Some of this is at the expense of merchants, some at the expense of vendors. Roger understands this, but he is not good at articulating it.

Some of these “great many things” were quite difficult to program. Several years after the beginning of the installation Roger’s group was still not using the system to the satisfaction of the corporate people at Saks Inc.2

The rest of Saks Inc. thinks that Roger is a fuddy-duddy and an obstructionist. The PMG3 approach to solving problems is to put pressure on people to solve their own problems. I think this is why Joe quit. They have put a lot of pressure on Roger to give up his overly intricate accounting procedures and get with the program.

At first I too thought Roger was an obstructionist. The last two trips he has made a strong effort to use AdDept. However, he won’t give up his calendar until he is confident that every single number in AdDept’s calendar can be defended. They now have the worst of both worlds. Roger does the calendar in AdDept. He checks every number by hand. Then he gets frustrated and goes back to his manual calendar.

Steve’s4 idea was to send Ivy5 to show Roger how McRae’s does thing. Roger, who is at least as intelligent as Ivy, understands how McRae’s does things. Ivy has no clue how Younkers does things. Another problem is that Ivy is even less articulate than Roger.

I don’t know what the solution is, but it has to come from someone above Roger. Most people think that they are going to fire him. This won’t solve the problem.

They did not fire Roger, but they did try to make him quit. Liz Ewing6 replaced him as manager of the business office, and Roger was demoted to accounting clerk.

On most of my visits I stayed at a hotel that was within walking distance of the Younkers building. My recollection is that it was a Radisson.7 It was very nice, and Younkers had a discount rate. The thing that I liked best about it was that it had a Jacuzzi that was seldom used by the other guests. I found a good park in which to run, and afterwards twenty minutes in the Jacuzzi felt fantastic.

I had several adventures traveling to and from Des Moines. On one afternoon I was flying from Chicago to Des Moines on United. A tornado that was passing through the area forced us to land in Cedar Rapids. The entire story is recounted here.

I made it to the scheduled meetings on time and worked with the users according to the original schedule. Just another day at the office.

The other adventure involved a stop in Kansas City to play golf with my dad. The details have been posted here.

I have two startling memories from Des Moines. The first came when I was working up in the advertising business office. One of the overweight ladies was regaling the rest of us with a tale of an acquaintance of hers who had a foot fetish. He offered to pay her to allow him to suck her toes.

The other one came from Joe, the original Advertising Director who resigned and then was replaced in 2000 by Kristen Gray8. A group of us was having lunch at a restaurant. The topic of conversation was the difficulty of handling teen-aged offspring. I, of course, offered nothing. Joe mentioned that he had once received a telephone call from the police when his daughter had driven a car into a mall. Evidently no one was hurt.


In 2003 Saks Inc. made Younkers part of its Northern division. The offices in Des Moines were closed, and all administrative functions were transferred to Milwaukee. The stores continued to operate with the Younkers name. In March of 2006 the entire division was sold to the Bon Ton.

The downtown Des Moines store was closed in 2005. In 2014 a huge fire consumed the empty building that I knew as the downtown Younkers store.

Any remaining Younkers stores were closed as part of the Bon Ton’s liquidation in 2018.


1. Evidently the coach in 1922 wanted to name the team the Golden Tornadoes, but he discovered that it was already taken by Georgia Tech. So, he changed it to Hurricanes. At lest that’s what it says here. Of course, hurricanes seldom, if ever, bother Tulsa. I don’t know why or when it was made singular.

2. As is explained here, after Proffitt’s Inc. purchased Saks Fifth Avenue, it changed its name to Saks Inc.

3. PMG stands for Proffitt’s Marketing Group, the people at the corporate headquarters in Birmingham who oversaw the advertising departments.

4. Steve VeZain was the person at PMG charged with monitoring the progress of the installations in the various advertising departments.

5. Ivy Klaras worked at McRae’s in the business office. The AdDept installation at McRae’s is described here.

6. Liz Ewing’s puzzling LinkedIn page can be viewed here.

7. There are no Radissons in downtown Des Moines in 2023, The hotel that I stayed in was either sold or destroyed.

8. Kristen Gray’s LinkedIn page is posted here.