1993-2014 TSI: AdDept Client: Lord & Taylor

Quasi-independent department store division of the May Co. Continue reading

TSI enjoyed a good relationship for nearly all of the two decades in which the chain of department stores known as Lord and Taylor used AdDept to manage its advertising department. The headquarters was in one of the upper floors of the flagship stores on Fifth Avenue in Manhattan.

L&T’s Fifth Avenue store.

I don’t remember the details leading to the contract back in December of 1993. I am not sure that we even did a demo for them at the IBM office. L&T may well have been the first sale for TSI’s marketing director, Doug Pease (introduced here).

We had two very important things going for us. The Senior VP of Advertising at L&T was Howard Adler, who had seen what we could do at Macy’s East, the first AdDept installation (described here). Moreover, L&T was owned by the May Company, and two other May Company divisions had been using AdDept successfully for a few years.

In the April 1994 issue if the newsletter, Sound Bytes, TSI announced the fact that L&T had purchased the AdDept system and an AS/4001 on which to run it:

Lord & Taylor, the third May Co. division to use the AdDept system, is currently in the process of finalizing the specifications for its system. Their system will reside in the company’s Manhattan headquarters. All areas of the department will be connected through a PC network.

Although L&T was definitely owned by the May Company, it did not play by the same rules enforced on the other department store divisions. L&T’s advertising department was not required to produce the same monthly reports that bedeviled the other divisions. Its merchandise was different—I actually saw elbow-length gloves for ladies for sale there. It was much more autonomous in many ways.

The flagship store was more elegant than that of any of the other May Company stores. The nearest men’s room to the advertising department was between elevators on a selling floors. It was by far the most spacious, sparkling, and elegant restroom that I encountered at any office, department store, or anywhere else.

I always took Amtrak to Penn Station when I visited L&T. I usually walked to the store on Fifth Avenue unless the weather was really foul, in which case I stood in line at the taxi stand on 34th St. to get the next available cab.

I entered L&T through the employee entrance, which I think was on 38th St., and descended stairs to the security area. Someone would come down to escort me to the advertising department, which was on one of the upper floors. When I left in the evening, I had to get a note from someone verifying that the laptop in my briefcase belonged to me and had not been purloined from L&T.

An amusing set of incidents in Penn Station that occurred on one of my last visits to L&T in 2007 has been recounted here.


Lord & Taylor used direct mail more than regional department stores. Notes that I compiled in 2000 state:

A very large number of reports were done for them. Unfortunately they are almost all too involved to be used by anyone else. They are the only client that uses AdDept to keep track of bill inserts – the little things included in the monthly statements.

They set up production schedules for direct mail. At one time they used AdDept for estimating direct mail, but they abandoned it. They have job jacket programs for both ROP and direct mail.

L&T also did more magazine advertising than the other divisions. AdDept did not seem to help much in that area.

We developed as part of the original design document an elaborate system for them of managing their magazine advertising (“The Projection Book”) and comparing it with competitors’, but they do not use it.


I think that this was the Greek feast. Norm is at the lower left. The guy sitting between two women with his tie in his shirt is Charles. Behind him is Chris.

I vaguely recall that at the very beginning the liaison between TSI and L&T was Norm Vlahos2. I have only a couple of distinct memories about him. The first is that whoever chose him for that role also assigned him and another fellow to act as “security officers” for the AS/400. Norm thought that they should be issued badges or at least arm bands to designate their authority. I also remember that Norm was responsible for ordering the food for the Greek-themed feast in which most of the department participated during one of my visits.

This is Charles’s old office. From left: Jennifer, Denise, Jennifer’s reflection, Ali’s reflection, Denise’s reflection, Bob’s reflection, my reflection (flash).

The other person whom I remember from those early days was named Charles. I am pretty sure that he was the finance director of the advertising department. Charles had a very unusual office. One of the walls was a gigantic mirror. I am not sure what its function was, but it made me very uneasy when I was required to sit in there to talk with him.

Same room; different feast. Tom is in the foreground to the left. The bald spot belongs to Howard.

I later learned that Charles owned a string of karate (or something similar) studios in New Jersey. Maybe he used the mirror when he practiced his moves.

Charles ordered the food from the 2nd Ave Deli for the luncheon with a Jewish theme that the department held on one of my visits. It was the best deli food that I ever tasted.

Tom had an office.

After the initial period in which the tables and historical data were into AdDept and the users had become somewhat familiar with the system, Tom Caputo3 was assigned primary responsibility for the AdDept installation. This was a big break for TSI because we got to deal with a person who had both the authority and the expertise to make good decisions about prioritizing what the system should be used for. He made our lives much easier because we seldom needed to deal directly with the users. He was good at finding out exactly what they wanted or needed and conveying the information clearly to us. Over the years he sent us a very large number of custom programming requests—so many that he asked us to combine the billing for the $75 quote fees onto one monthly bill. We were happy to do that.

Tom worked with us at L&T until 2001. He then took a job at Saks Fifth Avenue, where we again had the pleasure of working with him.

Chris only had a cubicle.

After a while L&T provided Tom with an assistant, Chris Pease4, who was employed by L&T from 1996 through 2001. We often worked closely with Chris as well.

I have a lot of very vivid memories of Tom and Chris. I remember almost nothing about the innumerable small projects that we discussed. However I distinctly remember one episode. You can see from the photos that nearly all the men in the advertising department wore suits, white shirts, and ties. One morning Tom spilled coffee or something on his shirt. He dispatched Chris down to the men’s wear department to buy a substitute for him. I was pretty impressed.

Somehow, my visits to L&T became associated with big departmental lunches in the advertising department. Trust me; no one was celebrating my presence or the wonderfulness of the code and support that TSI provided. It was just that I showed up every two or three months, and that also was deemed a reasonable interval between departmental lunches.

There was always a theme for the lunch and an employee in charge of the choice of menu and restaurant. In addition to the Greek lunch ordered by Norm and the Jewish one managed by Charles, I seem to remember an Italian pranzo and a Mexican fiesta. There may have been more. I don’t remember too many specifics, but the meals were all both authentic and delicious.

I have no idea who these guys are. Tom asked them if they were hungry and then told them to dig in.

If no departmental lunch was scheduled, Tom nearly always took Chris and me to a restaurant for lunch. We usually walked to a Chinese restaurant near L&T. On one of the last occasions we ate delicious lamb chops at a chop house. This was really the life.


After Tom and Chris departed, the installation entered a holding pattern. TSI’s primary contact for several years was Esther Roman5. I am pretty sure that she was in charge of the financial area of the advertising department. AdDept was just one of the tools that she used in her job.

Jennifer, Denise, and Ali.

Denise Bessette, Bob Wroblewski (who helped TSI with marketing of AxN to newspapers), and I made a trip to Manhattan in 2004 to meet with the newspaper coordinators, Jennifer Hoke6 and Ali Flack7. The purpose of the trip was to show them how TSI’s new Internet product, AxN (described here), could work for them. The ladies were rather enthusiastic about it, and L&T used the product for quite a few years.


In 2005 Federated Department Stores merged with and took over management of the May Company stores. L&T did not fit into Federated’s plans. Seven stores were sold or rebranded as Macy’s. The rest of the stores, including the flagship store and the headquarters in New York City, were sold to NRDC Equity Partners in 2006. In the following years NRDC also negotiated the purchase of Fortunoff, which was a chain of jewelry stores that was somehow linked with a group of stores that sold outdoor furniture. The intent was to use the L&T staff to manage these stores.

NRDC wanted to keep a separate set of books for the Fortunoff stores. L&T therefore asked TSI to create a separate instance of AdDept on the same AS/400. We figured out a way to do this (some tables and even data files needed to be shared) and installed it in late 2007 so that it could be tested for a couple of months and then used live in 2008.

Our main contact at L&T during this period was Esther. I also dealt with Dan Marrero, who worked for her, in 2007 and 2008. My notes for that period also mention someone named Rachel, but I don’t remember her.

The Fortunoff scheme was a fiasco. In February of 2009 Fortunoff declared bankruptcy after a lackluster holiday season during the Great Recession. NRDC tried to sell the chain, but there were no takers. By May of 2009 all of the Fortunoff stores had been shuttered.

HBC started in the fur trade.

Meanwhile, NRDC had purchased the Hudson Bay Company, the oldest corporation in North America. It decided that the HBC staff could manage the remaining L&T stores from Ontario. The last work that TSI did for L&T was to help with the migration of the programs and data to an AS/400 somewhere in Canada.

This marriage did not work very well either. In 2019 L&T was again sold, this time to Le Tote, a company that rents women’s clothing (!). The flagship store on Fifth Avenue was closed in 2019 along with some of the other stores. The Covid-19 pandemic rendered the recovery of the remaining stores unfeasible. All the remaining stores were closed by the end of 2020.

The Lord and Taylor name remains in 2021, but only as an online retailer. I tried to find out if they still sell those long gloves. There was no search feature on the website, and there was no category that formal gloves would fit in. So, I don’t think so.


Most of my trips to L&T were one-day excursions. I rode an Amtrak train to Penn Station in the morning and caught a northbound train back home in the evening.

The approach to Lincoln Center is breathtaking.

On Thursday, March 6, 2008, however, I stayed overnight at a hotel. When the dates for the trip had been set, I checked to see what was being staged at the Metropolitan Opera that evening. When I discovered that Verdi’s La Traviata, one of my very favorite operas, was on the bill, I resolved to attend. I had seen this opera twice at the Bushnell in Hartford, and I owned a fantastic CD that featured Luciano Pavarotti and Joan Sutherland. I had listened to that recording dozens of times.

After work on the 6th I walked the 1.7 miles from L&T (or maybe the nearby hotel) to Lincoln Center. The theater was nearly full. My seat was near the front but way to the left. I had a terrible view of the stage, but the sound in the theater was so good that the awkward viewpoint did not affect my enjoyment much. I adapted.

The building was, of course, extremely impressive both on the inside and the outside. It was hard to believe that such a huge auditorium had such outstanding acoustics.

The curtain rose on the ballroom scene. I expected for my eye to be drawn to Violetta as the life of the party, but I was wrong. Even after she started singing I was slow to identify the shortest and chubbiest woman on the stage as the legendary lady of the camellias. Ruth Ann Swenson was in excellent voice, but it was impossible to suspend disbelief about her being either an irresistible Parisian courtesan or a woman in the last stages of consumption.

The other two leads, Matthew Polenzani and Dwayne Croft, were fine, but for me the real star was Franco Zeffirelli’s classic production. I especially enjoyed the last act, which employed the Met’s stage elevators and a staircase to transport the Germonds from Violetta’s parlor to her bedroom. Operas are seldom even slightly realistic, but I don’t see how this approach could be topped.

Swenson & Kaufmann.

I discovered when researching this section of the blog that the first few performances of this opera back in the beginning of the season had featured Renée Fleming. That would have been something to see, but, then again, I probably would not have been able to scare up a ticket on short notice. Furthermore, if I had waited a week, I might have been able to see Jonas Kaufmann as Alfredo. I did not know who he was in 2008, but within a few years he became the most revered tenor in the world.

The 2007-2008 season was the last that Ruth Ann Swenson performed at the Met. Peter Gelb did not offer her any more contracts, although he insisted that it was not because of her weight.


1. A detailed description of the AdDept system design can be found here. Unique features of the AS/400 are described here.

Norm.
Tom.

2. Norm’s LinkedIn page can be found here.

Chris.

3. Tom Caputo’s LinkedIn page is here.

4. Chris Pease was not related to Doug Pease, at least not closely. Chris’s LinkedIn page is here.

5. Esther’s LinkedIn page is here.

Jennifer.

6. Jennifer Hoke’s LinkedIn page is here.

7. I could not find a LinkedIn page for Ali Flack. However, there are strong indications that she continued to work for L&T after the management of the chain was turned over to HBC.

8. A detailed description of the AxN system can be found here.

1993-2006 TSI: AdDept Client: Foley’s

May Co. division based in Houston. Continue reading

I remember getting two phone calls from Beverly Ingraham1, the Advertising Director at the May Company division based in Houston, Foley’s. The first one came in early 1993 before we had hired Doug Pease to handle our marketing. I spoke with Beverly about AdDept, TSI’s administrative system for large retail advertisers. She had learned of it from one of our mailings.

Foley’s flagship store at 1110 Main St. was demolished in 2013. I am not sure what replaced it.

I informed her that we had installed the system at a “sister division”, Hecht’s. I emphasized that it had been helping the employees at Hecht’s with their monthly May Company reports as well as many quotidian administrative tasks. She asked me to fly to Houston and show the system to them. Although I don’t remember the occasion, I must have spent a day or two talking with potential users, primarily Richard Roark2 in the business office at Foley’s off in one of the top floors of the flagship store on Main Street. The demo must have been at an IBM office. Sue might have come with me to Houston, but neither of us remembers the trip. We met Beverly and Linda Knight, the Senior VP of Advertising3. The people at Foley’s all seemed enthusiastic and exceptionally nice, as they did every time that I visited there.

After we returned to Connecticut, I wrote up a proposal to run the AdDept system on the F10 model that had recently been introduced by IBM. There is little doubt that I also included quotes for some custom programming—I forget the details.

I was very excited about this. I knew that Foley’s advertising must have had money because the May Company had recently merged the D&F division, which had been based in Denver, with Foley’s. The combined operation would be run from Houston. That gave them stores in Arkansas, Louisiana, Texas, Oklahoma, New Mexico, Arizona, and Colorado. The May Co.’s purse strings were bound to be a little looser than usual.

I was also excited because I was quite certain that most of the work that we had done for Hecht’s would be usable for Foley’s with only minor adjustments. For once we seemed to be on familiar ground.

Over the next week or two I talked with Richard Roark about some of the items in the proposal. When I finally got the second call from Beverly, she did not immediately say that the project had been approved. I had to ask her. She said, “Oh, yeah. Sure.” She then corrected my assumption that Richard Roark would be the liaison. She assured me that she would tell me who it was, and she did a little later.

I remember very well my first visit to Foley’s in May of 1993 to install the system. I flew on Continental Airlines from Bradley to Intercontinental Airport4, which was twenty-three miles north of the city center. I took a shuttle bus to the Hyatt Regency Hotel, which was only a couple of blocks from Foley’s headquarters.

The Hyatt featured a lobby that was both luxurious and sometimes very noisy. A bar was right in the middle of it, and the area above was open all the way up to the roof, thirty stories up. It was like an echo chamber or a natural amplifier. So, half of the rooms had windows that viewed the lobby. After my first stay there I always requested a room with an outside window.

That’s the Hyatt’s bar way down there in the middle of the lobby.

The elevators all had glass walls on the lobby side. I am not ordinarily affected by heights or tight locations, but the rapid descent in these glass cages made me quite uneasy.

I distinctly remember my first stroll to Foley’s from the Hyatt. It was March. I knew that I would not need the overcoat that I had worn to the airport in Connecticut, but I did have on a wool suit. The lobby of the Hyatt was very cool. I went through the revolving door and I was smashed in the face by the heat and humidity. It was like walking into a sauna.

By the time that I swam walked the few blocks to Foley’s big brick building, I had grown tolerant of the humidity. However, I was not expecting to see ten or so mendicants sitting on the sidewalk near the employees’ entrance. This crew was not the aggressive kind I had encountered in my life in Detroit and visits to New York. They just seemed hopeless. I don’t know why, but I was shocked to see this in Texas.

I don’t actually remember too much else about that day. That is a good thing. In TSI’s thirty-five year history we only had a few near-disasters or crises, and I distinctly remember each one.


I recall that one of our first big assignments for Foley’s was when the Houston Chronicle bought out the Houston Post and its assets in 1995. Foley’s was by far the largest advertiser in both papers. They ran dozens of ads every week, and the newspaper coordinators had already recorded the schedules for both papers for several months ahead.

Their first requirement was a list of all ads that were scheduled to run in the Post but not the Chronicle. That was not difficult; I wrote a query to produce the list. They would need to decide what to do with those ads and adjust the schedules for the Chronicle where necessary.

Next, they needed to delete all of the ads scheduled for the Post. This was was a little more difficult. I had to replicate exactly the process that would have occurred if they canceled them individually. That meant that I had to write history records for each deletion, and all subsidiary files and summary records needed to be updated as if the deletions were being done one at a time.

Finally, they needed me to find all the ads in the Chronicle that were full depth (the longer dimension), which, if memory serves, was twenty-one inches. All of these ads would be one-half inch deeper because the Post’s presses, which the Chronicle planned to use going forward, cut the paper to that size. That meant that the costs (Foley’s kept track of actual costs billed by the papers and costs marked up to reflect production expenses that they showed the merchants) had to be recalculated.

Since any paper could change its size (and many subsequently did), I made this one into a program that could be attached to a menu available to the users. Since AdDept’s rate calculations had been externalized into separate callable modules, this was also not too difficult. History records and updates of subsidiary files and summaries were required for this step, too.

They needed all of this in just a couple of days. There was no test environment. No one helped me, and no one tested the code that I produced. On TSI’s developmental system I simulated a few ads of each type and tested the code on them. When I felt satisfied with it, I sent the code to Foley’s over the phone lines, crossed my fingers, and ran the programs.

I must have done a pretty good job. No one complained.


Visits to Foley’s were frequent during the nineties. Sometimes they wanted training, but usually they wanted to describe enhancements that they desired. Two of the trips had a comical aspect. The first one was when I asked Sue to take one of the early trips for me. I cannot remember what the objective for the trip was. She did not have a credit card in those days, and she forgot to bring any cash. Fortunately, someone at Foley’s cashed a check for her, or she might have needed to join the beggars clustered by the employees’ entrance.

On another occasion I wore my running shoes on the flight to Houston. When I had arrived in Houston, as usual I took the shuttle to the Hyatt. When I opened my suitcase at the Hyatt, I was aghast to discover that I had brought only one leather shoe. How could my valet have been so careless?

I recalled that I had seen a Payless Shoe Source, at one time a division of the May Company, between the hotel and Foley’s. I bought a pair of black leather shoes at Payless for $20. They were so uncomfortable that I threw them away as soon as I arrived home after the trip. However, they saved me from embarrassment during the three days of that visit. I figured that my misbegotten purchase was the equivalent of a bargain-priced rental for less than $7 per day.


One of Robert’s most important jobs was to keep the printers clean and full of paper.

Our first liaison at Foley’s was Robert Myers5. I think that he must have come from the IT department. He helped to set up a system whereby the store managers could view the contents of their ads on systems in their stores before the ads were run. He tried to get me (of all people) to market the arrangement to other retailers. I suppose that he meant that we should try to offer it as an enhancement to AdDept, but the guts of what he had done involved infrastructure that was unique to Foley’s. I didn’t understand most of it, and I was too busy with things that I understood a lot better to devote time to learning it.

Robert attended nearly all of the training sessions when I came to Houston, and he did a good job of writing up software requests when I was not around. He was one of our best liaisons.

That is Robert talking and facing the camera. The bearded guy in the foreground is Doug Pease6. This picture was not taken at Foley’s. I don’t recognize the other three.

Robert once expressed the opinion to me that XML would become the solution to all of the interoperability problems of software systems. I had read a little about it, but I did not understand it. He did not do a good job of explaining it. He may have been right, but to my knowledge XML never entered the main stream among software developers. TSI implemented a lot of interfaces with software from other companies. Sometimes we sent them files, and sometimes AdDept received and processed files. We never considered using XML.

One day Robert took me on a road trip. This must have been over a weekend, probably the one in which I oversaw the migration from the F10 that Foley’s initially purchased in 1993 to a faster model with more capacity, the 270.

We drove down7 to the Johnson Space Center (now called Space Center Houston). We spent some time at the exhibits that they have about manned space flight. It was OK, but ever since I was required in 1967 as a member of the varsity debate team at the University of Michigan (explained here) to argue against the concept of putting an American on the moon, it has always seemed to me that it was an expensive and dangerous idea with very little payoff. So, I was not as gung-ho as most of the visitors to the center.

I found notes that indicated that I went out to dinner with Robert Myers and his wife in 2000. I have no clear recollection of the occasion.

The May Company determined that AdDept should be installed in all of its department store divisions. The process of reaching this decision is described here. Robert was assigned by the May Company to help with the installations at several other divisions. On a few occasions we crossed paths at other divisions.


Left to right are Charisse Cossey, who was the TSI liaison after Robert, Sharon Mullins (the second-in-command), Beverly Ingraham, Ralph Annunziato, and Angela Hurry. That’s my big blue mug in the foreground. This room was called “The Wall Room” because the ads for the current week were always displayed on the wall.

Beverly Ingraham had a nameplate on her desk that said “Bevo”. I don’t know whether she was an alumna of UT8, or if it was a play on her name. Maybe both.

I remember doing one project that Beverly was especially interested in. The IT department was able to provide us with sales by department by store by day. I wrote a program to convert this file into a usable format for AdDept programs. We then used the information in reports and screens for each merchant that showed them in each market the total costs of their ads (or parts of ads) and the associated sales.

The ability to provide this kind of information was a big feather in Beverly’s cap. This was the first of several TSI projects aimed at evaluating the productivity of the advertising. The concept was actually more useful as a sales tool to show the power and reach of the AdDept system than as a practical tool for the advertisers. If more than one media was employed for a sales event, it was impossible to attribute which of the ads produced the results.


I don’t have distinct memories of most of the projects that we undertook for Foley’s. For the ones after Denise Bessette became VP of Software Development (as explained here) I only wrote up the requests. I don’t have an excuse for forgetting the ones between 1993 and 1997 I probably did most of the coding myself.

This is Robert at a buffet lunch at the department. I don’t remember the reason for it.

I unearthed some notes for a visit in 2000 about insertion orders for newspapers. Foley’s two newspaper coordinators were Hedy Wolpa9 and a lady named Leila, whose last name I don’t remember. I was shocked when they told me that they had not been faxing insertion orders to the papers directly from the AS/400 because they could only order by date, not by publication. They thought that this made it difficult for them to specify positioning (such as “Back page of main section”) while ordering. I also learned that they also did not realize that they could specify much longer special instructions as well.

This would never do. They had paid us to provide insertion orders in the precise format that Foley’s had specified, and they had paid IBM for the faxing hardware and software. We might have even gotten a commission on that. Furthermore, TSI needed for them to be ordering in AdDept so that we could switch them to using the product that we were about to release, AxN (described here).

I think that this picture was taken at Filene’s. Robert is seated with two fingers raised. I don’t recognize the other people. That’s definitely my yellow spiral binder on the table.

While I was at Foley’s I wrote a new front end program for the insertion orders. It allowed them to order for one paper at a time. They were very happy; it was just what they wanted.

Denise hated for me to do things like this on the road. She did not want me to modify any code on the fly. I understood that. In this case, however, I thought that it was better to beg forgiveness rather that to ask permission from Denise. The top priority of this trip was to get Foley’s on board for insertion orders. They became an enthusiastic users, and all their papers subscribed to AxN10 a soon as we made it available.

Foley’s was, by most measures, our best client. They used almost every aspect of the system. They even used the SmartPlus interface for broadcast that was originally designed for the GrandAd system for ad agencies. Their agency, which was in Dallas, sent them files with schedules and audit data.

Several Foley’s users also became very adept at using Query/400 to design some of their own reports. They used this product as much as or more than any other client. They sometimes used their queries and a product called ShowCase Strategy without any assistance from TSI.

As of 2000 TSI had delivered and installed approximately 200 custom programming projects to Foley’s.


1. Beverly Ingraham was promoted to Senior Vice President of Advertising at Foley’s in January of 2000. She held that position until the division was dissolved after Macy’s acquired the May Company in 2006. I am pretty sure that she went to the Macy’s Central division in Atlanta and headed the advertising department there for several years. I think that in 2021 she lives in Spring, TX, twelve miles north of the airport. If I am correct, then she is my age and therefore probably retired.

2. Richard Roark’s LinkedIn page is posted here.

3. In 2000 Linda, who was by then known as Linda Knight Quick, resigned as Senior VP of Foley’s to take a job at Penney’s. Foley’s sued to prevent this because of a non-compete clause in her contract. I was unable to determine how the situation was resolved.

41, not 43.

4. In 1997 it was renamed George Bush Intercontinental Airport.

5. I have a note from January of 2000 that indicated that he was doing Internet development for Foley’s IT department using Cold Fusion, but I do not know what he has been up to in the last two decades.He helped me identify some of the people in photos of employees from Foley’s and other May Co. divisions. He also said that his association with TSI changed his life, but he did not explain how.

6. Doug Pease was TSI’s most successful marketing director. Much more can be read about him here. I think that Doug and I must have stopped at Foley’s as part of a marketing trip to Stage Stores, also in Houston. That installation is described here.

7. I wonder if I had a rental car for that trip. Robert lived a long way from downtown Houston. He generally took the bus to work!

8 The mascot of the University of Texas Longhorns is a steer named Bevo. The current one in 2021 is Bevo XV.

9. Hedy Wolpa’s LinkedIn page can be viewed here. She worked at Foley’s for thirty-one years!

10. The design of AxN is described in some detail here.

1996-2006 TSI: AdDept Client: Filene’s

May Co. department store chain based in Boston. Continue reading

Filene’s was the May Co. division that had its headquarters in Boston. TSI finally sold them an AdDept system and installed it for them, but I was never satisfied with the progress that they made in using it.

Open to the public, but not TSI.

Even before TSI hired Doug Pease as its Marketing Director in 1993, I had made a substantial effort to convince Filene’s to use AdDept. After all, it was the closest large chain of department stores, an easy drive up the Mass Pike from Enfield. Unlike the other divisions, they would not need to pay my air fare. Nevertheless, we had a very difficult time getting through the door.

In 1998 the May Co. agreed that all of its divisions should be using AdDept to administer their advertising departments. That story is told here. Chris Giles1, who managed the PC’s, Macs, and the network in Filene’s Advertising Department, came to TSI’s office for training, but the installation of the system was delayed for several years. There were numerous problems. Filene’s Newspaper Manager had instituted routines using spreadsheets to provide much of what was needed in his area. He admitted that it could not produce insertion orders, but the fact that AdDept could not only produce but also fax insertion orders—with little or no data entry—was not enough to sway him. I did not blame him, but I was disappointed that someone else did not tell him the score.

In 1998 a new liaison, David Doane, was assigned. His main job was as Production Manager. I don’t know why they assigned him responsibility for AdDept. His background was in printing.

I drove into Boston to spend a day with him and to give him a little insight into how the system could work, but we never heard from him again. I wrote prophetically in 2000: “I am not sure that the installation can ever succeed until the liaison comes from scheduling, accounting, or planning.” Spoiler alert: it never did.

That building on the right is Macy’s.

The other major issue was that the Advertising Director, Shelley Rubin,2 did not seem to like the idea of an integrated system. Maybe she did not appreciate the May Co.’s interference in her operation.

Things finally began to move a little in 2000. I received a surprising telephone call on April 6.

Chris Giles called at 5:45 PM! Joe Hrabar sent him our proposal. Shelley Rubin, the advertising director at Filene’s, had taken a tour of Foley’s. She wanted to make sure that the system we proposed was at least as fast as Foley’s. Evidently she was very impressed with what she saw there.

On January 13, 2001, Filene’s asked TSI to send them three sets of “training booklets”. I printed copies of the generic book that described how the AS/400 and AdDept programs basically worked. He also printed copies of the booklets that described the tables for media and accounting. The package was sent within a week.

The plan was to install Filene’s version of AdDept on a model 270 in the Midwest Data Center in St. Louis. I flew there and began the installation on March 13. It seemed to go fairly smoothly. I installed the AdDept programs as well as IBM’s BASIC licensed program3. I then set up the communications so that Denise Bessette could sign on from TSI’s office. I populated the department hierarchy tables and the broadcast stations from files on a PC diskette supplied by Filene’s. The settings from Kaufmann’s AdDept system were used for several other tables.

This was the first time that one of the divisions would be running AdDept on a computer located in the data center. I reported:

On Tuesday I met with ten (!) people from the May Company’s Midwest Data Center to discuss how the installation will be handled. There is not that much to it. We will have to call someone to vary on the line before we call in. They will then program the AS/400 to vary off the TSI line when we are finished. Someone will be available to do this 24 hours a day.

Adding new users will be a little kludgy. The liaison will have to submit a form to the Mid-West Data Center. Someone in St. Louis will create a user ID and a directory entry for them. The liaison will have to create the record in DAUSERS.

While I was in St. Louis I demonstrated the AxN programs to people from the May Co. and from Famous Barr, which had been using AdDept for a few years (as described here). This installation was definitely being driven by the people at corporate headquarters.

On Tuesday afternoon we had a conference call with Filene’s. All together about 15 people were in on the call. It was uneventful. They just wanted to go over the support regimen.

My notes concluded with a warning to the people at the Data Center about the difficulties of using Mac printers as system printers and a request from Jerry Catalano that I determine how much disk space Hecht’s4 was using per year.

Figure two hours in the morning or evening in good weather.

I made several trips by car to Filene’s office in the downtown Boston store after that. For the most part I worked with a lady in the Business Office to make sure that they could record all of their invoices into CAPS. I am not sure that they ever used the system for much more than that.

I don’t remember too many details of those trips. I remember that I would stop and get a Big Gulp-sized Diet Coke at 7-Eleven on the way from the parking garage to the building. I also remember that the only men’s room on the floor that housed the Advertising Department was near the cafeteria, which was a very long walk. On the other hand the elevators were very close, and there was one handicapped restroom that could be used in emergencies.


Epilogue: In 2002 Filene’s took over administration of Kaufmann’s5 stores, but the Kaufmann’s logo was retained.

In 2005 Federated Department Stores acquired most of the May Co. properties, and in 2006 the administration of the Filene’s and Kaufmann’s stores was moved to Macy’s in New York City. The stores were eventually either closed or relabeled as Macy’s.


1. Chris Giles worked at Filene’s until 2006, when the administration of the stores was assumed by Macy’s East. His LinkedIn page is here.

The Downtown Crossing store was closed in 2006 in favor of the nearby Macy’s that already existed. Although it was protected as a historic landmark, the interior was gutted, and the building remained unoccupied for years. In 2023 some of the floors are occupied by retail, some by offices, and others are empty.

2. Shelley Rubin also stayed at Filene’s until Macy’s took over in 2006. Her LinkedIn page can be viewed here.

3. IBM no longer supported the BASIC language programs on the AS/400/iSeries, but they allowed TSI to make copies of it and sell them to users.

4. The story of the AdDept installation at Hecht’s is posted here.

5. The details concerning the AdDept installation at Kaufman’s can be viewed here.

1992 Cruising Tour of Turkey and Greece: Part 1

Getting to and touring Istanbul. Continue reading

I had high hopes of watching some camel wrestling on this trip.

I do not remember how I discovered this cruise from Istanbul to Athens with stops in Lesbos, Kuşadası (Ephesus), Rhodes, and Santorini. The price was so low that I just could not pass it up. My recollection is that it was only $1,000 per person double occupancy, but maybe it was $1,500. It also included three nights at a very nice hotel in Istanbul and two nights in Athens.

How hard could modern Greek be?

Sometimes cruise lines had empty cabins that they would sell at the last minute for a deep discount to people who could travel with little notice. This could not have been one of those situations. I had time to check out a travel guidebook for Turkey from the library. In it I learned about camel wrestling, which I hoped to see in Turkey. I also had enough time to purchase Barron’s Mastering Greek at the local Barnes & Noble. It was a package of books and cassette tapes developed by the U.S. Foreign Service Institute. I entertained the fantasy that because of the ten semesters of classical Greek classes that I had taken in high school and college, I would be able to master modern Greek in a few weeks. I discovered that the grammar had not changed much, but the vocabulary was totally different. Phrases such as “early-born”, “rosy-fingered”, and “cloudgatherer” were not used much in the twentieth century. The worst discovery was that the pronunciation, especially the vowel sounds, was very different from what I was taught.

Sue agreed that we should sign up for the cruise. Our goal was simply to mix a lot of relaxation with a bit of the exotic. Did we check out the cruise line? Of course not. Why would we?

I cannot remember the name of the cruise line or the ship. I am pretty sure that the word “dolphin” was part of one or both of the names.1 I remember that when I checked a few years later the cruise line was out of business.

I also am uncertain of both the year and the month in which we traveled. My best guess is that it was 1992, but I may be wrong. My recollection is that the weather was pretty nice throughout the trip. Sue would have been very uncomfortable if we traveled in the summer. On the other hand, Denise Bessette was working fewer hours at TSI during the spring and fall because of her classes. I would feel much more comfortable knowing that she was in TSI’s office when we were abroad.

This was the plan.

The plan was to fly from Newark to Frankfort on Lufthansa and then change to another Lufthansa flight to Istanbul. Our return flight was non-stop from Athens to JFK in Queens. I made sure that I obtained a frequent flyer number from Delta and for whichever airline Lufthansa was associated with. I think that it was United.

I was a little scared of us being on our own in Turkey. I don’t remember that I ever saw Midnight Express, but I had heard about it. I also learned from the guide book that over 99 percent of the inhabitants of Turkey were Muslim. This did not give me a warm and fuzzy feeling. Sue and I were not experienced international travelers. We had both been to England in 1990, and Sue had been to Amsterdam in the seventies, but neither of us had ever changed planes in a foreign country, and the whole idea of arriving in Istanbul, while thrilling, also provoked a little angst. It was not the third world, but it wasn’t London or Amsterdam either.

We used Erika Travel, our usual agent, to book the flight to Newark. At the time Continental offered a shuttle service from Bradley to Newark. Our plane left Bradley and arrived in Newark on time. We then took the tram to the international terminal. When we reached the front of the line at the Lufthansa ticket counter, it was a little more than an hour before the departure time. The agent told us, however, that it was too late to check in. Our seats had already been assigned to standby passengers. She was, however, able to book us on a British Airways flight to Heathrow with a connection to Istanbul. It would arrive less than an hour after the Lufthansa flight from Frankfort.2

British Airways to the rescue.

There was still one major difficulty. Our luggage was in the Lufthansa section of the secure area. We had to wait for it to arrive at the British Airways ticketing area. The first step was for the bags to be located and placed on a cart. The cart then somehow needed to exit the secure area to a place where trucks were allowed. The truck then needed to circle around from the departure area to the arrival area to drop the bags off to us. It seemed very unlikely to me that all of this would work, but it did. We had just enough time to check our bags and board the British Airways flight.

This was a tremendous relief for me. I do not get stressed out over many things in life, but the idea of having to make connections “on the fly” from Newark, NJ, to Istanbul, Turkey, is the kind of scenario that usually only appears in my nightmares.

I don’t remember anything about the flight to London. We arrived early in the morning. We had no trouble finding our connection to Istanbul, and that flight arrived right on time. As soon as we got off of the plane, however, we knew that we were in a different sort of place. It seemed more like a second- or third-rate airport in the U.S. than a major international hub, and it felt old and unprofessional The most striking thing to me was a man wearing a suit seated at a card table. On the wall behind him was a cardboard sign: “Joker Rent-a-Car”.

Istanbul Atatürk Airport.

All of our luggage arrived, and we had no difficulty with customs. Now came the part that worried me. We exited the baggage claim area into the main terminal. Hundreds of people were amassed behind a cordon. Many were screaming at passengers whom they recognized or thought that they recognized. We endured a minute or two of panic in this chaotic scene, but then we spotted a young man hold a sign emblazoned with the name of our cruise line. We headed his way and introduced ourselves. His list of passengers was sorted by airline and flight number. Since our scheduled flight had arrive earlier, it took him a while to locate our names.

A different person, who had been standing next to him, walked with us for perhaps fifty yards. At that point we were handed off to another person. In all, five or six different escorts accompanied us for short stretches to the bus. The last of these explained that jobs were plentiful in Turkey, but the pay was not very good.

The bus took Sue, me, and perhaps twenty other passengers to our hotel, which was modern and western. I seem to remember that it was a Conrad Hotel, but I may be wrong. We went up to our room and unpacked. Nothing was scheduled for this first day. I went out for a little walk, but the hotel was pretty much isolated from the rest of the city. Immediately upon my return to the room I collapsed on the bed and slept for several hours. I was exhausted from the stress and jet lag. It was the first time that I had experienced jet lag, and this was the worst cast that I can remember.

Sue and I may have eaten supper at the hotel. At the time the exchange rate was approximately 7,000 lira per dollar. So, the prices on the menu were rather startling. The locals, however, were generally more than happy to take dollars from tourists.


The vacation started in earnest the next day. It was never clear who employed the people arranging our tours of Istanbul. The cruise line probably contracted with one or more local touring companies. In general, the approach was to spend a small amount of time at a large number of places.

Mustafa Kemal Atatürk.

Buses took us to various tourist spots accompanied by a guide. Ours was a young woman who spoke perfect English and, unlike nearly all of the local woman whom we saw, wore no head scarf. She informed us about the Janissaries, Christian troops who protected the Sultan and guarded the harem (accent on the second syllable). She also told us about Mustafa Kemal Atatürk, the Turkish national hero who defeated the Allies in World War I at Gallipoli and the combined Greek and allied forces in the Turkish Civil War that ended in 1923. She called that later event “the miracle”. I also remember her telling us how proud she was that her country, while predominantly Muslim, had a secular democratic government with the objective of being open to Europe and the west.3 The military, of all things traditionally intervened in favor of democracy and secularism whenever the government tilted toward religious fundamentalism.

We also learned from her that the Turks tended to take vacations as extended families. Many who worked in the European part owned second houses on the Asian coast that were used as vacation dwellings by relatives. We saw some of these houses. I remember being surprised at how many of them had solar panels.

One thing that our guide did not attempt was to teach us a few words of Turkish—not hello, good-bye, please, thank you: nothing. Although a small portion of the residents of Istanbul spoke English, it was a good bet that nearly all of those people were the ones that we would encounter in our short stay.

I don’t remember the order in which we visited the sights. It surprises me that we were able to cram so many into only two days. We did not stay more than a couple of hours at any of them, and I don’t remember needing to wait in line anywhere.

We definitely visited the Sultan Ahmed Mosque, which is better known as the Blue Mosque. It was gigantic. The inside was decorated with tiles and windows and figures, but mostly it was just empty. I knew that because they were considered idolatry, there would be no statues or painting inside, but it still seemed awfully vacant. This approach has worked to inspire people for thirteen centuries; it is definitely not my place to criticize it. I am just saying that it seemed to work much better as a mosque than as a tourist attraction.

The outside of the Blue Mosque, however, was definitely impressive. In fact, the whole array of domes and minarets throughout the city was striking. The calls to prayer were likewise a reminder that we were intruders in an ancient culture. We enjoyed the experience. One of the primary purposes of this cruise was to broaden our horizons.

The luxurious Topkapi Palace was the Ottoman Sultan’s home before 1856. It was then turned into a government office building and subsequently a museum. Our tour did not include the harem (accent on second syllable), but we were told that we could arrange to come back and see it on our own if we wanted to do so.

I do not remember much about the experience. After we entered the building we were on our own without a guide. I have a vague recollection of some armor and weapons, some documents , and some jewelry. Nothing really caught my attention. At that point in my life I was only vaguely familiar with the historical context.

I was hoping that we would get to visit Hagia Sophia, the famous cathedral that was the centerpiece of the Eastern Church for centuries. After the fall of Constantinople to the Ottomans in 1453 it was turned into a mosque. The day that we were scheduled to go there it was closed for some reason.

Instead the bus let us off at a former Christian church that featured a collection of Byzantine mosaics. I think that it might have been the Chora Church. As I recall, we were all rather tightly jammed into the space at the entrance. The mosaics were on all sides of us, including above us. My neck bothered me for several days after this. At the time I was too much of a philistine to appreciate the artistry, but at least it was more interesting than looking at hundreds of identical tiles. No one knowledgeable was with us to explain the works.

The bus also dropped us off at the Grand Bazaar, an incredibly large covered marketplace. Inside were several thousand stores. Although they were all inside, and there were only a few points of entry,there were lots of actual streets. The stores sold all kinds of stuff, but most catered to tourists. My recollection is that about half of them sold rugs. There might have been price tags on some items, but, in fact, all prices were negotiable.

My recollection is of a place with much less light and much more people.

Sue enjoyed examining the knickknacks at some of the stores. She may have bought something; I don’t remember. I did not go in very far; I tried to keep an exit in sight at all times. It would be extremely easy to get lost there. That would be my idea of hell, being lost in the Grand Bazaar being passed from one rug salesman to another until they finally broke down my resistance. Then a different set of vendors could swoop like hyenas after a kill.

Many of the salesmen in the bazaar sat outside of their stores and aggressively tried to encourage people to stop in their stores. They could identify foreigners from their shoes. Most of our group were obviously Americans.

We visited a location outside of the city walls. I think that it was the Rumelihisan Fortress. I do not remember much about it. Sue stayed down at the ground level and took photos4 while I climbed around and took in the incredible view across the Bosphorus.

We attended a concert of Turkish military music; come to think of it, it might have been inside the fortress. The musicians were in the army, and they all had big mustaches. We were told that this was a tradition among the Turks. For some reason the mustaches were said to terrify their opponents. I guess that they worked sort of like the maize and blue winged helmets.

I don’t remember much about the music itself. It sounded nothing like anything with which I was familiar. I get annoyed by bad music rather easily; this performance did not bother me.


On one of the evenings the cruise line had arranged a private party for our group at a different hotel. Buses took us there, and we all took the elevator up to a room on one of the top floors. There were snacks and drinks and music. The big attraction was some authentic Turkish belly dancing by one of the very few blonde women whom we encountered anywhere in Turkey. We later were informed that she had learned her technique at a belly dancing school in New Jersey. It was a goof, but we had a pleasant time.

A group of us also went to what was apparently a high-end carpet store that was, as I recall, air conditioned. My recollection is that we sat in something that resembled bleachers The salesman was very polished. He provided us all with a beverage. I think that it was the extremely strong Turkish coffee. There may have been something else. Then helper after helper brought out rug after rug that each unrolled with one practiced snap. The salesman then explained the weaving techniques employed the people who had woven the rugs and what the advantages of each method was. The presentation was very professional.

At the end he described the process the store used to send the rugs to the homes of the purchasers regardless of where they lived. Most of the attendees succumbed to the lure of the performance, but Sue and I had no interest in buying a rug. As I recall, the seats and the cool air were the selling points for our attendance.

All the men in Istanbul seemed to smoke cigarettes. My guidebook said that most were chain smokers. They might extinguish their cigarettes while they were pumping gas, but that was about it. We saw advertisements everywhere for Lucky Strike and Camel cigarettes. We were told that many Turks preferred American cigarettes They were considered healthier because the taste was not as strong.

I proudly called to mind the old American commercials that showed actors dressed as doctors endorsing various brands of cigarettes. No product was as profitable as an addictive drug. Tobacco was the best one because it took decades to kill their customers.

We saw countless taxi drivers in the European part of Istanbul. All of them were men, and they all seemed to have mustaches. They held their cigarettes between two fingers on the right hand as it perched perched on the steering wheel.

We were encouraged to venture out into the city on our own. The guide told us that there was very little crime in the city. The method of transportation preferred by the locals was in little vans that were available at designated locations. There did not seem to be a schedule. The van depart only when it was full. I don’t know how one transferred from one van to another. We never tried this.

On one of the mornings Sue and I got adventurous and walked to a little market near the hotel. We bought a loaf or two of bread and some jam or something. The whole thing cost less than a dollar, and we made a nice little breakfast out of it.


The cruise line arranged for all of us to cross the Bosphorus to the Asian side on a ferry. We stayed there only long enough to enjoy a wonderful home-cooked lunch at a restaurant there. I don’t remember exactly what was served. I think that they offered eight or ten dishes, and we were allowed to sample the ones that interested us. It was the first time that Sue and I had ever been in Asia.

On one other occasion our group ate at a restaurant that catered to business people. They were all seated near a large window far from the entrance. The proprietor seated as far away from them as possible because the air in their section was thick with cigarette smoke. As I recall, the food was quite good, but pricey by Turkish standards.


Our most memorable time in Istanbul was the last evening. I decided that we should go out and try a local restaurant on our own that I had noticed near the hotel. It had decals for Visa and MasterCard affixed to the door.

Sue and I walked there, went in, and asked in English supplemented by gestures for a table in the non-smoking section. Someone escorted us upstairs to an area with eight or ten tables. We immediately noticed the white tablecloths that were decorated with small holes—cigarette burns. I seem to remember that the waiter also brought a fan over to blow on us. It must have been warm up there.

Our enduring memory of Istanbul.

We both ordered fish and some side dishes that I don’t remember. The fish came with head and bones. After we had consumed what we could we each took a photo of the other as we held the fish skeleton beside our heads.

When the bill was presented, I gave my credit card to the waiter. He took it and was gone for a few minutes. He returned with the card and stammered for a few seconds before saying, “No sleeps. No sleeps.”

He meant that the restaurant had supposedly exhausted its supply of credit card slips. I suspect that the Visa and MasterCard stickers had not been valid for some time.

So, I paid with dollars. He brought back our change in liras. I explained that we were leaving the next morning, and could not use liras. He took back the liras. He was gone for five or ten minutes before he returned with the change in dollars. I suspect that he had to get it from a friend or relative.

Sue and I enjoyed this experience. There was something joyful about interacting successfully with someone from a totally different culture. They did things differently in Turkey, but in our experience they generally got them done.

The cruise itself, the days on the Greek mainland, and the return trip are described in Part 2, which can be read here.


The Dolphin IV after it was sold to Canaveral Cruise Line.

1. Dolphin Cruise Line, which was sold to Premier Cruise Line in 1997, owned and operated a ship called the Dolphin IV. It was definitely sailing in the early nineties, but I was unable to verify that it sailed the Aegean.

2. This turned out to be a real bonanza. We were not charged anything for transferring our reservations to British Airways. In fact, Lufthansa took down our address and sent us a check for several hundred dollars to cover the inconvenience. Flying was a lot different in those days.

3. I remember thinking about our young guide in 2014 when Recep Tayyip Erdoğan’s Justice and Development Party was elected and began moving the country away from this secular and democratic approach. In 2021 secular Turkey is only a dim memory.

4. I have not been able to locate any of Sue’s photos of this trip. The only photos that I took were with Sue’s camera.

1994-2014 TSI: AdDept Client: Gottschalks

Independent chain of department stores in Fresno CA. Continue reading

In the Model T days the name still had the apostrophe.

Doug Pease, TSI’s Marketing Director who was introduced here, took the phone call from someone in the IT department at Gottschalks (never an apostrophe) in 1994. Gottschalks was an independent chain of department stores based in Fresno, CA. I am not sure how the people in the IT department had heard about TSI. We had previously had only incidental contact with the Advertising Director there. Since they seemed like an ideal candidate for the AdDept system, I quickly agreed to talk with them in person.

The only reasonable way to get to Fresno was by way of LAX. Sometimes I drove (3+ hours). Sometimes I took the short flight.

Doug and I flew out to Fresno on a Saturday to make a presentation and gather specs about their requirements. On Sunday we decided to drive up to Carmel by the Bay and then drive down Highway 1 along the coast. This was a very pleasant trip for me, but, as I described here, Doug enjoyed it a lot less than I did.

The presentation and demo in Fresno seemed to go well, but almost no one from advertising except Robert Guinn1, the manager of the Advertising Business Office, attended. At some point during that first visit Doug and I were also introduced to the president of Gottschalks. He made the startling claim that he would make sure that the other members of the Frederick Atkins2 group would also purchase AdDept3.

Shortly thereafter a contract was signed, and a small AS/400 was ordered.

In December of 1994 I flew back to Fresno and installed AdDept on an AS/400 that the company had purchased from IBM. The machine was kept in the data center. That room had tight security, and it was always very cold, at least from my perspective. Because it was December, I had my overcoat with me. The only place that I wore it was in the data center.

Gottschalks’ headquarters was several miles north of downtown Fresno.

Gottschalks recommended that I stay at the DoubleTree hotel in downtown Fresno. It was right next to the casino4. The entire downtown area, aside from the casino, was pretty much dead by the mid-nineties. I did not like staying at that hotel. Fortunately, it was easy to persuade Gottschalks to let me stay somewhere on the north side of town that was both cheaper and closer to the company’s headquarters at 7 River Park Place East.


The primary purpose of the installation was not to improve or make more efficient Gottschalks’ advertising. Its main use was to keep better track of the money spent by the department. Here is what I wrote in 2000:

The liaison is now and always has been an accountant. The advertising department has shown very little interest in using the system. Their opinion is that the system was forced down their throats. This opinion is accurate. The accounting department and the IS department purchased the system in order to hold the advertising people’s feet to the fire.

On the other hand, there may be an opportunity here. Most of the people involved at the time of the installation have moved on. If contact is made with the new people, we may be able to sell them on efficiencies to be derived from using AdDept for scheduling.

Shortly after I wrote this evaluation Ernie Escobedo5, who succeeded Robert as TSI’s primary contact, arranged for an upgrade to the painfully slow AS/400 that they had been using. The new Model 170 was sitting next to the old one in the frigid data center when I arrived on August 19, 2000, to migrate the AdDept programs, the data, and everything else.


The fiasco: Writing about this episode is one of the most painful things in the entire 1948 Project. It was certainly the low point of my career as a cowboy coder.

The new system used RISC processors; the previous system used CISC. The compiled versions of the hundreds or maybe thousands of programs in the AdDept system needed to be converted. I had already done this a few times, including on a system used in TSI’s office. In fact, we used precisely the same model of AS/400 that Gottschalks had just purchased, and I was very familiar with the CISC model that they had been using. I knew that it would take most of the weekend to effect the changes, but I was quite confident of my ability to pull it off. I was so certain that I had scheduled time at Robinsons-May in North Hollywood for Tuesday and Wednesday. I planned to drive to Santa Clarita on Sunday evening and commute from the Hampton Inn there to Rob-May

The trip started very well. Here is what I wrote:

Yes, I often wore a suit, too.

I managed to get upgraded to first class for both legs today. Nadine told me that when she called three weeks ago they told her that there were no first class seats available on the Cincinnati to LA leg. It was indeed full, but I got one of the seats.

In first class they give you a hot wet towel before dinner. I have never quite understood what this was for. I guess that maybe they are afraid that the common people might have touched something on their way through our section. We wouldn’t want their common germs to mix with ours. I had delicious food on both flights. The food in first class on Delta is really excellent.

A guy across the aisle from me who was at least my age had a short haircut which had been dyed blonde on top. The only thing I can think of to explain this is that he must be the manager of a supermarket who did it to identify with his employees.

Wow! We just passed over Albuquerque. I could easily pick out the base that I was stationed on, the airport, and the two golf courses I played. The last was easy. They were the only green spots to be seen. The southwest is really desolate.

The drive to Fresno wasn’t too bad. Well, the first 22 miles were horrible, but the last 200 were easy. The car has a CD player. I played the duet CD through twice. I changed cars at Avis. When I got to Fresno, I realized that I still had the key to my first car. Whoops.

I am pretty certain that I stayed at a Holiday Inn Express on that occasion. I must have arrived late. The only room that they had was handicapped-accessible. There was a tub, but no shower. I had to sit down and spray myself with one of those handheld devices that are so common in Europe.

Both a football (soccer) and volleyball team are known as the Fresno Heat.

Although it was August, and Fresno had a reputation for very hot summers, I brought a jacket because I knew that I would be cold in the data center. If I had not, I would have been even more miserable than I was. David Seeto, our technical contact in the IT department, was there during the following process:

The new system came with the operating system and licensed programs already loaded. We had to call IBM to find out what to do. Unfortunately Gottschalks’ software contract did not cover weekends. Nevertheless we finally got IBM to tell us how to remove the licensed programs. When we did so, we got a processor check on the new machine. We called IBM again. They told us first that we probably had a bad disk drive, but we should try to IPL from the tape again. We did. This time the system said that it could not find one of the disks, but it completed the task. A second IBMer told us how to reconfigure the disks to find the second disk drive. By now it was 4 PM.

A “processor check” is a fatal error. The system is not usable without extraordinary intervention.

I then began the process of bringing over the data (trivial but time-consuming) and programs (much more complicated). The most important programs were in the library named AdDept. I successfully brought that entire library over to the new system. Then I deleted all the objects in the AdDept library on the old system. I don’t know why I decided to do that. It was certainly unnecessary, but I could not see how it could cause a problem. That system with all of its contents was surely headed for the junk heap anyway.

The process of converting all of the programs was still running when I left on Saturday evening. I came in on Sunday morning and was delighted to discover that the conversion had completed without any problem. I then put the system through some simple tests to make sure that everything was OK. I soon discovered that, while some programs performed correctly, a few of the most important ones did not. The most commonly used program in the system, WRKADS (work with ads), produced erroneous results.

I tried recompiling the programs that were producing erroneous results. That did not help. This was intolerable. I had no choice. I had to make the CISC system usable again. Here is what I wrote to my partner, Denise Bessette (introduced here), about the process.

David Seeto.

Well, I think that clearing that AdDept library was the stupidest thing that I have ever done. My recovery technique did not work. The 3/5 tape was missing everything changed from their previous install through that date. I had no way of knowing what the previous install date was. Therefore, I selected everything on the RISC box with a change date from 1/1 through 4/30. I think that this is a fairly good approximation since there was definitely an install here on 4/20. However, I did not discover this until 7 PM. I left Gottschalks at 11:15. The files were finished, but the compiles were still running. Could someone sign on tomorrow morning to test the WRKADS programs? Send me a message with the results.

I canceled my hotel reservation in Santa Clarita. I am staying at the Holiday Inn near Gottschalks. I plan to go into Gottschalks to make sure that things are running reasonably well.

Could you tell Mary Ng that I will try to be in early in the afternoon?

If I had to work with David Seeto every day I would have to take a header off of a bridge.

I only punched one wall today. The wall is fine, but one of my knuckles is very sore.

Gottschalks’ IT department placed a service call with IBM. A customer engineer appeared and ran diagnostics on the new hardware. He testified that it was all in order. As far as IBM was concerned, since the hardware was functioning correctly, the problem must lie in either its BASIC program product, for which IBM had withdrawn support, or our AdDept code. In either case it was not IBM’s problem. End of story. The fact that exactly the same model in Connecticut produced results that were different from those of the one in California did not affect the judgment of the IBM people in Fresno.

I tried to explain this to the people in the IT department at Gottschalks. I promised that I would continue working on the problem remotely. They were not a bit happy with a resolution that left them with an unusable computer that they had already paid for and a very slow one. However, they agreed to keep the new system on, as well as the communications setup that allowed people in TSI’s office to sign on to it. So, at least I would be able to gather data from afar.

I returned to New England with my tail between my legs. Two important clients were angry at me, and I could not blame either of them.

I had plenty to keep me busy for the next few months. At some point I flew to California to make up for the visit to Rob-May that I had canceled. A week or two later I flew to Bradenton, FL, to do a demo for Beall’s. After that trip I needed a few days to cobble together a detailed Design Document and a proposal.

During the periods in which I was at TSI’s office I devoted as much time as possible to trying to isolate the problem with Gottschalks’ new system and to find someone at IBM who would listen to my argument. I remember more about the former than the latter. I do, however, remember the moment when I asked an IBMer to look at an example that contained almost no programming code at all. While working in the BASIC interpreter at Gottschalks I displayed on the screen the erroneous result from a simple sum of two constants. I then performed the same task on TSI’s system and got the right answer.

The IBMer was forced to admit, “This must be a hardware problem.” A day or two later he got the customer engineer to return to Gottschalks and replace the “floating-point processor,” which I did not even know existed. Evidently it was used by BASIC and almost nothing else. I signed on and put the new system through its paces. Everything seemed to work perfectly. I called Gottschalks and scheduled another trip in November to effect the migration.

The flight out to California was not as pleasant as the one before the disastrous August trip. Upon arrival in Fresno I wrote back to Denise,”I was nearly overcome with sadness in the airport in Chicago. If this trip goes well, I will probably feel better. The last one made me rethink my whole approach to life.”

Gottschalks went from a grey box to a black one.

The November migration also occurred over a weekend. It went much more smoothly than the first one, but there were still quite a few hiccoughs.

I cleared out the TSIDATA library on the new machine. I then restored the data from the CISC box. It took six hours.

I keyed in all of the user profiles. I checked the system variables, the backup and cleanup schedules, and the automatic reply list entries. I set it up so that QSNADS was started with QBATCH. I keyed in all of the scheduled jobs. I scheduled jobs to stop and start fax support.

Todd Burke5 from IBM came in the afternoon. He had installed the operating system in August. However, he had failed to install the extended help, the previous compiler support, Advanced Function Printing (needed for faxing), and the Communications Utilities (needed for RJE6). He set up a console in the operator’s area so that it receives break messages from the QSYSOPR message queue.

DATEINFO7 was not in TSIDATA. I discovered this last time, but I forgot. I had to restore it from the old system.

I installed all changes from our system from 8/17 through 11/3. I didn’t leave on Sunday until 8 PM. I was the first to go. I was so tired that I missed my exit going back to the hotel.

I changed TOSHA_B’s user ID to TOSHA_A8 and STEPH_K’s to STEPH_M. If they are going to use ID’s like those, they should prevent the women from getting married.

Todd set up the faxing incorrectly. I don’t know what he did wrong, but the software support person had me delete everything he did and key it in again. She also had me fudge one of their files using DFU9!

When I left everything was working. David Seeto said that he felt as if a huge weight had been lifted from his back.

I’ve spent considerable time in the L.A. airport three times this year. No movie producer has yet to approach me with a multi-picture deal.

That was not the end of the story. I submitted two invoices to Ernie Escobedo for my time at Gottschalks in August and November. I did not ask for reimbursement for the dozens of hours that I had spent researching the problem and trying to get IBM to take a second look When TSI had not received payment more than a month later, I asked Ernie about them. He said that he was “not inclined to pay them.”

I wrote him a long letter in which I described the efforts that I had undertaken to get that defective new system to work. I also said that I understood why Gottschalks was still upset about the situation, but the villain in this case was IBM. The company had installed equipment that did not work and refused to recognize that fact just because the diagnostics that someone at IBM had designed did not allow the customer engineer to detect the problem. Ernie promptly approved the payment of both invoices.


Stephanie Medlock.

AxN: In 2003 Bob Wroblewski and I made a trip to California to show TSI’s online insertion order system to Rob-May and Gottschalks. That trip and Bob’s involvement with the project has been described here.

The reception to the presentation seemed quite positive, bur Stephanie never agreed to try AxN. She stuck with faxing her orders until the end.


Life in Fresno: During most visits to Fresno I stayed at a Hampton Inn that was a short drive from Gottschalks’ headquarters. I always rented a car; public transportation was not a viable option in Fresno. I found no restaurant in which I felt comfortable dining alone. For most suppers I got takeout. There was no shortage of establishments that specialized in fast Mexican food.

My only recreation was running. I was able to map out a course through the suburban streets near the hotel. Traffic was a problem at only a few intersections.

The weather always seemed good. The most peculiar thing that I remember about Fresno was the tule fog. Occasionally a fog bank would abruptly drop the visibility to zero for a short period of time. This happened once while I was there. On Highway 41, the major north-south road in the San Joaquin Valley, it caused a collision that involved a large number of vehicles. The phenomenon has its own Wikipedia page.


Epilogue: In 2000 Gottschalks acquired the Lamonts department store chain. The acquisition gave Gottschalks a presence in the Pacific northwest and Alaska. In retrospect this must have been the impetus for the upgrade to the AS/400. However, the results did not meet expectations. In 2008 the company was delisted from the New York Stock Exchange. In the next year it declared Chapter 11 bankruptcy. By July of 2009 all the remaining stores had been closed.


Robert Guinn.

1. Robert Guinn’s career after Gottschalks led him back to his alma mater, Fresno State, as is described on this webpage.

2. Frederick Atkins Inc. was a non-profit company that bought merchandise for the companies in the Frederick Atkins Group. In the late nineties quite a few independent chains of department stores still belonged to the group. A description of the concept is posted here. The company went out of business in 2015. At that point the number of independent department store chains could be counted on one hand.

3. As far as I remember, he persuaded no other company to buy the system. Of course, I did not expect him to. However, he did arrange for me to make a presentation to members of the group at a convention in Naples, FL. That adventure has been described here.

4. The Club One Casino, which was really just a card room, moved away from downtown during the pandemic.

5. I do not remember Todd Burke, but I found his LinkedIn page here. For some reason his list of experiences skips over his time in Fresno, as well as everything else in 1999 through 2018.

6. RJE is one of the hundreds of TLAs (three-letter abbreviations) employed by IBM in those days. It stands for Remote Job Entry. I don’t remember precisely how it worked.

7. I don’t remember what DATEINFO was used for or why it was not in TSIDATA, the library that contained all information that pertained to the client.

8. According to LinkedIn Tosha’s user ID would be TOSHA_G if she was still working at Gottschalks. For some reason I was not allowed to see her LinkedIn page, but I did find a reference to her here.

9. DFU was shorthand for Data File Utility. We never told any of our clients that it existed, and we never used it. It allowed the user to go in and change any field on any record of any data file. There was no audit trail whatever. This violates sacred principles of database design.