1983-1985 TSI: GrandAd: The Datamaster Clients

Posted on May 6, 2021 by Mike

A good fit for several agencies. Continue reading →

IBM’s Datamaster was widely disparaged in the technical press. PC’s and Macs were the rage. The reasons for this evaluation were persuasive, if a little superficial.

A Datamaster cost a lot more than a PC.
The Datamaster’s programs only ran on Datamasters. Many hardware vendors were offering PC’s that were “IBM compatible”.
The Datamaster could in no way run PC programs.
The Datamaster’s peripherals—displays, printers, keyboards, and hard drive—were very limited.
The Datamaster’s specs were inferior. The processor looked very slow.

Nevertheless, the Datamaster was a very good computer for TSI. It was extremely easy to program, and it was very good at the two tasks for which it was designed—data processing and word processing. It was also quite reliable. PC’s crashed all the time. Some of our clients used their Datamaster’s for years without ever making a service call to IBM. Those who did were uniformly satisfied with the attention that they received.

For the ad agency application there was one other overriding advantage. Up to four Datamasters could use the same hard drive. This allowed the media department and the accounting department to have access to the same data. In the early eighties personal computers were totally personal. Reliable networks were many years away.

Yes, the Datamaster was horrible at other tasks such as spreadsheet, and it had absolutely no capacity for graphics. However, most of the people who owned and ran small businesses in the early eighties were interested in addressing business problems. They did not care much about system specs, and the fact that IBM sold and supported the system was of paramount importance to them.

I am almost positive that our third ad agency client was Communication & Design (C&D)¹ in Latham, NY, just north of Albany. The principals were Fran (a guy) and Theresa Lipari². The agency purchased two Datamasters and a hard drive. I am pretty sure that by this time TSI was in IBM’s Business Partner program as a Value-added Remarketer (VAR), and C&D bought the hardware through us. We only needed to make minor adjustments to the software system that we installed at Potter Hazlehurst, Inc. (PHI).

It was a long drive, but unless there was snow on the highway, it was never stressful. Best of all, the sun was never in my eyes.

Nevertheless, I made the drive to Albany quite a few times. There was no avoiding personal involvement at several stages in these installations. The transition from manual ledgers to computerized accounting systems was never trivial. The first few monthly closing processes never went completely smoothly.

For several years I worked very closely with the woman most involved with C&D’s system. She was definitely the bookkeeper. She might have also been the office manager. I found her to be intelligent and very easy to work with. I am therefore embarrassed that I cannot remember her name. I recall clearly, however, that she was a big fan of the New York Giants football team. She had even bought vanity license plates for her car that said “NYGIANTS”.

When she left the agency, she was replaced by a woman who was as tall as I was. I don’t remember her name either, but I think that it was French, maybe Bissonet.

I also dealt with the media director when they implemented the media system. I don’t remember her name either, but she was, I am pretty sure, also a principal in the business. She explained to me about inserts³—the advertising pieces that were stuffed into the middle of a newspaper, usually on Sundays and Thursdays. From a database perspective they had pages like direct mail pieces but schedules (lists of newspapers and dates) like newspaper ads. Since we were already using the same set of files for direct mail and newspaper ads, it was not too difficult to set up ad types for inserts.

I remember meeting with Fran after the whole system had been in place for a while. He told me that the media director had started her own agency, and she had taken some of his best clients with her. I never encountered any business that was as “dog-eat-dog” as the ad agency business.

I generally drove up to C&D early in the morning and back at night. I sometimes stopped for supper at a restaurant in East Greenbush. I generally listened to WAMC, the powerful NPR station in Albany. Once I heard—for the first time—the entire recording of The Phantom of the Opera. On another occasion I listened to Lt. Col. Oliver North defending his actions in the Iran-Contra hearing.

A couple of times I stayed overnight. A Howard Johnson’s hotel was right across the street.

Perhaps our easiest installation ever was at The Edward Owen Co. in Canton, CT. The owner was Ken Owen, who was a few years younger than I was. We had (and still have) similar interests. He majored in the classics at Harvard, which prepared him well both to teach Latin and/or Greek somewhere or to take over the family business after he graduated. He chose the road more taken.

The company was named after Ken’s grandfather, who had built the business up to be one of the most successful in the Hartford area. Ken’s father had apparently undone most of that. When we worked with the company Ken had only a part-time assistant and a resident artist who was not on the payroll. His father, who taught Latin at Avon Old Farms school, stopped by occasionally.

It was an easy installation because Ken was the ideal client. He understood and could explain exactly what he wanted. Furthermore, no one else had their fingers in the pie.

Ken and I initiated a lifelong habit of greeting each other on Exelauno Day⁴ (March 4). Sue and I also went to visit him, his wife Patti, and their two sons a few times. He drove to our house for one of our Murder Mystery parties, too.

This requirement alone would leave me out.

Ken was a serious runner. The advertising agencies in New England sponsored a mile run for CEO’s every year. He easily won whenever he entered. I often asked him for advice about running, although what I did he would probably call strolling. I was never close to being in his league.

I don’t remember the name of the artist who worked there, but I vividly recall the nice drawing that he executed for us. It showed three people in choir robes singing from three different hymnbooks labeled “accounting hymns”, “media hymns”, and “production hymns”.

We also asked Ken to help us with the one and only advertisement that we ran. It appeared in one issue of AdWeek New England. That experience is described here.

We created one new module for Yellow Pages advertising. The unique thing about Yellow Page advertising was that the agency only ordered it once. It then ran year after year until someone canceled or revised the ad. Ken’s father said that it was the best kind of advertising. All you had to do was open the envelope every year and endorse the check. Unfortunately, none of our other clients ever had a used for this module.

Ken’s business near Route 44 was next to a strip mall that contained a Marshall’s. We did not have stores like that east of the river. I often popped in there to see if they had anything cheap in my size.

Ken’s company is still in business. He moved the company to Sheffield, MA, which is south of Great Barrington. He also changed the focus of his efforts to, of all things, custom programming. The company’s web page is here.

As you can probably guess, Group 4 Design, which had offices on Route 10 in Avon, CT, was not a full-service advertising agency. They did not place any ads, and, in order to avoid charging sales tax, they were careful not to deliver anything tangible to their clients.

In other ways, however, they were like an ad agency. They billed the time spent by employees, and they could use the job costing and accounting functions designed for ad agencies. So, we treated them as an advertising agency without a media department, an approach that seemed to work well.

This was Group 4’s headquarters. Google says it was permanently closed, but Frank still lists himself as president..

I am not sure who the other three members of the “Group” were, but when we worked with them the firm was definitely run by Frank von Holhausen⁵. Once the system was up and running he seemed satisfied with it. The only thing that I can remember about him is that he was in a dispute with the state because his company had not been charging its clients tax on Group 4’s services. At the time the state had a tax on services⁶ and the only services exempted from the tax were legal and accounting. Frank complained, “They want to tax my brain!”

I worked almost exclusively with Joan Healey, the bookkeeper. She had difficulty with the first few monthly closings, but after she understood the process, Group 4 was a good reference account for TSI.

Adams, Rickard & Mason (ARM), an ad agency in Glastonbury, CT, used the GrandAd system until it merged with another agency in 1988. I never met any of the principals. In the negotiations and the initial installation we dealt with the head of finance for the agency. His name was Dave Garaventa⁷.

We met at the house in Rockville. Debbie Priola and Denise Bessette were in the office working. Sue and David and I sat around a table in the office. We were going over some reports that he wanted included in the system. Four of the five people in the room were smoking. After about an hour of this I felt horrible. I excused myself and walked outside to get some air.

At the time of the installation ARM was in the process of moving into offices that someone at the agency had designed specifically for them. Visually, they were quite striking. However, half of the building was on stilts. the area beneath it was used for parking, However, in the winter that half of the building was always cold because it was surrounded by cold air on all sides.

All of the employees were ~~forced~~ asked to take a pencil-and-paper multiple-choice test to determine whether they were “left-brained” or “right-brained”. The results were interpreted as a multi-colored strip that was displayed beneath names on offices and desks. I am not sure why the agency did this. I researched hemispheric specialization pretty thoroughly in college. This was bogus.

Our software maintenance contract with ARM was the same one that we had with every other client. We offered free telephone support during business hours, which were clearly explicated in the contract.

My fingertips were on the keyboard, not each other.

Weekends were sacred to me. I had virtually no time available during the week to program. I spent those days driving around to clients and prospects, training Denise, setting up her work, and writing proposals and documentation. On Saturdays and Sundays I worked on the custom programming that I had promised our clients from before dawn until I got very sleepy in the evening.

On one Sunday morning the phone rang. It was Dot Kurachik (or something like that), the bookkeeper at ARM. I worked with her for almost an hour and solved her problem. I sent her a bill for $75, our minimum charge at the time. She refused to pay. I talked with her boss, and he overruled her.

Cronin and Company of Glastonbury, CT, might be TSI’s only Datamaster client that is still functioning as an ad agency in 2021. Our primary contact was Mike Wheeler, who was, I think, the head of finance. He seemed very level-headed. We did only a little custom work for them.

Cronin did not have this door when I spent time there.

The main computer operator’s name was Jeannine Bradley⁸. After using the GrandAd system for several years, Cronin was persuaded to convert to a different software system. We did not get an opportunity to bid on this. We would have proposed a System/36 or an AS/400.

Jeannine called our office about something (I don’t remember what), and she confided to me that they now thought that they had made a mistake when they bought the new system.

I don’t recall any strange or funny stories about this account. The employees always seemed straightforward and competent to me.

The strangest of all of our installations was at Donahue, Inc., an ad agency in Hartford. We did not sell them a Datamaster. They somehow obtained one that had been purchased by Harland-Tine back in the early eighties. The installation at Donahue began in the first months of 1988. It was TSI’s last Datamaster installation.

You could say that Donahue Inc. was “old school”.

Donahue’s building did not look like it housed an ad agency or any other business. It looked like an old school, which is close to what it was originally used for. It was the custom-built home of the Cathedral Lyceum⁹. That designation was clearly etched above the front door.

I don’t remember ever talking to a principal there about what they hoped to accomplish with their system. Their goals, which were explained to me by a woman whom I hardly saw again, were relatively modest. They just wanted to automate their billing and accounting.

The only person whom I dealt with after that was the bookkeeper, a young inexperienced guy. He knew nothing about computers and very little about either bookkeeping or advertising. He and the Datamaster and the printer shared office space with the agency’s kitchen, which was on the ground floor of the building. The first few monthly closings were a nightmare.

Did I mention that there was no heat in the kitchen? The two of us sat there wearing overcoats and stocking caps. The person not operating the Datamaster wore gloves. People wandered in, got a cup of coffee, and quickly retreated to the area of the building that was heated.

The young man who did their books and operated their Datamaster confided to me that his goal in life was to become a real estate agent for Century 21. He really thought that their trademark blazers were cool.

Darby O’Brien Advertising (DOB), a full-service ad agency in downtown Springfield, MA, was not actually a Datamaster client, but I included them is this blog because they used the version of the software designed for the Datamaster. Darby¹⁰ insisted on using a Wang PC sold by one of his clients, a store that sold and repaired computers. We grumbled about this plan, but supporting their system this way turned out not to be too difficult for us.

They needed to purchase a license to use Work Station Basic¹¹, a DOS-based product that supported all of the syntax used by the Datamaster’s version of BASIC. We also charged them for converting our code to a format that the Wang¹² PC could use, but that took less than a day. In the end they probably paid more for a demonstrably inferior product. Unlike the Datamaster, a Wang PC could run other applications such as Lotus 123, but to my knowledge it was never used for that purpose.

When we installed the system, the accounting person was Caroline Harrington. For some reason Caroline resigned her position at DOB and came to work for us. Sue must have arranged this. I certainly did not recruit her.

In the eighties DOB’s offices were behind one of these two doors.

The agency’s building was in a rough part of town. It was less than a block away from the stripper bars. I was still relatively bullet-proof then, but I did not like to be there after dark. We did go there at night once, and we had a great time. The agency threw a party, and they invited all of their clients and vendors.

A very good live band played oldies from the fifties and sixties. The highlight of the evening was when they played the Isley Brothers’ hit, “Shout!” Everybody (except for me and my monkey) knew when to get down low, when to raise up, and when to shout. I hate rituals, but this one sort of made me wish that I had gone to at least one mixer.

The restrooms in the DOB offices were easy to find. The door to the men’s room was decorated with a three-foot high picture of Elvis Presley. The ladies’ room had a similarly sized portrait of Marilyn Monroe.

1. The ampersand was important. It was emphasized strongly in the agency’s logo.

2 .The Liparis’ last name was pronounced Lih PAIR ee, unlike the island just off the coast of Sicily, which is pronounced LEE pah ree with a trilled r. I am pretty sure that Fran and Theresa reside in Plymouth, MA, in 2021.

3. I later toyed with the idea of using inserts as the basis of a new business for TSI. Details are here.

4. Ken told me that “Exelauno!” is the Greek word for “March forth!” Google translate does not agree. I sold my ancient Greek dictionary at the end of my senior year. So, I can’t look it up. The origin of this custom is documented here.

5. Frank von Holhausen is now listed as the founder and Chief Design Officer at Forge Design & Engineering of Oxford, CT. His LinkedIn page is here.

6. Frank’s lament and the difficulty that TSI confronted in determining how much of what we did was service and how much was product acted as a key plot element in the short story that I wrote in 1988. The details are here.

7. Dave Garaventa died a year or so after we installed the system.

8. In 2021 Jeannine Bradley lives in Cromwell. She might still work at Cronin. She was promoted to accounting manager in 2012.

9. The Lyceum was built in 1895. You can read about it here.

10. Darby’s agency is still in business, but it has changed locations a few times. The latest headquarters is in South Hadley. He tells his own story here. I can’t believe he let them photograph him wearing a Yankees hat in Massachusetts.

11. Workstation Basic is described in some detail here.

12. Wang filed for bankruptcy protection in 1996.

1981-1985 TSI: The Office and Employees

Posted on April 25, 2021 by Mike

Who did what in the early days of TSI. Continue reading →

When we moved into the Elks Club’s front house in January of 1981, Sue and I possessed an IBM 5120 computer, a lot of hope, and not much else. Our new dwelling had a spacious place for an office and two extra bedrooms in case we needed to expand. I think that we set the 5120 up in the office with a table and a few chairs. I don’t remember where we obtained the furniture. Sue probably scavenged odd pieces from somewhere. I remember that Sue eventually had a big wooden desk in the spare bedroom.

Downtown Rockville: Crystal Blueprint is on the right.

We also had little in the way of office supplies. Fortunately, Crystal Blueprint & Stationery, a nicely stocked office supply store was in downtown Rockville within easy walking distance. I remember walking there often to pick up a copy of the local newspaper, The Journal Inquirer, from the metallic yellow box, and some index cards or an accordion file from Crystal Blueprint.

That shopping center¹ also contained a grocery store called Heartland Food Warehouse and a men’s clothing store, Zahner’s.

Our first employee was Nancy Legge, a debater at Wayne State who came to visit us in Rockville during the summer of 1981, as described here. She stayed with us for a week or so after her traveling companions left. We put her to work stuffing envelopes for a mailing. I don’t remember if we paid her, but I do remember giving her the title of Executive Vice President of Sales Promotion.

Our first full-time employee was Debbie Priola, who had been employed by one of our Datamaster clients, National Safe Northeast. In 1982 (I think) Sue hired her to answer phones and to do bookkeeping and other clerical functions. I do not remember that Sue interviewed anyone else for the position, but she might have.

Debbie drove to Rockville every morning from New Britain. She was a smoker. Throughout most of the eighties so was Sue. So, I learned to live in a smoke-filled environment.

By the time that we hired Debbie we certainly had access to Datamasters. We may have kept manual books for a month or two, but we soon used the Datamaster for Accounts Receivable, Accounts Payable, and General Ledger. Sue was in charge of all of this, and she also did the payroll.

Debbie was really into celebrities. She brought copies of People and Us magazines to work and read them at lunch and during slow periods.

Debbie possessed a trait that I found unbelievable. She was a very good artist. She explained that she saw shades of colors rather than objects. I was (and still am) the exact opposite. I hardly even notice what color things are. I had no problem working in the same office as Debbie, but our radically divergent views on so many things might have made it difficult for me to work closely with her on projects. Fortunately, I don’t remember ever having to do it.

I remember that for Christmas one year Debbie bought me a book about Laurel and Hardy. I guess that she must have heard me praising W.C. Fields and the Marx Brothers and concluded that I liked all old-time comedians. I don’t.

After she had worked for us for a while she got a new boyfriend, who, I think, was trying to start a business of some sort. At some point—I think that it must have been 1985—he prevailed on Debbie to loan him some money. She did, but part of what she gave him was TSI’s money. Sue discovered the discrepancy when she closed the books at the end of the month. She confronted Debbie in private. Debbie promised to pay it back, and she did. At that point Sue fired her.

I had never fired anyone, and up until then neither had Sue. In my opinion she did a very good job of handling this difficult situation.

In the eighties the best way to reach prospective employees was a help-wanted ad.

We finally had enough business in 1984 to justify hiring a programmer. This time I placed ads in the two local newspapers, the Hartford Courant and the Journal Inquirer, which covers the eastern suburbs of Hartford. I don’t have the text of the ad, but I am sure that we described it as a starting position and requested applicants with some programming experience. It also mentioned that familiarity with BASIC or the Datamaster would be a plus, but we did not expect anyone with such a background to respond. We interviewed two people in our office. Both were women in their twenties.

If it had been left up to me, I would have hired the other lady (whose name I long since forgotten), but Sue was very impressed with Denise Bessette, who was married and lived in Stafford. Denise either called us after the interview or wrote us a letter that indicated that she really wanted to work for TSI. So, we asked her to come in again, and I agreed that we should hire her.

At the time Denise was working for Royal, the typewriter company. At the time Royal was trying to break into the personal computer market. She wrote small programs to demonstrate to prospects the potential of the system. The programming language that she described to me was incredibly primitive, probably to compensate for the memory and storage limitations of the hardware. In those days it was difficult to get a PC to do anything more complicated than a simple game.

At one time Royal was a major employer in Hartford.

I assured Denise that the programming environment that TSI used was much more powerful and was also much easier to use. I don’t think that we even talked with anyone that she worked with at Royal. She may have just been a contractor there. I am certain that I talked with no one. Sue might have.

Denise also smoked. In the eighties the pernicious addiction seemed to be more prevalent among young women than young men. Almost everyone whom I knew who smoked and was my age or younger was female. I don’t know why.

For a while TSI had four employees, and the other three all smoked. During this period I experienced headaches pretty often. I carried Excedrin with me wherever I went.

Before we hired Denise we had bought a Datamaster with a letter-quality printer. When she was in the office, I let her use the computer. I worked on it before she arrived—I was usually in the office by 6AM—and after she left. When Denise was in the office, and I was not training her or explaining a new project, I wrote out new programs by hand or edited program listings. If the weather was good, I went outside in the courtyard behind the house to work in the sun on a card table.

At night I printed listings of programs. I had written a Datamaster routine that accepted a list of program names and created a text file with a list of commands that could be executed to print the listings for the designated programs one after another. Occasionally the paper would jam. When I awoke I fixed the jam and then had it resume printing. I could work on the computer while the printer was active.

Our listings, by the way, were on continuous 8½x11″ paper. We filed them by program number in accordion files for the client. When I visited the client I brought the accordion files in a sample case.

I spent most of the first few months of Denise’s employment helping her learn BASIC and the tools available on the Datamaster. Within six months she was up to speed, which I defined as meaning that her efforts were saving me more time than I spent explaining, checking her work, or redoing what she had done. Six months may seem like a long time to reach the break-even point, but most programmers whom we hired never ended up saving me time.

Denise primarily worked on TSI’s software for ad agencies. It was difficult enough to teach someone the agency business. There was no need to get her too involved in the vast array of other businesses that are described here.

Denise had a very young child, Christopher (NOT Chris), when we hired her. When he got a little older she brought him to work occasionally.

After she had worked for us for a few years, Denise asked us if she could shift to part-time. She wanted to finish her college education and get a masters degree. She told us that she had applied to prestigious Smith College in Northampton, MA, and had been accepted to study math and economics.

At this point Denise was a very valuable member of the TSI team. She understood how I approached projects, she appreciated the need for consistent programming structures, and she had learned enough about advertising to make many decisions on her own. I informed her that TSI would take as many hours as she was able to give us. However, I knew that it was likely that I would need to hire another programmer, which meant, in the best case, six months of reduced productivity from our #1 programmer, me.

Denise and I worked together for thirty years. Giving in to Sue on the decision about who should be our first programming hire was probably the best choice that I ever made. My life would have been unimaginably different if we had hired the other candidate.

Our third full-time employee was Kate Behart, who lived somewhere west of the river near Hartford. We wanted to hire someone to help with marketing and administrative tasks that neither Sue nor I wanted to control. I don’t remember interviewing her. Sue must have done it.

We later learned that Kate had changed her name. It was originally Sally Stern. She didn’t get married, and she was not in the witness-protection program. Rather, because she did not get along with her father, she did not want to be associated with him.

Kate was into some New Age stuff. We later discovered that she also used the first name Saige in some of her activities in those areas.

Kate was picky about what kind of chair she used. We let her pick one out, but she brought in a pillow to sit on when she used it.

I never saw any of Kate’s cats, but she was definitely a cat person. She told all of us that she liked to pick them up and smell their fur. I can understand that impulse better now, but at the time I had never owned a cat. I am not sure that I had even petted one.

The most peculiar thing about Kate was her interest in Connecticut Lotto, which the state instituted in 1983. She had bought a book that contained strategies for playing the numbers. She allowed me to read it. I told her that it was utter hogwash. Although she was a pretty smart person, she seemed to believe the book’s claim that “hot” and “due” numbers existed. These games are incredibly bad investments. If they weren’t, states would not rely on them for revenue.

I upset Kate quite a bit once. We drove to Boston together to make a presentation to a potential client. I used the phrase “guys and girls”. She was greatly offended. She considered the term “girls” demeaning. Maybe so, but once the word “guys” left my mouth, I could think of no better way to compete the thought. No one says “gals” any more.

Kate once sent a letter to an ad agency in New Jersey on TSI stationery. She did not ask me to approve it, and, in fact, I had no idea that she ever wrote letters to prospects on company letterhead. This one made some claims about a software company based in Dallas that specialized in ad agencies. Some of the statements were not true. Kate evidently misunderstood something technical that I had said in the office.

The president of the offended company sent me a letter complaining about Kate’s letter. It threatened legal action. I was shocked to learn what she had done. I told Kate that I needed to approve all correspondence and told her that the company was threatening to sue us, which they were. Kate was suitably contrite. I sent out a letter of apology to both the prospect and the software company. We heard no more about it.

Kate worked with us for several years. I don’t remember why she left, but I think that we parted on amicable terms.

Our phones looked like this, but they had a few buttons on the bottom

My strong impression of the first few years of TSI was that Sue spent them on the phone, and I spent them on the computer. By the time that we hired Denise we had ordered a second phone line and installed Contel telephones. I think that we still had only two receivers, one in the office and the other in the spare bedroom, which had become Sue’s office. There was a rollover feature from one line to another, as well as a way to put clients on hold. My recollection is that we used this system until we moved in 1988.

We were never able to communicate directly with our Datamaster clients’ computers. If a problem needed to be fixed immediately, we had two choices: drive to the client’s or talk someone through keying in program changes over the phone. Sue drove to F.H. Chase pretty often, and I was on the road in the Hartford area several days a week. One car—the Duster—was no longer enough.

This car looks very familiar. I think that my Celica was this color, and Sue’s was darker.

In 1982 we both went shopping for cars. We decided to purchase Toyota Celicas. At the time there was a self-imposed quota by Japanese auto manufacturers. There was only one person at the first Toyota dealership that we visited. He was sitting at a desk reading a newspaper. He did not budge when we entered. We had to walk to his desk to get his attention. He told us that they had no cars. He wasn’t even interested in talking with us.

Eventually the market loosened up a bit, and we were both able to purchase new cars. The idea of bargaining for a better price was never even a consideration. Both cars had standard transmissions. Sue’s had air conditioning. I would never have paid extra for such a frivolous feature in an Arctic state like Connecticut. I don’t remember precisely what either car looked like, but I remember that I loved to drive mine.

TSI still used continuous multi-part forms for billing and statements for as long as we stayed in business.

Sue established a relationship with a gentleman at Desco Data Systems, the company in East Windsor that provided the computer used by Sue’s sister Karen at their father’s company. I don’t remember his name, but he specialized in custom forms. He did a good job in providing us with web-mounted letterhead and multi-part invoices. We recommended him to all of our clients, and most of them used him for their custom computer forms. I never heard a bad word about him, and our customers were not shy about complaining about problems.

Our IBM customer engineer was Jim Michaud, who lived in Rockville. I remember that he came to our office on several occasions, but I cannot remember why. I cannot remember any serious problems that we ever encountered with any of our Datamasters. Maybe there was something that he needed to do when we initially took delivery on systems for our clients.

I also remember that Jim had two cars with vanity license plates: ICANOE and IKAYAK. They both had roof racks.

1. Crystal Blueprint stayed open in that location until 2018. Heartland and Zahner’s (which still operates stores in neighboring towns) moved out much earlier. I remember walking into Heartland one day and being shocked by its half-empty shelves. It closed shortly thereafter.

2. I think that Jim Michaud is still active in the sport of white-water canoeing. He has a Facebook page devoted to his photos. An interview with him in 2015 is posted here.

1988-2004 TSI: AdDept: The Macy’s Installation

Posted on April 15, 2021 by Mike

The first AdDept client. Continue reading →

In early 1988 Sue Comparetto, who had handled the GrandAd accounts in New York City, received a call at TSI from IBM’s Manhattan office. One of our contacts, Quique (KEY kay) Rodriguez¹ wanted to talk with us about Macy’s New York. Its advertising department had been using software programs on an obsolete System/34 to keep track of its advertising expenses and income. The system had been developed internally by people who no longer worked for Macy’s. Documentation was minimal.

Macy’s New York had recently merged with Macy’s New Jersey. The new entity was called Macy’s Northeast, and its offices were on an upper floor of the “world’s largest store” on 34^th St. in Manhattan. The advertising department’s existing system had already been stretched to the limits and would never be able to handle the increased load. Moreover, the users were not happy with some aspects of the code. Alan Spett², one of a very large number of vice-presidents at Macy’s, had been provided by corporate with a budget for replacing or updating the existing system.

This may have been the last time that I actually jumped.

I jumped for joy and clicked my heels when I heard about this opportunity. For some time I thought that companies that produced and/or scheduled their own advertising represented a attractive untapped market for the skills and knowledge that we had acquired from our seven years works with advertising agencies. Evidently I was right. We had never approached any of these departments because I had absolutely no idea how we could even identify which companies created and placed their own ads.

Coincidentally, IBM had just announced a new mini-computer, the AS/400, to replace the System/36 (which had replaced the System/34 in 1983). This announcement and its implications for TSI are described in considerable detail here.

The train brought us to Penn Station, only a block or so from Macy’s.

I made several trips by Amtrak train to the city to document the requirements for the new system. Sometimes I was accompanied by Michael Symolon, TSI’s marketing director at the time, and sometimes by Sue. We soon learned that Macy’s advertising department did everything that an ad agency did except keep track of the amount of time spent on individual production jobs. In fact, they had an advertising agency name that they used when ordering media. In addition, the department had many other needs that regular ad agencies lacked. Specifically, they were required to allocate both production and media expenses to the selling departments. These departments were identified by three-digit numbers. Each was assigned to an administrative group that also had a number. In turn there were three levels of vice-presidents who “owned” administrative groups³.

Macy’s also billed the merchandise vendors (Clinique, Ralph Lauren, Levi’s, etc.) a portion of the expense for ads that featured their products. The cost to the merchandise department was net of these “co-op” billings. The contract could be for a percentage of the media cost or it could be a fixed amount.

The first phase of this job entailed providing Macy’s with everything that they needed to get the ads in all media scheduled—printed schedules in the format that they liked, “insertion orders” (called “delivery tickets” by other retailers) to accompany the materials sent to the media vendors, and so on—in every media. It also included keeping track of expenses and co-op for each level of the merchant hierarchy. There were several different formats that they used for reporting these breakdowns.

I envisioned that the creation of any ad would consist of five steps:

An ad number within the season and a version code that was usually blank would be entered, or ad numbers could be assigned by the system by pressing a function key.
A new ads screen allowed selection of the ad type (e.g., black-and-white ROP) and entry of the primary run date, which must fall with the season.
The other information that applied to all of the media for the ad would be entered on a header screen. This varied by type of ad, but each screen included selection of a pub group—a list of newspapers, markets, or stations.
A media selection screen showed one line for each pub in the pub group with dates, quantities, rates, and other costs or discounts. Any line could be edited or deleted. Additional pubs could be specified.
A participants screen to provide the list of departments or groups for the ad with the expected cost percentages and co-op amounts for each.

Storewide ads could be entered rather quickly. Ads with many departments or groups might take a few minutes. This approach was warmly received. The employees were accustomed to specifying the participants for each pub in the ad.

After the schedule was created, any aspect of an ad could be changed, or the ad could be killed, (in exceptional cases), deleted, or moved to a different date. New ads could be defined. Once the ad was run, the actual participants and the actual co-op could be provided. History records with dates, times, and user ID’s were kept for all changes.

How did Macy’s determine the percentage of the actual cost of each ad that was to be allocated to each department or administrative group? The process astounded me. In one room⁴ were seated from three to five clerks. Each was provided with a stack of newspapers and a list of ads that were scheduled to be run as well as lists of department numbers and the numbers of administrative groups. They looked through the newspapers to find the ads that Macy’s had run. They then measured—with a ruler!—each of the “blocks” in the ad to see how many columns wide (six columns to a page) and how many inches deep (i.e., vertically) the block was. They then entered the column inches for each block. For blocks that were not specific to a department or group, a special “storewide” department #999 was created. The total of the measurements must exactly equal the total size of the ad.

My approach changed this process so that the clerks measured ads, not insertions (the ad in a specific paper). If the ad was already measured, the clerk could see what had been entered, who did it, and when.

A similar process was also required for each page of each direct mail piece and newspaper insert. The ads for other media were not measured, but actual percentage breakdowns were recorded.

Similarly, the actual co-op dollars received from the selling departments (a process called “turning in”) could be recorded. Lists of missing co-op could be printed.

The most important financial reports for Macy’s compared the committed co-op and costs with the actual measured costs and actual co-op. They could be run for any or all merchants (the vice presidents who owned the departments) and any or all media.

Camex was located at 75 Kneeland St. in Boston.

In addition to all of this, Alan had ideas for other modules such as an inventory system for the merchandise used for photo shoots in the studio in Newark and a system to manage the shoots themselves. He also wanted us eventually to work on an interface with the Camex system that Macy’s used to create the images for the ROP⁶ ads and books. Thank goodness these ideas were not included in the original contract.

TSI’s GrandAd system for ad agencies had been built around a file for ads, the key to which was a three-digit client number and a five-digit job number. So, each client could have up to 99,999 jobs. For the departmental system, which I decided to call AdDept, I designed a similar structure, but, since Macy’s itself was the only client, I made the three-digit code stand for the season. 891 meant spring of 1989. 892 was fall of 1989. Eventually, a one-digit code for the century was added as well, but otherwise this proved to be a very feasible approach.

Many other structural changes were necessary. The most significant one was the designation of a one-character version code as part of the unique identifier (key) to the main media file. This could be used to make distinctions that varied by pub (media vehicle). For example, one item in an ad might be “swapped out” for a different item in another ad. The catalogs sent to some markets might not include some pages.

The new table for the pub groups mentioned above allowed Macy’s to identifying papers in which they often ran the same ad, e.g., the tabloids. There was no limit on the number of pub groups, and pubs could be in any number of pub groups.

I did not mention this to anyone at the time, but while I was gathering requirements, I noticed a very serious flaw in the design of Macy’s existing software for the S/34. The same ad was run in a few papers, but each insertion in each paper was given a separate ad number. The clerks doing the measuring were each assigned one or more newspapers. They measured and then entered into the computer the amount of space for each department in each ad. The person next to them might have already measured the same ad in a different paper, but there was no way for them to use that information; they had to key it all in again. So, with the S/34 design the increase in the number of papers added by the merger would more than double the work in allocating costs. My approach would decrease the work even with more papers. They would only measure the ad in one paper.

How great was this? The ROI for this feature alone would easily surpass the cost of the entire system in the first year!

How was such a colossal blunder possible? Well, the S/34 programs were designed for Macy’s New York, which advertised almost exclusively in only three papers: The New York Times (a broadsheet), the Daily News (a tabloid), and Newsday, a Long Island newspaper with a unique shape. Each of these would require separate versions and therefore separate measurements. However, all of the new papers were either tabloids or broadsheets. There was no need for separate measurements.

At some point in mid-summer TSI needed to do a presentation for Macy’s at IBM’s office on Madison Avenue in New York. There was no competition; no other software developer wanted anything to do with this project. The alternative for Macy’s was to enlist their IT department to do something. No one mentioned this, but I was quite certain that the IT department would not be able to deliver a functioning system that met all the requirements within the required time frame. Of course, I was not certain that we could do it either. However, we had delivered several large projects on schedule, and I was willing to put in the hours⁵ to make this one a success.

590 Madison Ave., then known as the IBM Building.

I wanted to demo the GrandAd system and explain how we would adjust the database to fit Macy’s. I made arrangements to use a S/36 in IBM’s office at 590 Madison Avenue to show how our advertising agency system currently worked and how it could be adapted. I considered–and still do–this to be the most important presentation that I ever gave. It was my only chance to persuade Macy’s Advertising Director, Howard Adler, that TSI should be contracted to do the project. I figured that if we got Macy’s, and we did a good job, a whole new market would be opened to us. At that point I was still naive enough to assume that other retailers would surely be much less difficult because we had already done the programming for the largest retail advertiser in the country.

I needed to transport our GrandAd programs and our demo data to New York. Not only was it not possible in 1988 to send them there electronically using something like FTP. We did not even have access to a compatible medium. The I/O device on IBM’s S/36 in NYC read 8” diskettes. Our system in CT used 5¼” diskettes. So, I saved our programs and our data onto nine 5¼” diskettes. Then I used a machine that I had purchased for just this purpose to copy the 5¼” diskettes onto previously blank 8” diskettes. I then loaded the 8″ diskettes into a “magazine” that I had obtained somewhere. The S/36 in New York included a device for reading diskettes from such a magazine.

This is the only photo that I could find of a magazine. The diskettes are inserted in and removed from the opposite side.

You say that you are not familiar with the concept of diskette magazines? For over a decade IBM used them on the S/34 and the S/36. As far as I know, no other system from any manufacturer followed suit.

They were almost completely plastic. Their width was about an inch and a half. The other dimensions were just large enough for 8” diskettes. One side was open to allow insertion and removal of diskettes. Small plastic rails on the top and bottom of the open side kept the diskettes separate from one another. The only thing on the magazine that was not plastic was a small metallic bar near the top of the open space that held the diskettes in. The bar could be lifted up on a hinge to allow access to diskettes. The machine that read the diskettes could also do this (like a juke box), and it was smart enough to read them sequentially.

The process of saving and converting the programs and data, which I probably did over a weekend, took several hours. I then inserted the 8” diskettes into the magazine, put it in my sample case with my other materials, and then stowed the sample case in the trunk of my Celica. I do not remember why, but I must have left the car in the sun for several hours. When Michael and I reached New York and took out the magazine, we could see that the little iron bar that restrained the diskettes had apparently become hot enough to melt little notches into all the diskettes. The magazine drive on IBM’s system refused to read them. O tempora, o mores!

Michael had a brilliant idea. He used a sharp knife to slit the edge of each damaged diskette and nine new diskettes that we borrowed from IBM. The actual data was not, of course on the plasticized paper that one could handle (and therefore slit). It was on a very thin circle of magnetized film inside. For each new diskette Michael replaced the blank film disk inside with the one that he had retrieved from a diskette that I had made. Then he carefully inserted the nine new diskettes that hopefully contained our programs and data into the magazine. I then loaded the magazine into the S/36’s magazine drive again and entered the command to restore the files. The machine successfully read six diskettes. However, at that point it made an awful noise and totally mangled the seventh diskette including, because we had no way to reseal the side that Michael had slit, the precious film inside.

So, I was faced with the prospect of making the most important presentation of my life with absolutely no software to demonstrate. The pony in my “dog and pony show” was a stick-figure drawing. Would anyone notice?

Fortunately, my many years of experience in debate at adjusting a presentation at the last minute kept me from panicking. I began the presentation by apologizing for the technical problem. I then illustrated the approach that we proposed to take using the whiteboard that IBM provided, and I answered questions as well as I could.

It was enough. Macy’s agreed to put in motion the process of contracting with TSI. As Alan later said, “You were definitely the only game in town.”

The plan was to install the system in the “System/36 environment” of a B30 model of an AS/400. The I/O devices were a single 8” diskette drive and a ½” tape drive. TSI had no system that had either of these drives, and so our only choice was to execute the cumbersome conversion process every time that we needed to make changes.

TSI could not even afford J. Cheever Loophole.

I sent Alan our usual two-page contract. He sent it to their legal department and returned one with about twenty-five pages. I should mention that the TSI was dirt poor at this time. Sue and I had been low on funds before, but this was the first situation that rose to a crisis level. Details are posted here. We certainly could not afford a lawyer. I had to read the contract very carefully and assume the worst. After a few changes, we agreed, signed it, and started work. I did almost 100 percent of the coding. The other programmers were busy with work for our other clients, and I did not trust Sue to do the work.

I was not able to use a single program from the GrandAd system. I thought that at least one of the many insertion order programs that we had written for ad agencies would be usable without much modification, but I was wrong. The people in retail advertising just do not think like the people in advertising agencies. Every single program was written from scratch.

We had no time to produce a detailed design document describing the project. Our drop-dead deadline was the end of the season in late January. All programs must be totally functional. The process was:

Write the code.
Get it to the point where there was something to show to Macy’s.
Save the changes to 5¼” diskettes.
Copy the 5¼” diskettes to 8” diskettes.
Take the train to New York.
Install the new software from the 8″ diskettes. This could take up to an hour.
If changes had been made to the database definitions, make them on Macy’s system.
Make changes on the fly as necessary.
Show Macy’s how the new code works.
Save the changes to 8” diskettes.
Bring the 8″ diskettes on the train ride to TSI.
Copy the 8” diskettes to 5¼” diskettes.
Install the changes on TSI’s system.

The luxurious Windsor Locks Amtrak stop. This is the view looking north. From the parking lot the engine’s light could be seen under the bridge.

This was, to be sure, a terrible way to do things. It required me to make at least one trip to New York every week for several months. Usually it was up and back on the same day. I stayed overnight at a hotel a couple of times. Often I made two up-and-back trips in a week. Each trip required a twenty-five minute drive to the train platform. I boarded the train at 6:00 AM in Windsor Locks. There is only a platform there. I therefore sat in my car with the heat on until I saw the light of the train approaching.

The word you did not want to see was “DELAYED”.

If everything went well, I arrived back at the train platform at 9:30PM. The trains in the evening, however, were almost never on time. Those trains originated in Miami, FL. There were plenty of opportunities for delay as each one crawled its way north. A report on my most memorable Amtrak experiences is posted here.

During this process Alan would quite often come up with new thoughts as to what should be in the “base system” covered by the contract. I grumbled, but I almost always did what he asked. One morning I saw a Daily News in Penn Station with the headline “Macy’s Computer System is Driving Me Crazy!” I bought a paper, cut out the headline, and taped it to the inside of my sample case.

Meanwhile, TSI had received only a deposit from Macy’s. However, we were desperate to receive that final check. I saw no alternative to this nightmarish schedule.

The scope of the project was enormous, and almost nothing from the GrandAd code was usable for this project. In addition to everything else, the emphasis at Macy’s was on newspaper ads. In my experience ad agencies used the term “print”, which for them referred to direct mail and magazines. Most agencies treated newspapers as magazines that published more often on cheaper paper to a geographically limited audience. The ingrates who ran the papers did not even offer discounts to ad agencies. Macy’s, on the other hand, could run a dozen or more ads in one issue of a newspaper.

Mirabile dictu! By February, 1989, the system was stable enough that Macy’s paid us most of the balance. This did not end the crisis at TSI, but it allow us to meet the payroll for a few months. In retrospect, I cannot imagine how we pulled it off. I remember working seven days a week. I was always at work by 6AM, and I seldom left before 7PM⁷. I admit that I always went home for lunch, and I usually took a short nap.

What enabled the completion of this seemingly impossible task in that amount of time was the fact that Alan somehow got Gary Beberman⁸ to serve as the project manager. He could speak advertising to the workers at Macy’s and geek to us. I only trained one person; Gary trained the others. I am not sure where Alan found Gary or how he got assigned to the project, but he was a godsend. He saved us a huge amount of time and frustration, and he was also quite adept on pouring oil on troubled waters during the frustrating periods in which I was working feverishly on the code.

The next two projects for Macy’s were an inventory system for the “loan room” (usually called “merch room” at other retailers) and a more sophisticated system of entering and reporting actual costs, what Macy’s called “financials”. I gathered the specs for these projects on trips to Macy’s and produced detailed design documents, which Alan quickly approved.

Denise Bessette did almost all of the programming on these two large requests, and she did an outstanding job. I installed the code and showed the people at Macy’s how to use the programs.

Merchandise that was afraid of the traffic could have just as easily taken the train.

The loan room gathered merchandise needed for photo shoots and sent it to the photo studio in Newark or to some other location. Part of the automation of this process was the printing of tags for each item. Almost as soon as this was implemented, the amount of pilferage reportedly decreased dramatically. The merch room manager told me that previously a lot of merchandise had trouble remembering the way back to Manhattan from Newark. She was extremely happy with the new system.

Denise also completed the other project according to the approved design document, and I delivered it. The finance manager then produced a bevy of changes that she wanted. I offered to quote the changes at TSI’s usual fee of $75 per quote. Alan said that Macy’s was under the impression that these programs fell under the terms of the original contract. It clearly did not include them. He was also surprised that I insisted on charging for my time at Macy’s after the warranty period. I would not give in on these matters, and this caused some bitterness.

At some point in this process TSI leased an AS/400 model B10 from IBM. We hooked everyone up to it, and we converted all of Macy’s programs to run in the native environment instead of the System/36 environment. This project went fairly smoothly. I don’t remember any great headaches, and the programs were considerably faster.

In other respects the installation also proceeded rather smoothly as long as Gary was there, but when he and his wife moved to the West Coast, things started to get a little testy. Alan hired Satish Rahi⁹ (accent on the second syllable in both names) to manage the installation. Satish must have presented himself as an alternative to paying TSI to program reports. He thought that he could produce any desired output using a third-party query product from a company called Gupta Technologies. Their Wikipedia page is here.

Satish was shocked that the product did not work on most of our tables. I told him that there was nothing in our contract that said or implied that third-party products (of which even then there were quite a few) would work with tables that we designed and implemented. IBM’s Query/400 product had no trouble with any of our tables. After considerable digging I determined that the source of the problem was that we wrote records in BASIC, not in SQL¹⁰, which was not even available on the AS/400 yet. The designers of Gupta’s product evidently did not take this into account when they began marketing to AS/400 customers.

Satish started lecturing me about industry standards for databases. I explained that the industry standard for writing x-digit positive integers in BASIC was N x, which left-pads these numbers (such as the ad number) with blanks, as opposed to ZD x, which left-pads with zeroes. In fact, most versions of BASIC did not even have a way to write “zoned decimals” without writing extraneous code to do it¹¹. One day I got so upset while arguing with Satish about this that I seriously considered driving down to the Amtrak stop so that, after sitting on a train for over three hours, I could ride the elevator up to his floor at Macy’s and punch him in the nose.

Not long after this conversation Alan fired Satish, and eventually we changed all the programs to “zone” all the integers. Of course, we got paid for neither this project nor the conversion to the native environment, but we felt that we had to do them to hope to stay in IBM’s and Macy’s good graces.

From that point on we dealt with Denise Jordaens¹² and Lee Glickman¹³ at Macy’s. Things stabilized, but the department did not get nearly as much out of the system as it could have.

Over these years Macy’s went through a lot of changes. In January of 1992 the company declared bankruptcy, thereby leaving TSI with a stack of unpaid invoices. In 1994 Macy’s was absorbed into Federated Department Stores, which had itself just emerged from bankruptcy. This gave them a new set of standards to abide by. Eventually other acquisitions gave Macy’s in New York a large number of new stores to manage on the east coast. They continued to use the loan room system and to pay our maintenance bills. They never asked about any of the enhancements that were installed at Macy’s South and Macy’s West.

There were other complications as well. On one occasion Macy’s asked for someone from TSI to visit so they could explain their problems with and aspirations for the system. My schedule was totally booked for weeks in advance. I asked Sue to take the trip. She did. I don’t know what transpired, but Denise Jordaens later told me that they made a voodoo doll of Sue and stuck pins in it.

I may have made some bad decisions about Macy’s. I did not yet understand how decisions about products and services like those offered by TSI were made in a large retail advertising department. This issue is discussed in more detail here.

TSI probably should have charged more for the original installation and used the money to hire another full-time programmer. Maybe we should have tried to borrow money from somewhere. I was unwilling to put all of our eggs in the Macy’s basket. Macy’s declaration of bankruptcy was a devastating blow to TSI. When Macy’s was acquired by Federated Department Stores¹⁴, it appeared to me that the decision to concentrate our efforts elsewhere had been a sound one.

As it turned out, however, Macy’s eventually gobbled up nearly all of the regional department stores in the entire country. The strategy that I chose helped TSI succeed for more than twenty years, but if I had gambled on Macy’s, we might still be in business in 2021. On the other hand, we would have been working almost exclusively for Macy’s for most of that time. Such an experience might have really driven me crazy.

The story of the Macy’s installation had a bizarre final chapter. It is recorded here.

1. According to his LinkedIn page (which is here), in 2021 Quique Rodriguez is retired and enjoying family time. I suppose that it is possible.

2. Alan Spett lives in Atlanta in 2021. His LinkedIn page can be found here.

3. So, I designed the database with five levels of participants. The lowest level was always called a department, but the names of the other four levels to be used on reports and screens could be specified by each AdDept client. At all Macy’s divisions they were called Administrative Groups, Group VP’s, Senior VP’s, and Group Senior VP’s.

4. This same room housed the AS/400, at least for a while. I sat at an empty desk when I was there. When the first phase of the installation was completed, some of the measurement clerks were reassigned to other tasks.

5. Unfortunately, I don’t think that I was careful enough to account for the large number of unproductive hours that I would spend on trains, in meetings at Macy’s, and in converting files. The round-trip train ride alone accounted for six or seven hours and a drive of nearly an hour, So, each full day at Macy’s was matched by another full work day getting there and back!

6. ROP stands for “run of press”. All display ads (as opposed to preprinted inserts) that are run in a newspaper are called ROP. It is not an acronym; all three letters are pronounced.

7. I am a “morning person”. Any work that I did after 7PM was likely to be counterproductive. Moreover, I needed a few caffeine-free hours so that I could fall asleep at 10PM and stay asleep.

8. I have kept in touch with Gary Beberman. He moved to California to work as a consultant and then was employed by Macys.com. Macy’s West and Neiman Marcus hired him as a consultant during their AdDept installations. He was the only consultant whom I ever respected. He has lived in Marin County for the last five years. He and his wife are hoping to retire to Italy.

9. Satish Rahi’s LinkedIn page is here.

10. SQL (structured query language) was invented in the seventies by two IBM researchers, but at the time of the debut of the AS/400 no IBM computers used it much. The reason, we were told, was that it was much less efficient than the ISAM methods that IBM endorsed. Later IBM computers, including the AS/400, were designed to maximize the efficiencies of SQL queries.

11. What I said to Satish was correct from my perspective, but perhaps I should have asked him what made Gupta Technologies think that the AS/400’s relational database conformed to these “industry standards” that he cited. After all, SQL had been invented by IBM, and IBM was not yet positioning its AS/400 as an alternative to the “standard” databases such as Oracle, Sybase, or Informix.

12. According to her LinkedIn page (here) Denise Jordaens still works as coordinator of media systems for Macy’s.

13. I think that this might be Lee Glickman’s LinkedIn page.

14. A more detailed discussion of TSI’s long and torturous relationships with Federated Department Stores can be found here.

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Tag Archives: Bessette, Denise

1981-1985 TSI: The Office and Employees

1988-2004 TSI: AdDept: The Macy’s Installation