When we were still living in Detroit, Sue Comparetto founded TSI Tailored Systems as sole proprietor. I helped her occasionally in the early days, but for the most part she did it alone. She never had any employees or, as far as I know, a business plan. She inherited a handful of accounts from her former employer. At first she had an office in Highland Park, a small and dangerous city surrounded by Detroit. Then, when TSI somehow obtained an IBM 5120 computer, she set up shop in the spare room in our house in Detroit.
Having the computer in Detroit allowed me to learn BASIC. Having access to the programs and listings from AIS, the company that wrote most of the software that Sue supported, allowed me to learn how business programs could be structured. We were self-taught. I had taken exactly one college-level programming class at Michigan in 19661; Sue had none. Neither of us had ever taken an accounting or marketing class. In fact, neither of us had ever even sold or helped market anything.
The partnership’s logo as it appeared on the first set of ring binders.
When we moved back to Connecticut, Sue registered TSI as a partnership. We worked together, but we never really agreed on who was responsible for what. I considered myself much better at programming than Sue was. I therefore expected to do the bulk of the coding (including software for TSI to use) and for her to handle nearly everything else. The way I thought of this was: she does the phone stuff; I do the computer stuff.
The first additional task that I felt obliged to take over was marketing. In Detroit Sue had never needed to find new clients. She was given a bunch of them, and she hoped that IBM would provide her with additional leads. When we moved back to Connecticut, however, we lost the ties with the Detroit IBM office, and it was difficult to make new arrangements. We had only a few clients and lousy credentials.
I copied company names and addresses from the Yellow Pages.
We scrambled to get a few custom programming jobs. I did nearly all the design, coding, implementation, and training. I pulled together a mailing list from phone books at the library and wrote letters to businesses that I thought might be interested in systems designed for our clients. We never made a lot of money this way, but it did generate some business. Eventually, IBM also gave us some leads.
We hired a receptionist/bookkeeper, Debbie Priola, and a programmer, Denise Bessette. The former freed up time for Sue almost immediately. The latter consumed quite a bit of my time for a couple of months, but eventually she helped a lot. Unfortunately, she decided to return to college and cut back on her hours at TSI. More details about the early years of TSI can be read here.
Enjoyable but frustrating.
Both Sue and I found most of the decade of the eighties to be enjoyable but frustrating. The programming was fun and very challenging. Almost all of TSI’s customers appreciated our approach. However, we never came up with a good way of monetizing our efforts. The ad agency system, GrandAd, did better than the “anything for a buck” approach that we had been forced to use in the beginning. However, our market was effectively limited to agencies that were within driving distance and were too large for a PC system. In that reduced market, it was difficult to make enough sales to get by. Eventually there were so few reasonable prospects remaining that a change in strategy was essential.
I was convinced that our future lay in selling AdDept to large retail advertisers across the country. There was no real competition, and there seemed to be a good number of prospects.
What about “sell”?
I don’t think that Sue agreed with this change in focus. She had always favored local businesses over large corporations when purchasing something, and I am pretty sure that she also preferred dealing with smaller businesses over dealing with corporate executives. The fact that both of our first two AdDept clients declared bankruptcy and left us with tens of thousands of dollars of noncollectable invoices reinforced her attitude.
Sue had always been a night person. I was the opposite. I always was out of bed by 5AM or earlier. I usually became very sleepy around 9:30PM. I then took a shower and read a few pages of a book in bed. I was almost always asleep within a minute or two of turning off the lights. I stuck to this routine for decades, and I still do in 2021.
At some point in the eighties Sue developed a sleeping problem. She liked to watch late-night television, but she almost always dozed off in her chair. She slept very fitfully, waking up with a start and then falling back asleep. This went on for a long time—months, maybe years. Finally she went to a doctor. He prescribed a sleep study. It was not a surprise that it confirmed that she had sleep apnea. For reasons that I have never understood Sue was reluctant to purchase and then use the sleep machine. The models sold in those days were big, expensive, and ungainly. Even so, breathing well while sleeping is critical to good health.
I suspect strongly that this long period in which she was not getting enough oxygen when she slept impaired her performance at work and elsewhere. She regularly came in to the office late—very late. She was late for appointments. She missed appointments all together. The books were never closed on time. She repeatedly put off providing the accountant with tax information, even though the company’s operation was not a bit complicated. There were many other issues, but the worst thing, from my perspective, was that she made employees call the people with whom she had appointments in order to make excuses for her.
To the best of my knowledge none of the people whom I listed relapsed even once.
In 1987 or 1988 Sue gave up smoking. At almost exactly the same time, Denise did, too. So did Patti Corcoran, Sue’s best friend, and, halfway across the country, my dad. This was like a dream come true for me. I had never taken a puff, but for years I had worked in smoky offices and had taken Excedrin for headaches. When TSI’s office was declared smoke-free, my headaches went away forthwith, and they never returned.
Sue, in contrast, had a very difficult time quitting. She put on quite a bit of weight, which amplified the sleep apnea problem. She was also more irritable at work and at home.
I must mention one other factor: Sue never throws anything away. Okay, if it has mold on it, or it is starting to stink, she will discard it. Otherwise she stuffs things for which she has no immediate use in bags or boxes.
When I first met Sue, she was renting one room in the basement of someone’s house. It was not cluttered at all. She seemed to have no possessions except a water bed, a record player, and a few albums. By the early nineties we had a house of our own with two rooms that had no assigned function, a garage, an attic, and a full basement. All of them soon became full of junk. Both of our cars had to park outside because the garage was wall-to-wall miscellany.
Fire hydrants!
Junk.
Really old junk.
Sue is not the only hoarder in her family. These photos were taken in the lot behind the Slanetz Corp. office.
TSI’s headquarters in Enfield was nearly as bad. Sue’s very large office was the worst. Strewn about were boxes and paper sacks full of correspondence and memorabilia. Her desk was always completely covered, and post-it notes were everywhere.
In the rest of the office stood several file cabinets. Of course, every business must retain records, and one never knew when the company might get audited. It was also critically important to maintain good records about contacts with clients and prospects, and our business, in particular, needed up-to-date listings of programs, which we had by the thousands. So, we had a lot of important paperwork.
No more mainframe announcements, please.
However, in TSI’s office could be found many other things, which by any measure were totally useless. One day I undertook to throw away the announcements that we constantly received from IBM about its products. These documents formed a stack about four feet high. 90 percent of these missives were about mainframe products. There was absolutely no chance that we would ever work with any of these machines. Even the remaining ones (all of which I intended to keep) were seldom of any value because the information might have been contradicted by a subsequent notice.
Sue asked me what I was doing, and I told her. She immediately got very upset and even started to cry. She just could not stand for anyone to make the decision to discard anything that she considered hers. I realized at that moment this was a reflection of a very serious problem. I put all the notices back in the file cabinet.2
1994 was a good year for J2P2, too.
1994: It was the best of times; it was the worst of times.
The business was finally taking off. Our new salesman, Doug Pease, was demonstrating that he was ideal for the job. The nationwide retail recession had ended. The retail conglomerates with money (or credit) were gobbling up smaller chains, and in most cases this worked to our advantage. We were approaching a position in which we need not ever worry about competition. Most of us were working very hard, but we were getting new clients, and it was exciting.
The problem was Sue. She was hardly involved in any of this at all. Her behavior was becoming really unprofessional. Doug complained about her often. She kept hiring assistants, and they kept quitting. I could not find out where we stood financially because our books were so out of date.
On a couple of occasions I was stretched so thin that I asked Sue to take trips to clients for me. I did not think that technical expertise would be involved. I just needed someone to find out what the users needed. The first one was to Macy’s East in New York. Sue never told me what happened, but the people at Macy’s told me years later that they had made voodoo dolls representing her and stuck pins in them.
The other trip was to Foley’s in Houston. Sue flew all the way there and then realized that she had brought no cash. Her credit cards had all been canceled by the issuers. Fortunately, she had a checkbook, and Beverly Ingraham, the Advertising Director at Foley’s, cashed a check for her.
In May of 1994 Sue and I took a very important road trip to Pittsburgh. We met with Blattner/Brunner, an ad agency (described here), and Kaufmann’s, a chain of department stores (described here). Both of these sessions went quite well. When we returned to Enfield, I was required to spend a lot of time working on the proposal for Kaufmann’s. It was the most complicated and difficult one that I had ever done, and if I did not do a good job of analyzing and estimating the difficulty of each element, we could suffer for this for years.
So, I asked Sue to follow up on Blattner/Brunner while I was working on Kaufmann’s. Sue had been there for the session in Pittsburgh. There was no one else I could turn to. She completely fumbled the ball. I was quite angry, but I knew that it would do no good to nag her about it.
On the other hand, I appreciated the fact that she was the founder of the company. These opportunities never would have happened if she had not started the ball rolling back in Detroit.
The day finally came when I just could not take it any more. I told her to go home and not to come in to work any more. There was no argument and no tears. She told me that I was making a big mistake and just left.
No one else thought that it was a mistake.
Within a day or so I approached Sue with the following arrangement: TSI Tailored Systems Inc. would be registered as a Chapter C corporation.
I would be president and have 55 percent of the stock, and Sue would would be treasurer with 45 percent. We would hire a new accountant to handle the corporation, and the bookkeeper would report to me. It would be my responsibility to make sure that the books were closed on time, and the taxes were paid on time. I would also do our personal taxes. We would fund the corporation with the difference between our accounts receivable and our accounts payable. If it needed cash (as it did a few times), I would loan as much as necessary to the corporation at a reasonable interest rate.
Sue was not happy about it, but she agreed to this. She did not even argue about the salary amounts that I set.
Amazon sells these.
Our new accountant’s name was Sal Rossitto2. He guided us through the transition. He advised us to set up an Limited Liability Company3, but I insisted on a true corporate entity that issued stock to its owners.
Setting up the new corporation was fairly straightforward. We had to open a new bank account. I found it to be a fairly simple matter to close the books every month within a day or two of the end of the month. We also set up a 401K with matching funds, a profit-sharing plan, and a good health and disability insurance plan from Anthem. None of this was difficult.
I am not sure who took over handling of the payroll after Sue left. TSI eventually hired Paychex to do it. Denise collected the time cards from the employees and submitted the requisite forms to Paychex.
Our accountants loved our Nov. fiscal year. They could work on our taxes in a less busy season.
I made one very good decision. We set our fiscal year to run from December 1 through November 30. We paid bonuses and made contributions in November. This gave all the employees the entire month of December to spend or save for tax purposes.
Dissolving TSI was a much more complicated task. Sue and Sal met often over the course of several months to unravel issues in the partnership’s books. I remember, among other things, some kind of ugly situation with regard to sales tax in California regarding the way that the installation at Gottschalks occurred. At the end of this process Sal confided to me that he now understood why I wanted to set up a real corporation.
The new logo as it appeared on invoices and letterhead.
We also ordered new letterhead. Ken Owen worked with me on the logo. I eliminated the stripes and the lean of TSI. The color around the TSI was pure blue. The colors to the left of that block went from a very light blue gradually darker almost to pure blue. The effect worked better on the computer screen than it did when printed.
For me the most important thing was to reestablish blue as the company’s color. It started with a light blue as shown at the top of the page, but over the years it had somehow evolved into something that was more green than blue. I hated it.
The next few years were boom years for TSI. I worked my tail off, and my travel schedule was a killer. I didn’t care. We had finally turned the corner, and the future looked very bright.
Life at home, however, was very difficult. Sue was obviously unhappy. She probably thought that I intended to dump her. I still loved her; I just did not want to work with her any more. I was quite sure that the company would do better without her.
displayed no interest in finding a job. This surprised me. She had had quite a few jobs since I met her. She really liked a few of them. She could summon up a great deal of enthusiasm about new projects, and she loved meeting new people. I could think of several occupations that she would fit very well.
Instead, she leased some space in an old office building in a questionable part of downtown Springfield, MA. She then fixed it up and rented it out to dance teachers who needed a place to give lessons. I don’t know how much of our money she lost on this venture. I am not sure that she even kept records of it. She certainly didn’t ask my opinion about it.
On weekends we still drove to Wethersfield to visit our old friends, the Corcorans, regularly. That helped quite a bit.
At one point Sue awarded herself a vacation. She drove to New Orleans to see a guy that she knew from high school who was into social dancing. She stopped at some other places along the way. I never asked her about what happened on this trip. When she returned she did not offer any details.
Eventually things got a little better. After the trip to Hawaii (described here) in December 1995 the situation became more tolerable for both of. At least we had some money to spend and save for the first time ever in our relationship.
1. The course that I took as a freshman at U-M taught a programming language that was unknown outside of Ann Arbor. It was called MAD, which stood for Michigan Algorithm Decoder. We wrote our programs on 80-column punch cards.
2. Perhaps you are wondering why I gave in without an argument. It was because I recognized quite early in our relationship that Sue was expert at playing the “Why don’t you …? Yes, but …” game described by Eric Berne in his best-selling book Games People Play. A pretty good write-up of the “game” is posted here. This is also the reason that I did not press her about the sleep apnea.
2. Sal Rossitto died in 2002. His obituary is here.
3. The purpose of an LLC is to protect the “members” from being personally responsible for debts and obligations undertaken by the company, but it is not as completely separated as a true corporation.
In the mid-eighties we finally took two real vacations, one in 1985 and one in 1986. We had such a good time on the first one that we tried to replicate the experience the next year, but, of course, it turned out to be rather different.
Sue and I discovered that we could spend a week in February cruising the Caribbean for only about $1,000. The price included air fare from Bradley to Miami. Curt Hussey had advised me that cruises were the best kind of vacations. You could do as much or as little as you wanted, and there was no hassle at all.
This plan suited me. I have always said that the only good thing about February is that it is short. We made reservations for a seven-day cruise on the Song of Norway, a ship of the Royal Caribbean Cruise Lines (RCCL), in the western Caribbean. It would start and end in Miami.
By the end of 1984 the business seemed to be doing a little better. Hiring Denise Bessette and Kate Behart had worked out well, and we actually had a little money in the bank. We notified all of the clients that we would be gone for a week. We would try to stay in touch, but it might be difficult on some days.
We did no research at all for either of these cruises. We were simply looking for warmth, pleasure, and relaxation. There was nothing wrong with that, I suppose, but on subsequent long trips I totally changed my mind about the objectives of traveling to distant locations.
Who needs these?
Neither Sue nor I had a credit card. I don’t think that we would have brought hundreds of dollars in cash. We might have bought some travelers’ checks.
It is hard for me to believe in retrospect, but at the time we had no pets! So, all we needed to arrange was transportation to and from the airport. Perhaps one of the employees drove us to the airport, and one of Sue’s sisters picked us up. We might have taken a cab. Maybe we left one of the cars at one of the parking lots that surrounded the airport. Some offered weekly rates.
It was, of course, very cold when our plane took flight from Bradley in the morning and warm when we arrived in Miami around noon. However, the differential was not as great as the time that Bill Davey and I flew there from Detroit in 1970, as described here.
I remember that we were met at the airport by a representative from RCCL. I think that they provided transportation to the port. My recollection is that we were allowed to board pretty much immediately.
A photo of the Song of Norway in 1985.
The cruise itself got off to a rocky start. Somehow our luggage got misplaced. The staff told us that they would get it for us, but we would need to do without until the next day. This was a problem because the first night’s supper, which had open seating, was the only occasion of the entire trip that was designated as somewhat formal. Everyone else was dressed up. As it turned out, our attire was a pretty good ice-breaker. Everyone was sympathetic when they heard about our problem.
Fortunately, that was our last real problem. The rest of the cruise was absolutely delightful.
Sue told me that she recalled that there were only 750 passengers, but the ship’s passenger capacity then1 was actually 1,196. There may have been some empty cabins, but I do not remember a lot of empty tables at dinner.
We did not have our luggage that first night, but our employees (or maybe it was Tom and Patti Corcoran), ordered a bottle of champagne for our cabin. I think that RCCL gave us a fruit basket, too.
We got the cheapest cabin available. It had no view, twin beds that were pushed together, a small bathroom, and a desk. It was about as small as could be imagined. I did not intend to spend much time there. Sue complained about the size of the shower, but I found everything satisfactory. She also objected to the cabin steward going through her luggage every afternoon to find something sexy to lay out on her bed. My recollection is that nearly all of the cabin stewards were Filipinos.
The ship seemed gigantic to us, totally oblivious to the puny waves below us. By twenty-first century cruising standards, however, it was a canoe.
The ship each issued each passenger a credit-card sized piece of plastic. This card served as an identity document in getting on and off the ship and as the means of payment for anything on the ship. It was possible to avoid most expenses, but even a penny-pincher like me ended up spending hundreds of dollars on excursions and tips.
Although we eventually sailed as far west at the Yucatan Peninsula, the ship stayed on Eastern Standard Time throughout the cruise.
The ship’s first stop was at a private island owned by RCCL, now called CocoCay2, where the staff put on a picnic lunch. There were a few other activities in the afternoon as well, but there was nothing very elaborate. There were plenty of picnic tables, some volleyball courts, and some trails. Basically, it was just a place to relax for a few hours and get to know a few of our fellow cruisers. I took a little hike, but there was nothing much to see.
Back on the ship there were two seatings for supper: 6:00 and 8:00. I would have much preferred to eat at six, but Sue protested that she needed to get cleaned up and dressed, and she has never liked being rushed. So we ate at the second seating. The down side was that the after-supper entertainment was too late for a morning person like myself.
We ate at the same table every evening. Some tables were larger, but ours had only four chairs. Our dining companions were a couple from Wisconsin who were about our age. The same waiter served our table every evening. Ours was from Greece. I forget his name, but all four of us rapidly became very enamored with him. The menu changed every night. There were three or four choices for the entrée. The selection was good, the quality was good, and the quantities were unlimited.
Needless to say, the couple from Wisconsin were sheepshead enthusiasts. They were excited to hear that we had played the game, an event that is described here. We agreed to play with them as well if they explained ALL the rules to us. They listed them in a couple of minutes. I protested that I was certain that there were additional rules. They insisted that it was a simple game.
This time we got to the third or fourth hand before the first undisclosed rule made its appearance. Others soon followed. I am convinced that all people from Wisconsin are given at birth two sets of rules, one that they disclose to foreigners and one to mention only when they apply.
We were surprised that there was so much to do on the ship. In the movies there only seemed to be four activities on cruise ships: dancing, shuffleboard, sitting on deck chairs, and gazing at the stars in formal attire. On most days I tried to run on the Promenade Deck, but it was very boring. A lap was only about one tenth of a mile. Also, you had to dodge strolling passengers and be on the alert for slippery spots.
I had no interest in shopping in any of the ship’s stores or losing money in the on-board casino. I spent as much time as possible in the sun by the swimming pool drinking free Diet Cokes or iced teas.
Our route to Jamaica took us between Hispaniola (Haiti and the Dominican Republic) and Cuba. In fact, Cuba was visible on the starboard (or as we say in Kansas, “right”) side of the ship for most of the first part of the cruise and on the port side on the return voyage.
I don’t remember any high-rises in Ocho Rios in 1985. Unless you were looking for weed, the town was very dull.
The second stop was at Ocho Rios on the south side of Jamaica. West of the harbor was a large brick-red wooden factory that produced aluminum, which the locals pronounced with an extra syllable as the British do, from locally mined bauxite.
I don’t think that the water was flowing this fast when we were there. This looks dangerous.
Several excursions were offered. I wanted to climb the rocks at Dunn’s River Falls. I was surprised that Sue was willing to try this. She never has felt comfortable around open water. The rocks were as slippery as they looked. The suggested footwear was sneakers with no socks.
Our guide’s name for the excursion was named Philippe. His reply to almost any statement or question was, “No problem.” A group of us were driven by van from the harbor to the falls. We stopped once or twice. Philippe told us to get out and “take your lovely shots.” I did not have a camera, but I was happy to stretch my legs.
When we reached the falls, we formed a single-file line and held our neighbor’s hand tightly. Several people were to scared to try the ascent, but even Sue managed to get all the way to the top.
Sue took several photos of this and our other stops, but I have not been able to locate them.
The excursion took a few hours. After lunch Sue and I walked into town. I still had my beard and could have easily been mistaken for Tommy Chong’s younger brother. At least three times I was approached by people who offered to sell me marijuana. There were a lot of souvenirs on sale there. I might have bought a postcard or two, but no souvenirs.
I think that we took a second excursion in the afternoon, but this may have been in 1986. In any case we went green-water rafting on Martha Brae (MAR tuh BREE), a very slow moving stream. Our guide for this adventure was named Nigel.
The rafts were made of bamboo. They had seats toward the back for the passengers, but the “captain” stood in the front and directed the raft with a long pole. According to Sue our captain’s name was Tony.
The experience was very relaxing, but I don’t think that very many people would do it twice. On the road from Marta Brae to the harbor our guide pointed out a large dwelling by the sea. The house had belonged to Arthur Ashe, the famous tennis player who died in 1980. At least that is the way that I remember it. I could find no support for this on the Internet, but he had been dead for four decades when I googled it.
Most of the suppers had themes—Italian, French, Mexican, etc. Every meal was tasty, filling, and fun. The waiters and the other staff members dressed for the occasions. There was also music, and the waiters marched around and waved to the people at their tables. It was very festive, and, in my opinion they managed to make it fun without too much kitsch.
The third stop on the cruise was in George Town on Grand Cayman. Unlike most other islands in the Caribbean the Caymans are NOT mountainous or even somewhat hilly. They did not appear on the horizon until the ship was almost there.
The islands have an interesting history. They were discovered by Christopher Columbus on his third voyage. No evidence of an indigenous population has been discovered. For years the islands served as a haven for pirates. They have been a British territory since the middle of the eighteenth century. They have never had income, wealth, or capital gains taxes. We heard the story that the British king issued a decree that England would never tax them because he was grateful to the colonists for saving one of his family members.3 We did not learn about the slavery. When it was finally abolished in 1833, 950 Black people were enslaved by 115 white families.
In the eighties the Caymans had not yet earned renown as a place to hide dodgy funds. We were surprised to learn that the country had more teletype machines per capita than anywhere else on earth. In fact, even by then there were only two sources of income there—tourism and tax evasion.
The contrast between Ocho Rios and George Town was striking. Jamaica seemed like a very slow and backward place that had a few interesting attractions. The people all seemed devoted to selling knickknacks of no utility. Nothing had a fixed price. There were only a few stores. Transactions generally took place on the street.
George Town, on the other hand, was a clean and modern town. No one tried to sell anything on the street. I did not feel as if I had to keep my hand on my wallet.
There was not much to do in town if you were not interested in buying duty-free jewelry. I think that a snorkeling excursion was available, but it did not interest me that much. I probably would have enjoyed it, but I knew that when I left the water I would be shivering for a half hour or so.
If there is a ship in port, 7 Mile Beach is never this empty.
The spectacular beach by George Town is seven miles long. The hotels jealously protected their portions. RCCL had an agreement with one hotel that its passengers could hang around at the beach. That was good enough for me. After a once-around in the town, I parked myself on a towel on the beach and read a book.
Sue has always been averse to both sun and heat. She spent most of her time in Grand Cayman nosing around the shops.
The ship made two stops in Mexico. The first was at Playa del Carmen, which is south of Cancun. About half of the passengers departed from the ship in Playa. Of those most went up the coast to the resort town of Cancun. We joined the group that had signed up for the excursion to Tulum, an ancient Mayan city located about fifty miles to the south.
We had been warned by the cruise directors about the street vendors in Playa del Carmen. As soon as we set foot on land we were all set upon by people selling stuff, mostly extremely low-grade silver jewelry. It was a little difficult even to make it to our buses.
I have a few pretty clear memories of Playa Del Carmen. It seemed like a very poor town to me. Very skinny dogs roamed the streets. No one from our ship considered stepping into one of the stores. Based on the photos that I have seen on the Internet, I would guess that things have improved there at least a little.
The bus ride to Tulum was hot and boring. I think that they served Mexican Coke on the bus. The land was perfectly flat, and there were almost no towns at all. There appeared to be lots of trees, but none grew very tall. Only a few locals could be seen, and they all seemed destitute or nearly so. We saw very little traffic.
I don’t remember the town of Tulum at all. Apparently it has become a tourist destination in the intervening years. It certainly was not on anyone’s bucket list in 1985.
I remember the area just outside of the ruins. Flimsy booths were set up so that some of the local people of Mayan descent could sell things. I seem to remember that the main thing that they sold was cloth. There were no souvenirs.
The ruins area was, I am pretty certain, surrounded by stone walls. On the other side of the walls was jungle, not like in the Tarzan movies, but a sea of trees, none more than twenty feet high. On one side from the top of the wall you could see the sea and a lovely beach, but there was a cliff between the wall and the sea. Waves were smashing against the rocks. The beach did not look inviting that day.
We did not have a guided tour. We were told to meet back up at a particular time.
The big attraction was the temple in the middle. I climbed all the way up to the top and looked around. It was pretty impressive. We had already been told about the carvings of the “descending gods” that festooned the temple and some of the other buildings. Some people have taken this as an indication that the Mayans had been visited by extraterrestrials, who created these stone cities for them.
The ruins area was not very crowded. Almost everyone there was from our ship. That has no doubt changed in the intervening years.
From Tulum we drove up the coast to Xel-Há4 (pronounced shell-hah), which is a beautiful lagoon. I think that we ate lunch there. I don’t remember much about this place, but it had some facilities.
After lunch most people took a quick dip in the lagoon’s waters. I don’t remember if I did or not. I doubt it.
The bus then returned us to Playa del Carmen, where we took the ferry to the island of Cozumel. By that time it was the middle of the afternoon, and it was extremely hot. In those days, however, I could stand just about any amount of heat. I decided to walk by myself into the town of San Miguel, a resort town that was a mile or more from the harbor. Sue shopped at little stores on the pier.
There was not much to see in San Miguel. A goodly number of the ship’s passengers were enjoying drinks in a bar there.
I was happy that I made the journey. I got a little exercise, and I saw dozens of iguanas of all sizes. I stopped to watch them several times. Some were large enough that if they had made aggressive moves I would have been frightened. They mostly just sat on rocks, and they were all grey. Nevertheless, I felt the pure sense of joy that I have always seemed to feel whenever I unexpectedly encountered wild animals in their native habitats.
The last leg of the cruise was a long day at sea sailing past Cuba back to Miami. I am pretty sure that it took two nights and one day.
One of the highlights of the trip for me occurred on that last day. The cruise directors had announced that if anyone had purchased something at one of the stops and could no longer remember why they did so, he/she should bring the “white elephant” to the staff. They planned to hold an auction to try to regain something for the disgruntled purchaser. The auctioneer was very talented. He invented provenances and romantic attributes for each item, no matter how junky. Most of them were sold, a few at a profit.
Here are some other things that I remember from the 1985 cruise:
I went with Sue to a line-dancing class. She participated. Of course they taught “Achy Breaky Heart”, but there were not enough cowboy hats to go around. I watched for as long as I could stand it.
There was a midnight buffet every night. Since most passengers gorged themselves at all three meals and got little exercise on this cruise, I was surprised how popular this was.
The Viking Crown Lounge was one of the highest points on the ship. It was pretty much de rigeur to visit it, have a drink, and gaze at the horizon. We did, but only once.
There were very few children on the cruise. The cruise staff formed them into a club and arranged activities for them. For the most part the kids were invisible.
The cruise staff also organized activities and games at poolside almost all day long. I found them annoying. I wanted to read. Nevertheless, I was embarrassed that they stumped me when they asked who sang the hit song, “Winchester Cathedral”. It was the New Vaudeville Band. I should have remembered it. It was released in late 1966, when I was at Allen Rumsey House. If, God forbid, it had been on our juke box, I probably would have known it. I did not listen to Top 40 music in Ann Arbor.
A small newsletter was pushed under the door every day.
I think that our room had a TV. After we left Miami it showed only short films about RCCL, the ship, or ports of call.
The cruise staff conducted an orientation class about each of port of call. I went to most of them. They were not well attended. The guy giving the one on Ocho Rios emphasized that the town was a good place to purchase some straw if you needed any.
Sue went to some of the shows at night. She has always loved live entertainment of almost any stripe. I might have gone once.
Sue and I both had a great time. The trip itself was both relaxing and entertaining. I liked the fact that I had absolutely no responsibilities. Sue liked being able to set her own pace. She probably would have preferred cooler weather, but it does not really ever get cool in the tropics.
The timing was perfect. When we left, we were both grouchy with cabin fever. When we returned, it was almost time for Sue’s birthday and, shortly thereafter, spring. We promptly called the travel agent—another common occupation that has almost disappeared in the intervening decades—to go on essentially the same cruise in the following year.
The Viking Crown Lounge at night.
The second cruise was similar, but not identical. We flew non-stop to Miami again. We were met by the RCCL people again. They did not misplace our luggage this time. After the very first stop the schedule was almost identical.
The interior of the Viking Crown Lounge.
Over the winter two big things had happened at RCCL. The first was that the Song of Norway won all of these awards from World Ocean and Cruise Liner Society: Best Food, Best Crew, Best Housekeeping Service, Best Dining Room Service, Best Cruise Staff, Best Ship Activities, Best Shore Excursions, Best Overall, and Ship of the Year. They had sweatshirts made that bragged about that last one. Travel Holiday Magazine also named RCCL the world’s best cruise line.
The other big development was the purchase by RCCL of an isolated peninsula on the north side of Haiti5. The name was Labadie, but the company changed it slightly to Labadee. Our ship did not go to CocoCay in 1986. On the first day of our second cruise, the Song of Norway became, I think, the first cruise ship to visit Labadee.
Before we landed the ship was boarded by heavily armed Haitian soldiers. I don’t know what their function was, but they were more than a little scary. As far as I know, however, they did not interfere with any of the planned activities.
Tthe local citizens apparently knew that we were coming. A dozen or so rowboats surrounded us as we landed. Each contained two or three of the local people. They were trying to sell their art work. Their boats do not look at all seaworthy. These people were just doing what they could to survive a very bad situation.
None of that development was there in 1986. A clearing for a picnic and volleyball had been established, nothing more. The real world was on the other side of those mountains.
The time on shore was pleasant enough. There was not much to do.6 There might have been some hiking paths, but most people dared not venture too far from the picnic area.
Our experience here was remarkably similar to the one on CocoCay a year earlier. In fact it is difficult for Sue and me to distinguish between the two occasions.
We met our companions for supper after we returned to the ship and cleaned up. They were a couple from Long Island. Sue remembers that he owned a chain of garages there. I only remember that he ordered seconds of the main course at both meals that we ate with them. After that they arranged to join the first seating, and we ate by ourselves during the remainder of the cruise. I can’t say that we missed their company.
It was definitely never this bad.
The seas were a little high the night after we left Labadee. Many passengers got seasick. Sue felt a little woozy, but she did not get sick. I wasn’t bothered at all, but walking in the hallways was something of a challenge. The creaking sound that occurred whenever the ship rocked was rather spooky. By morning it was smooth sailing for the remainder of the cruise.
Sue and I decided to do something different in Jamaica this time. We signed up for a trip up in the hills to an old “estate”. I did not remember the name of it. Several of these places still offer tours, including Brimmer Hall, which is the only one that sounded at all familiar. I remember that it was a long drive through very hilly country. This was the first time that it occurred to me that islands in the middle of deep seas almost have to be mountainous.
Sky Aquarius: “We should love animals, not eat them, Jim.”
They definitely served us lunch in the plantation house. One of the offerings was goat, and I was courageous enough to try it. I would not say that it was delicious, but at least I did not get sick.
It was a worthwhile excursion if only for the fact that it got me to thinking about the geography, history, and sociology of Jamaica. The truth is that in the eighties I would never have thought of a vacation as a time to learn about other countries. I was just charging my batteries.
I knew that Jamaica had been a British colony. I did not know that in 1838 England abolished slavery, but there was never anything like reconstruction and no distribution of assets. It was more a case of “Take these broken wings and learn to fly.”
I don’t remember what we did in Grand Cayman. We might have taken an excursion. I seem to remember something about turtles.
I did not think much about Grand Cayman’s sociology either. I don’t remember seeing many Black people, certainly nothing like in Jamaica.
Ixnay on the imbingclay.
The one excursion that we repeated was the one that featured Tulum and Xel-Há. We were a little disappointed. The area of the Tulum ruins was considerably more crowded that it had been the previous year. Also, visitors were no longer allowed to climb or walk on any of the ruins. I suppose that it is only reasonable to take every effort to preserve them for posterity, but it was still disappointing.
I remember a few other things about the 1986 cruise.
We did not fall in love with our waiter this time. He was nice enough, but I don’t even remember his home country. The waiters (I don’t remember even one waitress or cabin stewardess on either cruise) were from all over the world.
I have few memories of the other passengers. I do remember one fellow with whom we talked a few times. His wife never left the ship. She shopped for jewelry in the ship’s store.
On both trips the official photographer took lots of photos of us. They posted them in one of the public areas of the ship. The only way to get them to remove your photo was to buy it. We bought a couple on the first cruise, but not on the second.
The only obnoxious part of the cruise was the semi-mandatory tipping. The maître d’ and the sommelier both appeared at our table for the first and only time at the last supper before it was tip time.
We could not afford to go on vacation in either 1987 or 1988, but in 1989 …
1 .In 1977 RCCL took the Song of Norway out of service, cut it in two, and added a large new piece in the middle. This feat increased the ship’s passenger capacity by 40 percent. The ship’s fuel consumption was only slightly increased, and the seaworthiness was not affected at all. The ship was sold in 1996 to another cruise line. Over the next few decades she changed hands and names several times before being sold for scrap in 2013.
2. RCCL subsequently invested hundreds of millions of dollars in this island and turned much of it into a gigantic water park for its customers. It is now officially called “Perfect Day at CocoCay”, which makes me think that the company pronounces the last syllable like the letter “K” rather than like the word “key”. An aerial view is shown at the right.
3. Wikipedia says that this story is not true. The evidence cited is here.
4. The area that we visited is now called Xel-Há Park. It still has the lagoon, but it also offers a water park, a buffet, a zip line, and other diversions. The website is here.
5. Haiti was in the middle of a coup. The ruler, Jean-Claude “Baby Doc” Duvalier, had fled to France on a plane supplied by the U.S. on February 7. He had named a commission to govern in his absence.
6. In the twenty-first century there are plenty of activities available on Labadee. A list of them is in an article posted here.
This may be the most difficult entry for me. I worked with all of these people, but I only worked closely with the last few. I hired only the last few. Sue hired most of the rest.
TSI’s administrative area had much more turnover than any other area. Some of the people whom we hired did nothing but bookkeeping. Some were hired primarily to help with marketing. Some were hired to be Sue’s assistant, which meant they could be doing anything or nothing. I am not even sure what responsibilities some of these people had.
I do not remember interviewing any of these people or talking with Sue about their qualifications or salary. My impression is that they just sort of appeared in the office.
Our first administrative employee was Debbie Priola. Her story is told here. Kate Behart was hired either just before or just after Debbie left. Details of her employment at TSI are posted here. For several years Kate, Denise Bessette, Sue and I were the core group, first in Rockville and then in Enfield. However, we often had additional administrative people—one, two, or even three at a time. I am pretty sure that I have completely forgotten some of them
One of Sue’s primary sources of new employees was our client base. One of the earliest of those hires had been Caroline Harrington, who did the bookkeeping for Darby O’Brien Advertising (DOB) (described here). I never really understood this. I worked closely with Caroline during the installation of the GrandAd system at DOB, and I thought that she did a really good job. One day she must have either called Sue or been called by Sue, and somehow she ended up as our employee. I don’t know why she wanted to work for us. It always seemed to me like a step down from her responsibilities at DOB. Then again, I am not sure how Sue described what her responsibilities at TSI would be.
I did not work much with Caroline in TSI’s office. At the time I was spending at least half of the business hours out of the office at one client or another. When I was in the office I spent most of my time preparing work for Denise or going over work that she had already done. If I had any time left, I spent it writing programs, dealing with support issues, or writing proposals or contracts. Also, I took a nap every day after lunch.
Caroline’s employment did not last very long. I don’t know why she left or where she went; one day I learned that she was no longer working at TSI.
Another person whom Sue does not remember was a young woman who worked for us for one summer between her junior and senior years of college. I don’t remember what she did for us, but I do remember that I was impressed with her. However, the impression was not strong enough to prevent me from forgetting her name.
I had hoped to recruit her as a permanent employee until she told me that she planned to move to Japan after she graduated.
Crater.
Coyne.
I remember absolutely nothing about Linda White, whose name I found on TSI’s payroll for 1989. Sue remembered her. Apparently she worked for us for a week or two. Then one day she went out for lunch and never returned to the office or called. She might be holed up in parts unknown playing cutthroat pinochle with Judge Crater1 and Thomas Coyne2.
I remember Kim Ouellette. We hired her shortly after we moved to Enfield in 1988. I don’t remember what her precise role was at TSI, but I do recall that at Christmas that year she was my “Secret Santa”. She gave me three pairs of wool socks. I lost one of the socks, but I still wear the other pairs on cold winter days.
Chris Vegliante (she/her) worked at Group 4 Design, one of TSI’s clients (described here). I don’t recall what caused her to leave Group 4 and join our staff. Nor do I remember when or why she departed.
No badminton here today.
I remember two things about Chris. I am pretty sure that she came over to our house once, the summer that we decided to host the summer outing at our house in Enfield. I grilled some burgers and dogs, and we set up a badminton net in the yard between two of our maple trees. Those two trees in 2021 have grown to the point that they nearly touch in the middle. No one would consider playing badminton there today.
My other recollection of Chris is about the day in 1988 on which I received two telephone calls from the Hartford Courant. When the second call came, she announced “I think that you won that short story contest!” The whole event is described here.
For a short period in 1989 a woman named Judy Morrill3 worked for TSI, specifically for Sue. She even came over to our house for a visit once. She brought her young son, who was terrified by our cats, Rocky and Woodrow. He screamed for five full minutes.
Both cats were completely harmless.4
Galilee Pease5 (she/her) was a college student who worked for TSI over two summers. She was an excellent employee. Everyone liked working with her. We had much more success with college students than with permanent employees.
When we were looking for someone to help with the Y2K project, she mentioned that her brother Fred, who stayed up all night playing computer games, was available. She warned us that we might not like him.
Bernice Gannuscio6 worked at Keiler Advertising, but she lived in Enfield. She asked us if we might have an opening. I thought that she could be a valuable employee for TSI. The problem was that we wanted her to answer the telephone in the office, but she had hearing problems that prevented her from being able to do this very well. She investigated hearing aids, but none that she could tolerate seemed to work for her.
Titus?
Titus Britt7 had the distinction of being taller than I was and just as skinny. He was also the only Black person who ever applied for a job at TSI. He lived in the southern part of the state, and so the drive to Enfield was considerable. Because he loved his Camaro, he did not mind too much.
I was never quite sure what Titus’s role at TSI was, but when he heard that TSI’s sales rep, Tom Moran, and I were planning to fly to Seattle to demonstrate the AdDept system for The Bon Marché, a department store chain in the northwest, he asked if he could come. I don’t remember why we agreed to this—from a business perspective it made no sense—but we did. I think that he had family there.
Terri.
Terri Provost8 came to work for us in the late eighties. Her previous employer was Colonial Realty, the company that bamboozled thousands of people in Hartford in the late eighties. The scam and its results are described here. Terri was a secretary for William Candelori, one of the company’s principals. Even after the scheme unfolded, she still had great respect for him. He was charged only with tax evasion. The other partners went to prison or committed suicide.
Evidently, although CR treated its investors with disdain, it was very nice to some of its employees. Terri told us that the company took its employees to a casino in (I think) Atlantic City. Her boss even gave her some money with which to gamble. I never adopted such a policy.
Not Terri.
Terri and I went on a sales call in Manhattan once. I wrote about it here.
We had no dress code at TSI. As an army veteran who was forced to wear a uniform at work for eighteen months I felt that this was my right. It was never a problem. Most of us wore shorts in the summer and jeans or something similar in colder weather. On more than one occasion Terri came to work in a short dress and back-seamed stockings. I did not know what to think of this. It seemed totally inappropriate to me, but I have never in my life criticized anyone else’s sense of fashion. I said nothing.
Terri came back to visit the office with her young son.
Terri had a baby while she worked at TSI, but the child died after a few days. She kept a picture of him on her desk. I certainly would not wanted to be reminded of a sad event at work9. I said nothing.
My recollection is that Terri became pregnant again and decided to quit her job at TSI. By then she was working for Michael Symolon. I don’t think that they got along too well. I know that Michael was more than happy to replace her.
The woman that Michael hired to replace Terri was Linda Fieldhouse10. She was a joy to work with, and she seemed to like both Sue and me. I am not sure why she quit. I vaguely remember some health problems.
Two from this can, please.
I remember a woman who worked for us in a period in which both Sue and I seemed to be very tense. Both of us drank coffee, and one of the prime responsibilities of the administrative person was to make sure that the coffee pot was not empty. We always made the coffee with two scoops of regular coffee and two scoops of decaffeinated coffee. This employee did not get the message and made it with four scoops of regular coffee. So, for a week or two, Sue and I consumed twice as much caffeine as we thought.
I think that this may be the same lady whose favorite task was the printing of program listings, a task that required very little skill or knowledge. Mostly it was just making sure that the printer did not jam. Everyone else just let the printer do its thing, but she enjoyed monitoring it.
This lady left TSI soon after the coffee incident was discovered. I don’t remember her name, but I found evidence that someone name Bettijane Kaschuluk11 worked for TSI in 1987. Neither Sue nor I remember anyone with that name.
Ann Locke12, who was married to Sue’s cousin, Jimmy Locke, worked for TSI off and on for a while. I think that she mostly did cleaning. I once remarked that she “brought a little bit of Appalachia to TSI.” Denise later told me that she was shocked when I said this, but she later told me that she understood what I meant.
My sister Jamie was married to Joe Lisella Jr. for the decade or so that she lived in Simsbury, CT, and West Springfield, MA. She worked for TSI for part of that time. Her daughter, Cadie Mapes, also worked for TSI part time. That period is discussed in detail here.
1. Judge Crater disappeared without a trace in 1930. His story is here.
2. Thomas Coyne was scheduled to appear on the fourth episode of the podcast Nobody Listens to Paula Poundstone in 2018 . He never showed up or called to cancel. The cast organized an international search that lasted for months but he was never spotted by any “nobodies”. However, I don’t think that any listeners looked form him at the survival school in California that he runs.
3. I think that Judy Morrill still lives in Enfield.
4. This was not strictly true. Rocky never hurt anyone, but Woodrow, although extremely friendly, had an alter-ego whom I called Nutso Kitty. His eyes glazed over, and all bets were off. Once while I was napping Nutso Kitty pounced on my left hand and ravaged it with all twenty claws. I had to throw him out of the bedroom, and I mean that literally.
5. Bernice now goes by Bernice Zampano. Her LinkedIn page is here. It does not include her experience at TSI. I think that she lives in Portland, CT.
6. Galilee is now known as Galilee Simmons. I think that she lives in Utica, NY. Her website is here, but I don’t think that it has been updated in years.
7. I think that this may be Titus Britt’s LinkedIn page. He has had a lot of jobs, but he did not list anything as far back as the nineties. This person does not look as skinny as I still am.
8. Terri Provost, who now goes by Terasia Provost-Darr, in 2021 is a realtor in Vernon, CT. Her LinkedIn page is here. Neither TSI nor Colonial Realty is listed as part of her experience.
The view from my desk.
9. My current office includes pictures of Mark Twain, W.C. Fields, Lynda Carter as Wonder Woman, and my photograph of the statue of Constantine’s head in the Capitoline Museum in Rome. Nearby are a plush slipper of my guinea pig Chardonnay, action figures of Wonder Woman and Pope Innocent III, and a plush toy wolverine wearing a tee shirt with a block M whom I named Mitch Egan.
10. Linda Fieldhouse lives in Vernon in 2021. Her LinkedIn page is here. Don’t bother to look for TSI on her experience list.
11. A woman named Bettijane Kaschuluk who is a little older than I am lives in Stafford Springs in 2021.
12. Ann Locke still lives in Enfield in 2021. Her Facebook page is here.
We installed at least part of the GrandAd system at all of the companies listed below. A few may have actually been Datamaster clients. My recollections of some installations are very dim. In a few I had little or no involvement
Visitors to O&P went through this red door on Elm St.
Although Keiler Advertising evidently had a famous red door in the twenty-first century, in the eighties the most famous red door in Hartford’s advertising community belonged to O’Neal & Prelle1 (O&P), the agency that was housed across the street from Bushnell Park in Hartford. Our negotiation was with Bill Ervin2, who was, I think, already the president of the agency.
We got this account because of a phone call from Paul Schrenker, the graduate student hired by our marketing company (described here). Paul called dozens of presidents of ad agencies. Bill responded that he was interested in our system. This was probably the only positive outcome from that endeavor.
I seem to remember that O&P bought a model 5364 from TSI. I do not remember doing any custom programming, but we almost always at least customized the invoices that they sent to clients.
I worked mostly with Liz Dickman, who was the bookkeeper. Of all of our agency liaisons, she was among the best to work with. She was able to do the reconciliations by herself more quickly than anyone else. I am not sure who drew the following beautiful schematic of the installation. It certainly is not my handiwork.
Evidently we installed a 5363. A 5364 would not have supported so many devices.
Here are my most vivid memories:
On one visit I had to carry something down to the basement. Halfway down the staircase I felt a stabbing pain in my right knee. It did not last, but it was the first time that I had felt pain there since I recovered from the operation in 1974, as described here.
If I was at O&P at lunch time, I generally bought a couple of tacos from one of the food trucks. I then sat alone on a bench in Bushnell Park and chowed down. One day while I sat with my legs crossed a starling popped up on my right shoe, which was about six inches off the ground. He perched there for at least a minute or two to see if I would reward him for his clever trick. When I failed to do so, he flew away.
I recall Liz informing me that she planned to take the CPA exam as a flyer. She said that she did not study for it, or at least not much. She was legitimately shocked when she later learned that she had passed. Perhaps it dawned on her that she was suddenly overqualified for her job. They made her a vice-president.
The installation really went downhill after Liz departed. The guy who operated the computer called TSI and asked for some training. We scheduled a day for him at our office in East Windsor. He was shocked when we billed O&P for it. Evidently either no one told him that TSI had a contract with O&P that clearly designated how much free training (plenty) they received, or someone gave him some bad advice. O&P didn’t pay the bill, and shortly thereafter the agency announced its liquidation.
I am pretty sure that we sold a model 5364 to Eric Tulin Inc.4 of Hartford, CT. It might have been TSI’s developmental system. I can remember spending a few days at the office on Hamilton St. The primary operator was a guy, but I don’t remember too much about him. I must have met with Eric as well, but I don’t remember the occasion.
The agency was not very large at the time. I don’t think that they had more than five or six employees.
I recall even less about Knorr Marketing5, which was (and still is) located in Traverse City, MI, which is in the northwest part of Michigan’s lower peninsula. The agency, which must have already purchased a S/36, called TSI one day out of the blue.
We sent them some materials, and even though they had never sen a demo, they purchased some portion of the GrandAd system. We sent Kate Behart to do the installation and training. Because we used almost exactly the same system for our record-keeping, Kate knew the accounting and job costing portions of the system. So, I assume that we did not install the media portion.
Kate must have done a good job. We hardly ever heard from them, but Knorr Marketing sent us a Christmas card for many years.
Another mystery GrandAd client for me was Brannigan-DeMarco of New York. They purchased their hardware from IBM. Sue took care of this account. I am not sure how much of the GrandAd system they used.
Sue worked closely with Angela Vaccaro, who was the primary operator of the system. She called for support every few months. Sue always took care of her problems.
Similarly, I know very little about Sullivan & Brownell6 of Randolph,VT. Sue handled everything about this account, too. She visited them occasionally. Sue did not need much of an excuse to schedule a trip to Vermont. She has always loved the whole state.
The only thing that I recall about the account was the fact that the media director was a Black woman. That would not ordinarily be even a little surprising, but this was, after all Vermont. In 1990 there were a grand total of 1,951 Black people in the state, including exactly zero lawyers and judges. In fact, only eleven Black people in total lived in Randolph.
Sue told me that the media director and her husband had a farm in the vicinity. Sue told me that she might have stayed overnight there once or twice.
Using a chain saw the husband carved a fox out of a tree trunk and gave it to Sue. It sat placidly on guard out in the grass just beyond the parking spaces of our office in Enfield for many years. In 2021 it wards off coyotes in our back yard. I took a photo of it. It has seen better days.
I handled most of TSI’s interactions with Knudsen-Moore (K-M), an advertising agency located in Stamford, CT. I thought of this as an important account because it finally gave us a toehold in the southeastern (wealthy) part of the state. I also thought that it was cool that one of our clients did business with both King Oscar and the WWE (then known as the WWF).
The audience for my demo was the seventy-two year-old7 bookkeeper whose name was Irene. I must have brought a PC, our 5364, and a terminal that we were evaluating for another client. Its screen was very large for the time. This became important because the bookkeeper had very bad vision. In fact, she later confided to me that the reason that she insisted that they choose TSI’s system was because of that terminal. Ordinarily my strikingly good looks are the deciding factor, but as I mentioned, her vision was poor.
The McMahons never showed up at their ad agency when I was there.
It took us several months, for reasons that will soon be apparent, to get them up and running. During this period the agency changed hands not once, but twice. Its final name, which persists to May of 2021 was CDHM8.
The holdups for going live with the system were the balances in accounts payable and accounts receivable. The values in these accounts are generally positive for A/R and negative for A/P. If a vendor bills you $100, and you immediately bill the client with a 10 percent markup, A/P will have a transaction with a value of -100, and the entry in A/R will be +110. There will also be offsetting entries, of course. The point is that every company should be able to justify its A/P with a stack of unpaid bills from vendors and its A/R with a stack of open invoices sent to clients.
I entered in all of the open A/P and A/R into GrandAd. I printed a list of each with totals. The system’s totals did not agree with what Irene’s hand-written worksheets said were the current balances. Not only that; her balances, which were reflected in the company’s official general ledger, had the wrong sign! The A/P showed a positive balance, and the A/R showed a negative balance. According to these figures the agency’s vendors owed them money, and they were in debt to their clients!
Irene still insisted that her figures were right. I asked for a meeting with the president, Bill Hoag. The bookkeeper attended, as did a couple of other people. Their accountant was not present. I explained the situation with words similar to those of the previous paragraph. She insisted that her numbers were correct because she had checked every entry. She knew this because there was a little dot next to each figure. Much screaming ensued.
The lady had been using the “balance forward” method. After each transaction a new balance is calculated. This is OK, but at least monthly this balance must be checked against the list of invoices. She had NEVER done this. I later looked over her sheets. They were replete with errors. She simply could not read her own handwriting.
The irony of the situation did not strike me until much later. If someone had caught this egregious error earlier, we would not have won the contract. She recommended us solely because of the big screen on the terminal, remember?
How in the world could an agency with books in this deplorable condition be sold twice? I don’t know.
They asked the bookkeeper to retire. The guy that replaced her was, in some ways, worse.
I am pretty sure that his first name was George. I don’t remember his last name, but I do remember that he insisted that any communication to him include the title “Esq.” Now, I don’t pretend to know who gets to use that title, but I would be willing to bet that not many of them lived at the YMCA, which is where this character lived. George got into arguments with us all the time, and he was abusive to TSI’s employees.
For the first and only time, I finally called the agency’s president about George’s behavior. He said that he would look into it. He called me back less than hour later. He said that the guy had not been in all week, and he was now officially terminated.
The next week the president told me that they had hired a new person. I think that his name was Roger. He was very easy to work with, and he had the record-keeping straightened out in short order.
I drove to CHM an least half a dozen times. I never saw Vince or any other McMahon. It was a big disappointment.
Sue handled the account of Charmer Industries of the Astoria section of Queens. The company distributed wine and liquor products. This was probably a referral from Quique Rodriguez, an IBM rep with whom we had a good relationship.
Sue and I drove there on, as I remember it, a Sunday, carried their computer and printer into the building, and made sure that they were working. Then we drove back to Rockville. I found the whole drive within the city terrifying. I wanted to stop, get out of the car, and kiss the earth when we were back in Connecticut. I have been to NYC many times, but I have never driven inside the city limits.
Ed Wolfe.
Charmer had a lot of companies. One specialized in the design of point-of-sale products in bars and liquor stores. Over the years it went by a number of names, including ACC Marketing and the Sukon Group. These were the people who used our system.
Our final liaison in the nineties was Ed Wolfe. As I recall, the company later decided to purchase a small AS/400, the system that replaced the S/36. The AS/400 is described in some detail here. I took the train to New York a couple of times to help with the setup of the new system. Ed was a nice guy and a good client.
Doherty-Tzoumas occupied this building on Dwight Street in Springfield.
I have always thought of Doherty-Tzoumas of Springfield, MA, as a bizarre advertising agency. Dianne Doherty9 was the president. She was totally unsuited to running this agency or any other business. Her husband was a very prominent lawyer. I think that he must have set her up in this business, perhaps for tax reasons. I can only speculate.
Her partner, Marsha Tzoumas10, knew her way around advertising and the business world at least a little, and she was very nice. I felt a little sorry for her.
The agency certainly tried hard to succeed. It always seemed to be a beehive of activity. Quite a few employees had been hired. They liked to hold “focus groups”11 for their clients’ products or services, an idea that I had never previously encountered.
I worked with Marsha and the agency’s bookkeeper to set up the system, and for the most part it seemed to go rather smoothly. However, when we showed the reports for the first monthly closing to Dianne she was overwhelmed.
Dianne hired a financial consultant to help her run the business. He might have been the company’s accountant, but that is not my recollection. I was in a few meetings with him. Most of them were fine, but in one meeting we were discussing the general ledger. Dianne made a very peculiar request. She asked if there were just two or three accounts that she should concentrate on. The request was, in my opinion, absurd. There might be a few that she could pretty much ignore, but to try to focus on any small subset of a company’s books was unthinkable. Most small businesses fail, and there are many paths to failure.
Nevertheless, the consultant took the bait and named a few accounts. I can’t even remember which ones he chose. I assume that cash was one. It is generally a good idea to know how much cash you have. He probably also picked A/P and A/R.
At any rate I knew in that instant that this business was doomed. I was right. In 1991 we received a letter from Dianne’s husband Paul proclaiming that the business was being liquidated. It was the only such letter that we ever received from an ad agency. They owed us less than $100, and so we did not consider suing for it.
I remember that on one occasion Marsha mentioned that she was looking for a good book to read. I recommended Larry McMurtry’s Lonesome Dove. I wonder if she took my advice.
In 1987 Rossin Greenberg Seronick and Hill (RGS&H)12 was the hottest agency in Boston, MA. The president, Neal Hill13, was not an advertising guy. Although I never met any of the other three partners, I am sure that they all had a good deal of advertising experience.
The agency had enjoyed two years of explosive growth. It wanted a computerized system for word and data processing. Neal and Ernie Capobianco14, the director of finance, interviewed us and all of our principal competitors. Their choice of the GrandAd system was a real feather in our cap. We were confident that we could do a great job for them, and we hoped that it would open the Boston market, which we had previously never been able to crack, for us.
A Wang word processing terminal.
The holdup was the word processing element. Neal loved Wang’s approach to word processing, and he thought that DisplayWrite/36 (DW/36) was inferior. However, no ad agency software had ever been written for Wang’s operating system. In fact, I had never encountered anyone who used it for anything other WP.
When Neal told us that they had decided to use our system, he asked what we would recommend for word processing. I said that I was not an expert, but the future was in PC’s. Furthermore, if they planned to use the S/36 only for GrandAd, a 5362, which could support up to twenty-eight locally attached devices, would be more than sufficient.
WordPerfect running in DOS did not look like the answer.
My assessment turned out to be correct, but in 1987 buying PC’s with good word processing software (the most popular at the time was WordPerfect) and connecting them would have been a formidable task. Personal computers in those days were still really personal.
Neal insisted that one system should address all the needs. IBM persuaded Neal that a model 5360 with DW/36 would serve their needs.
Neal approved the purchase of a 5360 (the washer-drier model) directly from IBM.
In the meantime I received a phone call from a salesman at Wang. He wanted us to convert our software to run on Wang’s equipment. I informed him that this would be a monumental task, and, although we had dozens of successful installations on IBM hardware, we had absolutely no experience with Wang’s approach. He told me that if we agreed to convert, he had an agency lined up that would use our system. I asked him if he was referring to RGS&H. When he confirmed it, I told him that they had already signed a contract with us. This was news to him.
The system that IBM proposed included terminals for almost all of the employees. The ones with PC’s got 5250 emulation adapters. Our end of the installation went fine. We did a great deal of custom coding for them. They had spent a lot of money on the system, and they reasonably insisted that it do exactly what they wanted.
Then the bombshell exploded. Microsoft let the world know that Neal Hill had written a letter to them. In it he bragged that RGS&H had poached the copywriter and artist from the agency that had handled advertising for Lotus Development, which at that time was considered Microsoft’s biggest competitor. Microsoft had not yet assembled its Office package, and Lotus 123 and Approach were very popular applications. Neal said that RGS&H knew what Lotus was up to, or words to that effect. He also sent them two plane tickets from Seattle to Boston.
I could sympathize. Evidently no one checked Neal Hill’s work either.
This episode caused a major scandal that has been widely written about in legal, advertising, and business circles as well as in the local press. In fact, if you google the agency’s name you will get several pages of articles about it. There are so many that is very difficult to find any other information about the agency.
Neal resigned in December of 1987. Ernie was named as the interim president. Our system was fully functional by this time. Ivan Dunmire served as our liaison. He did an excellent job.
TSI indirectly got swept up in this brouhaha. The articles in the local press mentioned that RGS&H had recently purchased a computer system that was characterized either as a mainframe or as a system that was much too large for the company. So, despite the fact that the people who actually used our software appreciated greatly what we had done, we never had the good reference account in Boston that we had hoped for.
Here are some of my recollections of my experiences with RGS&H:
You can’t make it in thirty minutes if you are afraid to exceed 10 miles per hour.
When I was driving Ernie to lunch one day he complained that my car smelled like tobacco smoke. It must have been Sue’s. Nobody previously had mentioned it. Evidently I was “nose blind” to it.
One of the two contenders for the most harrowing experience of my life (the other, getting caught in the Blizzard of ’77, is described here) occurred when driving back to Rockville. It was snowing lightly, and the traffic was moving at a fairly steady pace on the Mass Pike when I reached Exit #9 for I-84 near Sturbridge. To my surprise I-84 was nearly empty. There were no tracks in the road at all. I could clearly see the reflective markers on both sides of the road, and I used them for navigation. There really was no place to stop between Sturbridge and Rockville. The Celica and I passed no one, and we were only passed by one car traveling at perhaps 30 mph. A mile or so later I saw a car that had slid into the median; I assume that it was the one that had passed me. I did not consider stopping. When I finally reached the exit for Rockville, I had to guess where it was; the asphalt was covered with several inches of snow and there were no tire tracks. I did not think that my car would make it up the steep hills in Rockville, but it did. Sue was very worried; there were no cellphones in those days.
After we moved the office to Enfield in 1988, I usually drove to Springfield, took a Peter Pan bus to Boston, and walked a few blocks to the RGS’s offices. By that time “&H” had been dropped from the agency’s name.
I loved working with Ernie, Ivan, and the other people at the agency. There were no quarrels or misunderstandings.
I remember that I usually walked to McDonald’s for lunch and ate a Quarter-Pounder with Cheese and a Big Mac.
In the nineties Ivan called us a few times for support. By that time PC networks were becoming widespread, and people were touting the idea of “client-server” systems, a term that simply meant that the data was on one system used by everyone, but each person’s computer had its own set of programs. However, Ivan said that many of the people at the agency did not understand this. They thought that the term designated a system constructed to provide better service to the agency’s clients, and they wanted to know why RGS did not have one.
I tried to recruit Ivan to work for TSI, but he turned us down. I am not exactly sure what role he would have played at TSI, but I am pretty sure that he would have done a good job.
Our other installation in Boston, Rizzo Simons Cohn (RSC), was an even bigger fiasco. I was surprised to discover that Sue has almost completely repressed the memory of The Sign of the Three.
We had been contacted by a firm called Computer Detectives (CD). The guy on the phone told us that his company had been hired by the agency to find a computer system for them. It turned out that CD was a two-person company, the guy with whom we talked and his wife. His name was Larry Ponemon16. I don’t recall hers. We dealt almost exclusively with Larry.
Sue and I went to supper at a Chinese restaurant with them. The both ordered moo shu pork; this is the only thing that Sue remembered about them. They were very surprised when we told them that we had never really had a vacation.
We showed them the system, and they liked what they saw. We gave them a proposal for the GrandAd system running on a S/36 model 5363.
AT&T 3B2 model 400.
Larry called us to tell us that they had recommended our system to RSC, but the agency preferred to run its system on 3B2, a UNIX computer manufactured by AT&T. They asked us if we could convert our system to run on it.
We researched whether the S/36 version of Workstation Basic17 would work on a 3B2, and we were assured by the company that wrote and marketed it that it would. We told CD that we were pretty sure that it would, but we would need to adjust our quote to cover the conversion costs. We did so.
We then got to meet another consultant, who, among other things, sold and marketed AT&T computers. We told him that we were accustomed to working with IBM, and we trusted its commitment to support. If he sold the system to RSC, we wanted to know whom we would contact when we had problems or questions. He said that he was our contact. Remember that there were no cellphones, and this guy practically lived in his car. We would need to leave messages. The best that we could hope for was a beeper. Then we would need to depend on him to find someone who was willing and able help us. We were used to dialing 1-800-IBMSERV from anywhere. Someone ALWAYS answered.
The CD people were there at the meeting. They and the AT&T guy assured us that we and the agency’s users would get all the support that we needed.
We converted the software to work on Unix without an inordinate amount of difficulty. That, however, did not mean that it would efficiently do everything that RSC wanted in their environment. We knew nothing about how the operating system would perform when numerous users were working on the same files at the same time. Sue spent several days at RSC trying to get the system to work, but she ran into one roadblock after another, and no one was available to help her.
After a few weeks of this foolishness, the agency got fed up. CD had not disclosed to RSC, who had paid them handsomely to conduct the search, that they were being paid a “finder’s fee” both by us and by the AT&T guy. RSC had never voiced any preference for hardware; that was just a lie. Evidently they had told RSC quite a few whoppers, too. RSC sued CD, and Sue testified for the agency. AT&T took the hardware back and refunded at least part of the cost.
RSC reopened the software search. We submitted the same proposal that we had previously given to CD. Since we had already been paid for the UNIX version, we charged nothing for the GrandAd software or for the customizations. The other contender was a New York company (I can’t remember the name) against whom we often competed. Its software ran on UNIX.
I called the finance guy at RSC, Jonathan Ezrin18, and asked about their decision. He informed me that they had chosen the other vendor. I asked him what the basis for the decision was. He responded that mostly it was the cost. The answer astounded me. I asked him what the other software company had bid. It was about $10,000 higher than ours. I asked him how they could have considered this less than our bid. He said that to be fair they had included the cost of the software in our original proposal when making the comparison.
I assured him that we were not going to give that money back. I then told him frankly that theirs was the stupidest line of reasoning that I had ever heard, and I slammed down the phone.
RSC dissolved in 1990, less than a year after that phone call. I don’t know what happened to CD. I found no trace of them on the Internet, although Lavinia Harris has published a series of novels about a young couple who call themselves “computer detectives”.
I remember visiting Fern/Hanaway19 of Providence, RI, a few times. The agency had a System/36 that they had bought from IBM. I think that we installed one or two modules there, but I don’t remember which ones.
IBM must have told Arian & Lowe (A&L)20, an advertising agency of sorts in Chicago, IL, about TSI. Sue said that she went there once. She remembers that the floor of their office would have been good for dancing, but the only thing that she remembered about the company was that their main client was the Beef Board. They mostly produced point-of-sale posters and signage.
I installed some modules of the GrandAd system there and flew out for a couple of month ends. I remember several very strange occurrences.
The Director of Financial Operations for the agency was Neta Magnusson21. We generally had lunch together. She always had more than one martini. I could never have concentrated in the afternoon if I had imbibed a small fraction of what she downed. I stuck with Diet Coke or iced tea.
A&L used its S/36 model 5360 for word processing. One time when I was there working on the GrandAd system, they somehow lost some WP documents. A few people blamed me for this. I protested that I had not done anything to any documents. Fortunately I knew enough about how DW/36 worked that I could also demonstrate that I could not possibly have done anything.
I ordinarily stayed at a Holiday Inn that was a short distance from A&L. On one trip I had to stay an extra day. The Holiday Inn had no availability for that extra night, but they found me a place to stay and called a cab to take me there. The cab driver said that I definitely would not want to stay there. Instead, he took me to another place that was in a rather rough part of town. However, the room was OK, and it was only one night. I was, however, happy to be out of there the next morning.
The agency’s was in downtown Chicago. I had to take cabs back and forth to O’Hare. One time I somehow left my glasses in the cab. Believe it or not, the next time that I went to A&L I stopped at the taxi dispatcher. My glasses were in the Lost and Found box safe and sound.
One of the cab drivers spoke no English at all. His girlfriend sat in the front seat and translated for him.
Another cab driver picked me up at A&L. I wanted to go to O’Hare. He asked me for directions. I actually rode with a cab driver in Chicago who did not know how to get to the airport! Fortunately, this was one of my last trips to A&L; I could have given him instructions blindfolded.
The favorite expression of the system operator at A&L was “Have a good one!” I realized that this was cheerful and completely innocuous, but for some reason it really irritated me.
My favorite part of the trips to Chicago was the prospect of having an Italian beef sandwich, either at the airport or bought from a street vendor.
It seems appropriate to end with the bittersweet tale of Charnas Associates of Manchester, CT. TSI and IBM scheduled a presentation to the agency at the IBM office in Hartford. The presentation was scheduled to take two hours. I went to the office early and loaded our GrandAd demo system onto the 5360 at IBM. I also went over my notes for the presentation.
The turnout was unbelievable. Around twenty people showed up from the agency. I was always happy if we got one; I had done worse than that.
I had a lot of experience at this. The format varied by only a little. Someone from IBM acted as the host. He or she was always dressed impeccably and spoke glowingly about how wonderful IBM’s systems and support were and what a close working relationship IBM had with independent software developers like TSI. Then they turned it over to me.
I hated whiteboards after this.
Not this time. The IBMer went around to each and every person in the room and asked them what they would like the computer to do to help with their jobs. After each answer he would rush back to a whiteboard and add it to the list of items that were already on the board. The he would ask them to evaluate how important this was to them. He was hoping that they would attach a monetary value to it, but he was willing to settle for peace of mind or saving time. He dutifully recorded the values as well.
This went on for at least an hour and forty-five minutes. Then he spent a few minutes praising the System/36 before he let me talk for a couple of minutes. I could not possibly do my presentation in less than a half hour. So, I had to forget about my slides and my demo and try to talk about the big picture. The worst part was that damnable list on the whiteboard behind me. Needless to say, our software addressed less than half of the wish list. Of course no one suggested “Help us find which clients are unprofitable and why” or “Help us improve cash flow”.
I was so angry at the IBMer that I could have punched him. If I had not sworn after that fight in the fifth grade with Tom Guilfoyle that I would not engage in fisticuffs, I might have.
We followed up on this, but we never heard from Charnas.
A few years later in 1989 I was scheduled to give my first AS/400 demonstration of the AdDept system that I was still in the process of installing at Macy’s in New York. TSI did not own an AS/400 yet, and so I had made a backup tape at Macy’s. I planned to install Macy’s programs and data, dummy up the data so it was not recognizable, give the demo, and then erase the programs from the disk.
I never finished the first step. Something about the tape made the AS/400 system at IBM hang up. Commands could not even be entered at the system console. I worked with these incredibly reliable machines for twenty-six years. This was the only time that I saw something like this happen.
The IBM people were furious at me. They were certain that the problem occurred because our programs were written in BASIC. I calmly explained that the programs never got restored. Something happened during the restoring process.
Nobody from IBM attended my demo. I went to the demo room to do a song and dance with no accompaniment. Only one person was there, and she was not even one of our invitees. She identified herself as a media buyer at Charnas who had heard about the event from one of her clients. I explained how the GrandAd system worked and which agencies were using it.
She told me that Charnas had a S/36. She did not know the model. I asked her how big it was. “Oh, it’s big!”
She said that they used it only for word processing, and everyone hated it. That guy from the first demo had sold them a 5360 with no software except DisplayWrite36!
I don’t remember what happened after that too clearly. I am sure that I went to Charnas’s office in Manchester at least a few times in the early nineties. I think that I installed an abbreviated media system for them. Then I got heavily involved in the AdDept system.
Charnas apparently went out of business in July of 1992.
While I was looking for information about the agency I came across the book shown at the right. It was commissioned by Robert Bletchman, an attorney from Avon who died in 2008. His obituary is here.
There is only one copy of the book on this website. The title is How to Achieve the Release of Unidentified Flying Object Information from the United States Government.The first reader with $50 can claim it. Shipping is free!
The publication date for this book is in 1985. I am pretty sure that this effort antedated Art Bell’s Coast to Coast AM show on WTIC radio by approximately ten years.
1. O’Neal & Prelle went out of business in 2000.
2. Bill Ervin died suddenly in 2003. His obituary is here.
3. Liz Dickman is now the CEO of Integrated Physicians Management Services in East Hartford. Her LinkedIn page is here.
4. Eric Tulin Inc. changed names and ownership a few times before giving up the ghost in 1991.
6. In 2007, as reported here, Tom Brownell apparently transferred his client list to a group of his employees. They changed the name of the agency to 802 Creative Partners and moved the headquarters to Bethel, VT.
7. By coincidence 72 is my own age as I write this in May 2021. To be honest, if I tried to keep a manual ledger, I probably would not be able to read my handwriting either.
9. Dianne Doherty now goes by Dianne Fuller Doherty. She resides in Longmeadow, MA, in 2021. After the agency’s failure she devoted her life to helping other small businesses, especially those run by women, get started. Her story is described here.
10. Marsha Tzoumas is now known as Marsha Montori. In 2021 she is the Chief Marketing Officer at Six-Point Creative Works, an ad agency in Springfield. Her LinkedIn page is here.
11. I used focus groups in my short story (described here).
12. RGS&H went through five name change. Its final incarnation, GSOD, Inc. dissolved in 2007.
13. Neal Hill landed in Canada. His LinkedIn page is here.
Ernie Capobianco.
14. Ernie Capobianco telephoned me in the early 1990’s. At the time he had just started working at Valentine-Radford, a big ad agency in Kansas City. He arranged for me to meet with some principals and the IT guy. I also visited Ernie’s apartment in Johnson County. I think that I caught him at a bad time. His LinkedIn page, which skips over his time at RGS&H, is here.
15. Ivan Dunmire lives in New York City. His LinkedIn page is here.
Larry Ponemon.
16. I think that Larry Ponemon now runs the Ponemon Institute, which has something to do with privacy, security, and computers. His page on the organization’s website is here.
17. Workstation Basic was designed to emulate the Datamaster version of BASIC running under DOS and later UNIX. More information is here.
18. Jonathan Ezrin apparently now lives in Plymouth, MA. He does not have a LinkedIn page.
19. Fern/Hanaway was dissolved in 1998.
20. It appears that in 1991 A&L was taken over by Daryl Travis. Various versions of Arian, Lowe and Travis (no Oxford comma) existed after that, but I think that the operation in Chicago did not survive for long. The Beef Board account represented a high percentage of its billings.
21. I think that in 2021 Neta Magnusson lives in Geneva, IL, a suburb on the west side of Chicago.
When we moved from Michigan to Rockville, Sue and I knew almost nothing about marketing. When the business was closed over three decades later, we knew a lot more. Unfortunately, at least half of what we had learned was probably wrong.
In Detroit Sue had depended on IBM for referrals. When we moved we learned that the branch offices had no specific policy on this. Each salesperson knew a few of the independent software companies. Since no one in the Hartford office knew us, it was folly to depend on IBM in Connecticut.
The first year or so was the only time in the first three decades of the company’s existence that I had time on my hands. I wrote a little system on the 5120 to keep track of leads. I got most of my information from the Yellow Pages in the reference room of the Hartford Public Library.
I definitely remember sending a letter to the area’s jewelry stores. I think that we also sent one to construction companies. I do not remember how we did these exactly. Perhaps I just wrote a program on the 5120 to print letters with data from the lead tracking system. It seems unlikely that we had letterhead and company envelopes with our Rockville address yet.
I think that we got the lead for the Harstans account from the jewelry store mailing. I don’t remember any responses from anything in the construction industry. If we received any inquiries, Sue would have dealt with them.
I found a business card from the Detroit days in our basement.
After we had purchased a Datamaster with a letter-quality printer, we converted the lead tracking system to run on the new machine. We also invested in company letterhead and web-mounted company invoices. Both were Nantucket grey with light blue lettering. The TSI was striped in imitation of IBM’s logo, but we used a sans serif font.
We definitely did several mailings to ad agencies. Potter Hazlehurst responded to the first mailing. Other mailings may have at least produced a few lukewarm leads.
We received two free pieces of publicity. The GrandAd installation at Harland-Tine was featured in Basic Society News. This was described here. The other article, an interview with Dick Keiler, was published a few years later in AdWeek New England. It is described here.
We also bought our only ad ever in the same issue of that magazine. It was a waste of money.
By 1983 we began to get quite a few leads from IBM. We closed many of these deals, but most required significant custom programming and offered virtually no opportunity for additional business. What we wanted to sell were ad agency systems that took advantage of work that we had already done.
We participated in a campaign organized by a marketing manager at IBM to allow its salesmen to promote “IBM Advertising Agency Solutions.” He asked the third-party developers of ad agency software to provide a list of how their software could benefit ad agencies. Someone then took all of these items, assembled and sorted them all into one huge list, and put them into an attractive fold-out piece in which each of these advantages was claimed for “IBM solutions.”
Of course, no system marketed by anyone actually did all of those things, and some of the advantages were incompatible with others. Furthermore, none of the names of the companies that marketed and supported the software were included. The pamphlet only mentioned “IBM solutions” until the very last paragraph, which stated, “When you combine the specialized capabilities of IBM Business Partner applications for advertising with the quality control, product support and service that accompanies IBM systems, you have a comprehensive and powerful solution. One that can meet the needs of your agency today—and continue to serve you and your clients tomorrow.”
I was very upset when they sent the finished product. Set aside the atrocious grammar of the last sentence fragment. Who will possibly use this piece? IBM reps could not (or at least should not) use it because it doesn’t indicate which business partner could address which problem. No ethical business partner could hand it out because the prospect might think that the software company was claiming all of these advantages for its own product. I suppose that if we were allowed to white-out the parts that did not apply to our systems, we might be able to use it, but it would not look too professional.
When I explained that this was false advertising because the “IBM solution” described within did not exist, he was taken aback. He honestly thought that we would all be happy just to be associated with IBM. I admitted that we were. However we were ALWAYS in competitive situations. We could not afford to be associated with erroneous claims like “IBM creative applications help your writers and artists work more efficiently.” Our software did not improve the efficiency of the creative staff one iota, and if we tried to get the writers and artists to trade in their Macs for IBM iron, we would be run out of the office on a rail.
In addition, there were a couple of advantages that were unique to our approach. Of course, I had listed them, and they appeared in the pamphlet. I resented that every other Business Partner was authorized to claim these advantages, if only implicitly, for its own software.
With the help of Ken Owen of the Edward Owen Company we developed some leave-behinds that were at least a little professional looking and much less likely to get us sued. We put the write-ups of various aspects of the system in notebooks that had the company’s name and logo on it. The first batch were blue with white lettering. Subsequently we reversed the color scheme.
When we gave presentations. we put all of the handouts in folder like the one shown at left. The cover was generic enough that we could use it for any of our software products.
Our mailings for the ad agency system included self-addressed prepaid bounce-back cards on which the recipient could indicate the agency’s interest in our product. This certainly increased the quantity of positive responses that we got, but it also meant that we needed to spend more time qualifying the leads.
By 1986 Sue and I were frustrated with our sales efforts. We had been in business for more than five years. We had amassed a reliable set of reference accounts, but we were still struggling just to meet our payroll.
Sue set up some kind of business relationship with a guy named Joe Danko. I think that he was a consultant who had somehow come across our GrandAd product. He wanted to be our representative in southeast New England. Since the proposed arrangement involved no investment on our part, we agreed to it.
Sue corresponded with a former IBM VAR (as we were) named Jim Holland, who had started a business in Colorado helping others selling “turnkey systems”. Sue liked his approach, but he sold his business to a company in Paramus, NJ, called Motivational Marketing1. He convinced us to drive there for a “Motivational Marketing Working Session” in January of 1987.
We drove to the company’s offices and met with, I think, one of the founders of the company, Gary Farber2. We told him that we were having trouble closing deals for our software system for advertising agencies. We thought that we needed to hire a salesman, but we were not sure how to do it. He outlined a plan for us. It seemed pretty costly and did not directly address the need for a salesman, but if we scored even one or two deals, it would be worth it.
Two guys from the marketing company came to our office in Rockville. The older guy was named Irving; the younger one was Nick Pitasi. They told us that the first step in their plan was to contact our clients to get a more objective view of TSI’s strengths and weaknesses. Nick called everyone on our list of clients. He reported back to us that our clients loved us, and they particularly liked the fact that we educated them. This was rather nice to hear, but we already knew that we had very good reference accounts. We had thought that we were not doing a good job of using this information to our advantage.
Since we had said that we needed a “closer”, and since we already had a relationship with Joe Danko, Irving invited him to our office to interview for the job of salesman. Irving conducted the interview in Sue’s office upstairs in Rockville. I sat in. Sue might have attended as well, but she doesn’t remember it.
I was astounded at how awful Joe’s performance was. Without being asked about it, he went on and on about his involvement in lawsuits over his divorce. I would never have considered hiring him to take out the trash.
After the interview Irving told us that he thought that Joe would be OK as our salesman. Perhaps we should have cut our losses at this point. Irving and Nick might be able to help us in some way, but they certainly seemed unwilling or unable to address what we considered our most critical problem.
Their next step was to hire someone to call the presidents of ad agencies. We had a pretty good list in our lead tracking system. By this time Nick was handling our account by himself. He engaged a guy named Paul Schrenker for this purpose. Nick wrote a script for him. I could not believe how many presidents talked with him when he asked for them by name. I would have bet that he would not reach any of them.
The only person who accepted Paul’s call and expressed any interest was Bill Ervin at O’Neal and Prelle in Hartford. I visited them a couple of times, and they eventually agreed to a contract. The story of that installation is here.
One day I observed Nick while he was calling one of the presidents. It was impressive. A secretary answered the phone. Nick said, “Put Bill on, please.” When the secretary asked who was calling, he just said with supreme confidence, “It’s Nick from TSI.” The president picked up the phone, and Nick talked with him. I certainly couldn’t have done this.
Nick dropped by the office a couple of times after that. He had been in the office enough to see how things were run. By then he was familiar with how Sue would miss appointments and how disorganized she was. On one occasion I asked him whether he thought that we could make a go of it. He said that he did not see how. What a depressing moment that was.
Maybe I should have given up at that point, but I had no plan B. I was almost forty years old. I had burned through several occupations already. I did not want to start over.
When I first started to work with Sue I figured that I would do most of the programming, and she would do the rest of the work. After all, she had much more experience in business than I did, and she loved to talk on the telephone. She was certainly much more of a “people person” and less of a tireless coder She could figure out how programs worked and fix them, but I had never seen her write so much as a single program.
That was not the way that things worked out. As the years went by I took on more and more of the responsibilities. By the late eighties she was doing the accounting and the payroll, and that was about all. Even so, she could not keep up with it. The answer was not increased staff. We went through as many administrative employees as Murphy Brown.
We needed help with sales. The marketing consultants were nearly as worthless as all the other consultants that we had dealt with. We needed to hire a salesman. We terminated our agreement with Motivational Marketing in February 1988.
On March 2, 1987 (Sue’s thirty-sixth birthday), we sent out out a newsletter to all of our clients. It was three pages of 10-pitch single-spaced type on 8½x11″ paper. Mostly it dealt with hardware, but there was also half a page of information about changes that we were making to the S/36 version of the GrandAd system.
I located copies of issues numbered 1 through 6. The fifth issue, dated March 29, 1988, reflects the influence of Michael Symolon, our first marketing director. The first page of this issue announces three new ad agency clients. In addition, the first page is printed on GrandAd stationery that Michael ordered rather than on TSI letterhead. A post-it note attached to the copy that I found indicated that I was slightly annoyed that the subsequent pages did not match the cover page in either color or weight.
This issue is really meaty. I think that Michael or Kate Behart must have done most of the work on this issue and the others in this format. Issue #5 contained six pages of text and a copy of an article from the November 30, 1987, issue of ADWEEK about the installation of the GrandAd system at Rossin, Greenberg, Seronick, and Hill.3
I do not remember how many issues of those newsletters we produced. After I purchased and taught myself how to use PageMaker, the name of the newsletter was changed to Sound Bytes from TSI. At first it was 8½x11″, but the later versions were printed on both sides of 8½x14″ paper and folded to be 8½x7″. They also contained two columns per page, different fonts, and graphics. I located only one copy of each of these formats.
The main purpose of most of the subsequent newsletters was to announce new AdDept clients or new modules developed for existing AdDept clients. There may have also been one focused on TSI’s Internet insertion order system, AxN.
1. I think that Motivational Marketing still exists, but it has now evolved into a call center located in Rochelle Park, NJ. Its website is here.
2. Gary Farber’s LinkedIn page is here.
3. Much more about Michael Symolon’s career at TSI can be read here. More about Kate Behart has been posted here. The description of the installation at RGS&G is here.
