Monthly Archives: September 2021

2021 September: Hurricane Ida and its Aftermath

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Water water everywhere. Continue reading →

The remnants of Hurricane Ida1 arrived in southern New England on Wednesday, September 1, 2001. It rained pretty heavily in Connecticut all evening and well into the morning. I was scheduled to play bridge on Thursday at 10AM. I heard on the radio of floods in Manchester and Vernon, about fifteen miles to the south of where we lived in Enfield. I could see no signs of damage in our yard, and there was no standing water in our yard.

The southeast side of the yard.

This last bit of news was a huge relief. A few weeks earlier a weird localized storm had deluged Enfield and Suffield for a couple of hours. The rest of Connecticut seemed unaffected. For the first time in the thirty-three and a half years that Sue and I had resided at 41 North St. water had somehow seeped into the old part2 of the basement. It was not exactly flooded, but there was a little water in some areas, notably the southeast corner, which was piled high with boxes and who knows what. The new part of the basement was completely dry. It took a few days, but the dehumidifier dried up the old side pretty well.

I also walked out into the yard. I saw several inches of water in the yard that faced North St. The water disappeared when the drain in the street was cleared, but the sod remained squishy.

The feeling of relief was short-lived. Before I left for the Hartford Bridge Club on Thursday morning I checked the basement. Both the old part and the new part were dry. After I finished playing, drove back home, ate lunch, took a nap, and went for a walk, I descended the staircase to the basement to empty the dehumidifier. I was aghast to see that there was considerable water in both halves of the basement.

The litter box was near the bikes.

I could see that the cats’ litter box was sitting in a little water in the new part of the basement. My very old cat Giacomo was resting on the broken treadmill, but he was very upset about how his paws had become wet when he needed to use the litter box. I sifted the litter box and moved it, the sifting tool, and the box of Clean Paws litter to a part of the old basement that was still dry. I also dried of His Highness’s paws and carried him to the stairway, which was dry.

Meanwhile Sue made some phone calls. Someone told her that the fire department would pump out the basement if the standing water was six or more inches deep. There was probably an inch or more on the new side, but it did not look like six inches to me.

The most comfortable shoes ever.

Sue also located her Craftsman Wet/Dry Vacuum, Sears’ version of what nearly everyone calls a Shop-Vac3. It had been lent to the Somersville Congregational Church. Sue made arrangements to pick it up in the afternoon. I located two long extension cords in my garage. Sue somehow got the vacuum down to the basement. Someone must have carried it down the hatchway stairs for her. I removed my socks and put on a pair of beat-up old sneakers with a few holes in them. I walked through the water to the new side and opened the hatch to try to encourage evaporation.

The GE dehumidifier did the job in the old basement.

Sue operated the machine. I made sure that the cords were kept out of the water. We filled the machine’s barrel4 with water, and I used a fourteen-quart bucket to transfer the water to an unused washing machine. We then put the washing machine on the last dot of the spin cycle and turned it on. This step was necessary because there are no drains in the basement. I had used this same technique to empty the dehumidifier.

Sue’s initial approach was to try to create a dry path between the base of the stairs and the washing machine so that we could avoid standing in water, a good conductor of electricity. She filled up a barrel in about twenty minutes. I emptied the barrel into washing machine. As we did this we noticed that the dry space that Sue had just cleared was covered with water again.

Our weapons against the sea of troubles: the washer, the wet/dry vac, and the fourteen-quart bucket.

I suggested that we should concentrate on the new side of the basement, which was consistently covered by more than an inch of water. We were both stunned that it t took less than a minute to fill a barrel. We then had to roll it up the ramp to the old side and empty it in the washer. We were standing in water once we left the ramp, but we were careful to keep the cords dry. We did one more barrel that way, and then stopped for supper. We planned to continue after we ate, but neither of us could summon the energy. We are, after all, old.

I walked this wet path on the old side from the door to the washing machine at least one hundred times. The cord running from the wall plug at left stayed dry.

At 2 o’clock on Friday morning I woke up and went downstairs to continue vacuuming the new side of the basement. I looped the extension cord over some boxes and cabling in the ceiling of the basement to eliminate the need to disconnect the extension cord from the machine every time. I concentrated on the new side and filled four barrels with water. It took me about thirty minutes, but there was no discernible effect on the level of the water. I went back to bed and slept like a dead man.

When I awoke again and checked the basement, both sides seemed worse. The water level on the new side was considerably higher, and the entire old side now had at least a filmy coating of water. I could see no dry spots. Where was the water coming from?5 I had to move the cats’ litter box upstairs. I was afraid to move the open box of litter because I could see that the bottom would fill out. I left it where it was and resolved to buy a new box at Shop-Rite.

I worked all day on the basement—not counting a few naps. In all I sucked up about forty-five barrels of water, which produced a notable difference in the level in the new side, about as much as I expected—an inch or so. I kept the hatch closed because I remembered that this was mosquito season, and I had heard warnings about West Nile virus. The mosquitoes that carry the virus like to breed in standing water.

Several avalanches blocked parts of the path from the ramp (bottom) to the hatch door (top). At this point there was at least three inches of water.

When I awoke on Saturday morning there was quite a bit more water than was there before. I checked the new side. The level was a little higher than when I started on Friday. So, more than an inch of water had seeped back in overnight. This was very discouraging. In fact, I decided to abandon vacuuming until the amount of water stabilized. I checked several times a day when I emptied the dehumidifier

I did figure out that I could move the cardboard box of cat litter upstairs if I tipped it sideways. Once I got it upstairs I split a large hold in the middle of what was now the top side. I could then scoop out dry litter with a ladle. In fact, I was able to salvage the entire contents of the box.

On Tuesday September 7 I decided that the water levels had finally stabilized. The dehumidifier seemed to be doing a good job of drying out the old part of the basement, and the newer side was no worse than on Monday evening. I therefore set to work. By 5 o’clock in the afternoon I had sucked up fifty barrels of water from my position on the ramp. I could definitely see the effect on the water level on the ramp itself.

I bought these shoes for the Hawaii trip in 1995, but I did not wear them for 26 years.

By this time I had refined my technique pretty well. I positioned the machine on the flat part of the wooden ramp with two wheels on the cement floor of the old basement. When the barrel had filled, I detached the top part of the vacuum and rolled the barrel the fifteen or twenty feet to the washer. I straddled the barrel, bent at the knees, held the handle of the bucket in my left hand, and placed my right fingertips in the indentation on the bucket. I then filled the bucket as much as possible and lifted it up to the washer. This method was the easiest on my back. It also minimized the splashing.

I could do the entire process in four or five minutes. I also saved a little time by only running the spin cycle on the washer every other time. The tub of the washer could hold a little more that two of the vacuum’s barrels. This spin cycle lasted longer than it took the vacuum to fill with water. So, I had a short break every other barrel while I waited for the washer.

On Wednesday I played bridge with Eric Vogel. Afterwards I sucked up another twenty barrels.

On Thursday I was up early enough to run the vacuum through another twenty barrels before playing bridge with Jeanne Striefler at 10 AM. Between rounds Lesley Meyers asked me what had happened to my elbow. I had no idea what she was talking about.

I did another twenty barrels when I arrived home.

Friday was an epic day. I filled and emptied thirty barrels in the morning. The water level near the end was low enough that I had to abandon the ramp for the afternoon session. I added the second extension cord and change the looping of the cords so that I could walk all the way to the hatch and still keep the cords dried.

I vacuumed up seven more barrels in the afternoon, but because the water was now not nearly as deep, it took as long as the morning session.

Most of my time in the afternoon was in two places—right before the hatch and about halfway between the ramp and the hatch. These areas, which were evidently low points, were frustrating because as soon as I would get an area dry, it would fill back up with water seeping in from areas that were filled with some kind of junk that belonged to the other resident of the house. I went back and forth between the two areas.

When I unplugged the vacuum’s cable from the extension cord, I noticed that the vacuum’s male plug was hot. I had already noticed that one of the two prongs was shorter than the other. I could now see that the short one consisted of two pieces of metal that had a slight gap between them. I reported this to Sue. She said that it was a definite fire hazard.

I went back the next two days to work on those two areas. On Saturday I was surprised to find the other cat, Bob, lying on the cement on the path in the new side. There were also a few cat prints near the puddle in the middle. I carried Bob to the staircase, and he easily made his way up. I then extracted about a half barrel.

This is the right setting on the washing machine.

Much less than that came out on Sunday. When I had finished, the new side was pretty much dry. I could see a few small puddles, but there was no way to get at them with the vacuum.

In the afternoon Sue and I were scheduled to go to a picnic for her cousins on the Locke side. As we were about to leave, she exclaimed, “Ooh! What did you do to your elbow?” I asked her what she meant. She drew my attention to a golf-ball-sized lump on the point of the left one. I had to twist my arm around to see it. I then recalled Lesley’s remark on Thursday. I must have already had it then.

The knob was twice this size on Sunday and Monday.

After the picnic Sue and I drove to the to Urgent Care clinics on Hazard Avenue. Neither was open.

On Monday morning, September 13, I drove to the PhysicianOne Urgent Care, the one on the north side of the street. I had been to this location once before, but I am pretty sure that in the interim it had closed and reopened under new management (Yale New Haven Hospital). I arrived at 10 o’clock, with hopes of being home by noon.

I did not know that one made appointments at Urgent Cares. The lady at the desk told me that it would be at least two hours until they could see me. Although most people were required to wait in their cars for a text message, she let me sit in the lobby, where there were only a few usable chairs. The rest of the chairs were Xed off to prevent them from being used. So, I did not get within ten feet of any other patients. That is a good thing because most of them were there to get Covid-19 tests or treatments. The delta variant was still quite active.

One Hispanic lady came in with two children. The boy was about 2’6″ tall. His sister was a little taller. The lady’s mother had a third infant in her arms. They never checked in or entered the treatment area. The lady seemed to be busy with some papers or something. Then the whole family suddenly departed. On the way out I noticed that she was pregnant again.

he physician’s assistant finally saw me after I had been there for nearly three and a half hours. I had spent the time proofreading and rewriting my blog entry concerning 9/11 (which is now posted here). She quickly diagnosed my problem as bursitis. Some other young ladies x-rayed my elbow and wrapped it for me. The P.A. then advised me that if the swelling had not gone down in a week that I should see a physician who specialized in joints. She provided me with the business card of one and a CD that contained my x-rays. .

  • The hatch.
  • Clean Paws litter carton.
  • Litter Box.

By Sunday, September 17, the old side was also nearly completely dry. I opened the hatch again to try to air out the new side of the basement. The dehumidifier on the old side shows a reading of 60 percent humidity. It was consistently at 75 or 80 when the water was at its highest.

The knob on my elbow had shrunk a lot. It never did hurt or hinder me in any significant way. I did not plan to call the doctor, but a couple of weeks later the bump was still significant. I tried to schedule an appointment with the doctor recommended by the Urgent Care clinic, but he was out of the office until the end of October, and he only saw patients in Rocky Hill and Farmington, which are both more than thirty minutes away. Fortunately, his receptionist referred me to a doctor who has office hours in Enfield.

My elbow sleeve.
Dr. Bontempo.

On Wednesday, October 6, I had an appointment with Dr. Nicholas Bontempo. He told me essentially what the P.A. had told me earlier. He gave me an elastic “sleeve” to wear over the elbow. It was much more comfortable, but it seemed to provide less compression. So, I applied the wrap over the sleeve.

They scheduled a follow-up appointment for me for November 3. I canceled on October 11. By then the bump was negligible.

Although there had never been standing water in the basement since we had moved to Enfield in 1988, the new (northern half) of the basement was flooded again in April of 2024. My efforts in dealing with that mess have been described here.

1. Hurricane Ida described a very unusual path. It first hit land in Venezuela. It then turned northwest, crossed the Caribbean Sea, a tip of Cuba on August 27, and the Gulf of Mexico before landing again near New Orleans on August 29 as a Category 4 hurricane.

From there it headed northeast, losing strength but dumping a huge quantities of rain everywhere it went. On September 1 it reached the New York City area and caused widespread flooding. It finally petered out in the maritime provinces of Canada.

2. In 2007 Sue and I began the process of refinancing the house and building an addition that was approximately the same size as the original house. A description of this activity was posted here. The addition also had a full basement, which could be reached through an external hatchway in the lawn north of the house. It could also be reached through a door in the northwest corner of the old basement.

3. I had never heard of a Shop-Vac until I ate lunch with Barbara Schane Jackson, TSI’s liaison for the installation at Hecht’s (described here). For some reason she mentioned that she needed to use one. I nodded sagely even though I had no idea what she was talking about. Johnson County in Kansas, where I grew up, is not exactly prone to flooding.

4. If there was ever an indication on the machine of Shop-Vac’s capacity, it had long since been lost. I estimated the size of the barrel at fifteen or sixteen gallons based on the number of fourteen-quart buckets required to empty it.

The new side of the basement was approximately fifty feet by twenty feet—one thousand square feet or 144,000 square inches. One gallon is equivalent to 231 cubic inches. So, each inch of water on the new side contained over 623 gallons. If the barrel contained fifteen gallons, about 41.5 barrels would be required to lower the water level by one inch (assuming no replacement).

5. An admittedly biased description of the process of flooding from the water table is posted here. Perhaps our contractors did not do a perfect job when they installed the new basement.

2001-2008 9/11 and Bush’s Wars

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A tragic tale of two millionaire wannabes: the Saudi terrorist, the cowboy president, and what they wrought. Continue reading →

I wrote this entry on September 11, 2001, the twentieth anniversary of the famous terrorist incident. 9/11/01 was a Tuesday. We had a full house at TSI’s office in East Windsor—Sandy Sant’Angelo, Nadine Holmes, Harry Burt, Brian Rolllet, Denise Bessette, and myself. Sandy either was either listening to a radio, or she was surfing the Internet. She told the rest of us. I cannot remember whether everyone stopped working or not.

I was not even a little surprised that something like this had happened. I had followed developments in the Middle East since I debated and gave extemporaneous speeches about foreign policy when I was in high school. Also, there had already been some close calls. In 1993 a member of a group called Al-Qaeda, Ramzi Yusef, had set off a very destructive bomb in a basement parking lot of the World Trade Center.

A country can’t just take another country’s land and colonize it little by little.

For a long time Arabs who were not lucky enough to control oil deposits had been treated very shabbily by the West. The big issue, of course, was the fact that after World War II the Palestinians had been summarily evicted from the land in which they had resided for decades and replaced by Jewish refugees from the Pale and from western countries. At the same time Israel had been assisted by the United States in developing a very strong army with an impressive arsenal that included nuclear weapons and the means to deliver them.

Little by little the Israeli government had limited the rights of non-Jews and, after the Six-Day War in 1967, had authorized hundreds of thousands of settlers to seize property on the West Bank previously owned by the Palestinians. Another factor was the fact that one of Islam’s holiest places had also been seized during the war and access to it was subsequently controlled by the Israelis. On several occasions a peace negotiations between the two sides had been attempted, but nothing much ever happened.

For more than fifty years any attempt to address these issues in the United Nations was thwarted by the U.S. So, it was no surprise to me that a very large number of people in the Middle East felt great animosity toward America.

BDL was my starting and ending point.

In 2001 and the previous few years I had been traveling all over the country1, almost always by airplane (anecdotes recounted here). I was lucky that most major airlines scheduled flights at the local airport, Bradley International, but almost all my itineraries required a layover at a hub. So, I was quite familiar with the security arrangements at airports around the country. At most airports security was run by the airlines themselves or by contractors that they hired. The marketplace for air travel was intensely competitive. The primary objective for the airlines was to make the experience enjoyable.They emphasized how pleasant flying on their planes was. Security was seldom mentioned.

The gates at KCI were walled in, but the walls were only about ten feet high. I envisioned a graceful sky hook.

In the hours that I spent sitting in airports I sometimes tried to imagine ways for getting weapons onto airplanes. The type of security varied greatly from airport to airport, but I thought that a determined person could easily have figured out a way to get a gun on an airplane. In some airports, such as Kansas City’s, it would have been laughably easy.

So, when I heard on 9/11 that a group of people had skyjacked some planes, I assumed that that they had smuggled guns aboard. In fact, however, they did not need guns. Their only weapons were box-cutters, mace, and imaginary bombs. They were able to commandeer the planes because in those days the door to the cockpit was generally open. Flight attendants went in and out all the time. It was also not rare for the captain to meander into the passenger area and chat with people. Kids were sometimes invited to visit the cockpit. The airlines encouraged this rapport between the crew and the customers.

Four box cutters!

On 9/11 nineteen men divided into four teams. Two teams went to Logan International Airport in Boston, and one each to Newark International and Dulles in Virginia. Each group intended to board a flight,and when it had reached cruising altitude, and take control of the passenger area and then the cockpit. The one member of each group who had some training as a pilot would then fly his plane to a designated targets and crash int it. The four events were designed to occur simultaneously or nearly so.

Fifteen of the men were Saudis, one was Egyptian, two were from the United Arab Emirates, and one was Lebanese. Four had some training as pilots. The others were simply there as “muscle” to keep the passengers and crew under control. The oldest was the Egyptian, Mohamed Atta, who was thirty-three. All the rest were in their twenties.

Two morning flights each were selected on American Airlines and United Airlines. Three of the attempts were successful. At that time the standard procedure in dealing with a hijacker was to accede to the demands. In this case the demands were simply for the crew to get out of the way and for the passengers to remain in their assigned seats.

The passengers on United Flight #93 revolted. What happened after that is unclear, but the plane crashed in Pennsylvania.

The event was merely a murderous stunt, not an attempted coup. Al-Qaeda claimed credit for the attack, and intelligence briefings had actually predicted something like what had occurred. Most of the 2,997 casualties were associated with the attacks on the Twin Towers of the World Trade Center.

My representative, Nancy Johnson, immediately declared that “9/11 changed everything.” Most people probably agreed with her, but to me the only thing that 9/11 changed was to remove the blinders concerning airport security. The other potential lesson, that U.S. foreign policy was bitterly hated by a large swath of the world’s population, was not learned. In fact, anyone who acknowledged it was reviled. Instead, the clarion call was “United we stand!” Criticism was not tolerated.

The Bush administration’s reaction was very strange in one way. The entire country’s airspace was essentially closed to commercial traffic for several days. That was probably prudent. However, during this period the government allowed the evacuation from the U.S. of 140 or more Saudi nationals despite confirmed intelligence that the vast majority of the of the perpetrators were Saudis. The funding also mostly came from other Saudis.

The attack was described by everyone as a terrorist act, which, of course, it was. Colin Powell said that we were “fighting a war against terrorists of global reach.” He therefore excluded Hamas, Hezbollah, and domestic terrorists. Almost immediately, however, the “of global reach” limitation was dropped, and anyone who in any way supported terrorism (except for the right-wing American version) was added to the list of enemies. Later the president the target as evil itself, as embodied in the “Axis of Evil’: Iraq, Iran, and North Korea. Bush even used the word “Crusade” to describe the new Bush Doctrine of boundless preemptive military actions. No word was more offensive to Muslims.

To his credit, W. stopped short of offering indulgences to everyone who fought in this war on terror.

The testosterone-laden approach was very popular. Support for the president jumped to an astounding 90 percent. Nobody asked me.

Paul Wolfowitz and the Neo-Cons demanded blood.

This is indisputable; None of these countries had in any way participated in the attacks. Iraq’s biggest crime was probably the $25,000 that Saddam Hussein had been paying families of Palestinian suicide bombers. There was something personal, too. Iraq had allegedly been behind an assassination attempt on W.’s father in Kuwait. Iran was allied with Hezbollah. The Israeli lobby and the Neo-Cons who advised Bush pressed for aggressive action against both.

Nobody in North Korea ever crossed any borders. Who knows what the justification was for including them in this unholy crusade? It has been reported that President Bush informed Bob Woodward that he loathed Kim Jong Il.

So, who was a terrorist? Terrorism is a tactic, not a country or organization. Terrorists didn’t wear uniforms or work on behalf of governments. Some didn’t work for anyone. Their common traits were strict secrecy and lack of access to advanced weapons.

So, how do you identify them before they commit a heinous act? The answer was simple: “Don’t worry. We know some of them3, and we have ways of finding the rest. Trust us.”

Noun: exaggerated pride or self-confidence.

Meanwhile, the first stage was to attack the Taliban, a band of religious fanatics who ran Afghanistan and gave refuge to Osama Bin Laden, the leader of Al-Qaeda. After a few weeks of heavy bombing the Taliban offered to hand Bin Laden over, but the Bush people were unwilling to negotiate. They expected a quick unconditional surrender, which, of course, never happened. If you look up “hubris” in the dictionary, you might see a picture of Donald Rumsfeld and Dick Cheney.

No more crusades, please.

In 2003 the U.S. attacked Iraq. The administration had made a comical attempt to gather allies for the vengeful invasion of the country that was the most secular of any in the Muslim world. An attempt was even made to convince the United Nations to back the attack.That was thwarted by Pope (Saint) John Paul II. My dad was very upset by the fact the country that he loved and for which he had fought in World War II, would commit such an act of naked and illegal aggression.5

I remember watching a video recording of Colin Powell’s presentation to the U.N. I had read a transcript and had been somewhat impressed. However, when I saw the video I realized that what I had assumed were photos presented in evidence were actually drawings. He was trying to sell an unprovoked invasion based on an artist’s conception of what the Iraqis might have been doing. These were just cartoons! Although many Americans swooned, the rest of the world was unimpressed.

Most of the American public bought all or at least most of the lies. I knew from reading Juan Coles’ blog, Informed Comment, that the case presented was full of holes.

The administration was not impeded by this snub. Condoleezza Rice and others appeared on radio and television programs to promulgate a new catchphrase. Even if Iraq did not currently harbor terrorists, it certainly had “weapons of mass destruction” and if the country ever did start welcoming terrorists, we did not “want the smoking gun to be a mushroom cloud.”

In point of fact, no one (except perhaps Cheney in his yellowcake fantasy) thought that Iraq had nuclear weapons. Some people just assumed that Saddam Hussein had been lying when he declared that his government had destroyed all of Iraq’s chemical weapons. The WMD justification was totally bogus.

No one except Harry Shearer seemed to notice that the one Islamic country that definitely possessed weapons of mass destruction and definitely had harbored terrorists, Pakistan, was never mentioned in this propaganda blitz.

There is no doubt whatever that the Republicans (joined by a few turncoats like my senator, Joe Lieberman) knew exactly what they were doing. Bush informed a stunned Tony Blair on September 14, 2001, that they planned to attack Iraq.

What really made me see red was the indefinite imprisonment of foreigners on the military base in Guantánamo Bay for the sole purpose of circumventing the American system of justice. Some were never even charged with a crime.

The interrogators even tortured civilians—some captured by very sketchy foreigners—to force them to provide evidence of Iraqi misdeeds. Even worse was the disgraceful use of “extraordinary rendition” to send captured individuals to countries with less rigorous legal systems in order to extract information from them—whether or not it was true. This was perhaps the most disgraceful period in U.S. history that I have witnessed. In my opinion all of the participants should have been tried for war crimes. I cannot imagine what their defense would have been.

Richard Reid’s shoes.

The reaction to 9/11 that affected my lifestyle the most was the creation of the Homeland Security Department and, especially, its Transportation Security Administration (TSA). Security at airports and on airplanes definitely needed improvement. Armed passengers needed to be prevented from boarding airplanes. If someone with a weapon somehow got aboard, they must be prevented from gaining access to the cockpit.

However, one does not use a double-barreled shotgun when threatened by a mosquito. The new security procedures were a grotesque overreaction. For example, solely because one incompetent idiot named Richard Reid once tried to light his sneakers on fire on an airplane, every adult was required to remove both shoes before boarding an airplane! The TSA transformed air travel from a boring expediency into an outrageously annoying exercise in frustration. I ended every trip in a very foul mood.

European countries had already implemented a much more reasonable and equally effective program. We should have sought counsel from them as to how they had successfully dealt with a very active terrorist group, the Red Brigades. The Bushies were too busy making and selling their plans to ask anyone for advice.

The most sensible moves that the administration undertook were to require the crew in the cockpit to stay there and to require the door to the cockpit to be locked. Thank goodness the government did not accede to the demands from some gung-ho pilots to carry sidearms.

The most frightening experience that I ever had in an airport or an airplane was in the Intercontinental Airport in Houston shortly after 9/11. Some genius had decided that it would be cool to have soldiers with automatic weapons in U.S. airports. I saw in the Houston airport a young guy in U.S. Army camos4 eating his supper alone at a restaurant. His M16 was leaning against the back of his chair.

The M16 was a weapon that I (and thousands of others) knew very well. I could consistently hit a human-sized target with one at distances up to three hundred meters. I could take one apart and reassemble it. Most importantly, I knew the location of the little lever that activated the fully automatic mode. As I watched the young man eat his burger, I suddenly realized that I was carrying a potential weapon—my laptop in its very sturdy metal case—with which I could easily disable this soldier, thereby enabling me to seize his rifle. I wondered how many other travelers there had similar thoughts.

Anyway, the U.S. forces quickly brushed aside the Iraqi troops. Our draft-dodging president got to land a jet on an aircraft carrier where a huge “MISSION ACCOMPLISHED” banner was displayed.

We tried to install a Hartford Native, Paul Bremer, as imperial governor. That did not go over too well. The fighting continued in whack-a-mole fashion at a reduced level. Then the situation deteriorated. We dropped a lot of bombs, and hired a lot of mercenaries. When things began to look really bad again our military presence in Iraq even “surged” just before the 2004 election in America. Some called it “the splurge” because a whole lot of money was spent assuring the support of local power brokers. This tactic was effective, but the loyalty only lasted as long as the payments kept coming.

After the first election, Iraqi men and women showed their purple fingers to cameramen.

The U.S. eventually imposed on the Iraqis an Italian-style parliamentary democracy. We may have expected the Iraqis to form parties that resembled liberals and conservatives, but, in fact, Saddam Hussein had probably been the most liberal leader in the Muslim world. He tolerated all religions, but the new parties were formed primarily along religious lines, and, guess what, the most popular party was the Shiite faction that was friendliest to Iran, a card-carrying member of the Axis of Evil. The main thing that all parties agreed upon was that all Americans and practitioners of non-Muslim religions—including the rather vibrant Christian communities—were not welcome in democratic Iraq.

Eventually, we did go, in a manner of speaking. But what a cost this adventure exacted—hundreds of thousands of lives lost, millions of lives of innocent Iraqis disrupted, trillions of dollars wasted, and a treasure trove of international good will squandered.

Then the Islamic State (or ISIS or ISIL) developed, and we allied with Iran, of all people. Then we had to fight them in Syria, too, and …

I don’t want to write any more about this. I am not an expert on the Middle East, but Juan Cole is.

I have been following Juan Cole’s blog, Informed Comment since it began in 2002. You can find it at juancole.com. Cole was (and still is in 2021) a professor in the history department at my Alma Mater, the University of Michigan. His writings presented an impartial and very well researched description of affairs in the Middle East and other countries dominated by Muslims. He had lived for a period in the area and he could read and understand Arabic and a few other languages used in that area.

I have read his blog every morning no matter where I was since he started posting it in 2002.

Professor Cole wrote a long article in 2006 for Foreign Policy magazine explaining the politics of the situation. Although he was pilloried by jingoistic Americans and Zionists at the time, he has proven right about nearly everything. The article was republished on his website on September 10, 2021. You can read it here.

1. In those years I spent considerable amounts of time in airports in all of the following states: Alabama, California, Colorado, Connecticut, DC, Florida, Georgia, Hawaii, Illinois, Iowa, Maine, Maryland, Massachusetts, Michigan, Minnesota, Mississippi, Missouri, New Jersey, Ohio, Oregon, Pennsylvania, Tennessee, Utah, Washington, and Wisconsin.

2. Nancy Johnson served in Congress for twenty-four years. She was defeated by twelve percentage points in 2006 by Democrat Chris Murphy despite outspending him by a large margin. Since then she has worked as a lobbyist.

3. To help identify the “bad guys”, a deck of cards was created. Saddam was the ace of spades. During this period rumors abounded about potential terrorists who looked like ordinary God-fearing law-abiding citizens. However, on notification by someone (George Soros?) they and the other members of their “sleeper cell” were ready to spring into action to attack a predetermined target.

Some patriots took the “better safe than sorry” approach. On September 15, 2001, Frank Roque murdered a Sikh man and fired on a Lebanese man and an Afghan family in Arizona.

4. My dad asserted at the time that it was the first unprovoked attack by the U.S. This was clearly false, but I never challenged it.

5. Don’t get me started on the current custom of military personnel wearing camouflaged fatigues for day-to-day activities in the U.S.

1993-2012 TSI: AdDept Air Travel Adventures

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Getting to the clients and returning. Continue reading →

I always took the route from our house in Enfield to the airport that Google claimed took 28 minutes. At 5:30 AM I could make it in less than 20.

My routine: I always flew from Bradley International Airport in Windsor Locks, CT, which was usually identified on the departure boards at airports as “Hartford-Springfield” or BDL. We were fortunate in that almost every major airline had a presence at Bradley. The last to arrive was Southwest, which began its service at Bradley in November 1999.

I usually took one of the first flights in the morning, often around 6:00. At first Sue drove me to the airport and picked me up, but this became tiresome for me. I soon elected instead to park at Executive Valet Parking, the only lot that was north of the airport. It was easier on both of us.

The people who worked the early morning shift at Executive came to know me pretty well. The driver was usually an extremely friendly and loquacious guy named Larry. His style was too much for me at that early hour. I mean, it wasn’t even 6:00 yet. I was never in the mood for chitchat. Vacationers probably appreciated his approach more than business travelers.

The lady at the desk knew me well enough that I did not even need to show my frequent-parker card when I checked in. She even knew what I drove.

On every trip I brought exactly one suitcase and one briefcase that was large enough to hold my laptop. For several years my suitcase was a large bright blue fabric one with wheels. It was large enough to hold my pillow. I always had a hard time getting to sleep after a stressful excessively caffeinated day dealing with problems or requests at the client’s office. Having a familiar pillow helped. The suitcase’s bright color also made it easy to spot on the luggage belt, and the design made it light. I only got rid of it when the zipper broke.

When I arrived at the terminal, I checked in at the ticket counter. In the nineties I flew enough that I could use the express lane at Delta or American. Later, of course, the airlines installed kiosks that made the check-in process much easier.

Security was a breeze before 9/11/2001 (described here). Even during the busiest times (early in the morning and around 6 PM), it seldom took more than a minute or two. Since the employees worked (directly or indirectly) for the airlines, they were always courteous and tried to make sure that passengers arrived at their gate expeditiously. After 9/11 it was a good idea to plan for an excruciating period of at least twenty minutes.

In the first few years of my flying days Bradley had two terminals. Terminal B housed American Airlines and a few small carriers that I never used. Later this terminal was demolished and Terminal A was greatly expanded with two long “concourses” that connected to the central area.

In the mornings I usually bought a sausage biscuit with egg sandwich at McDonald’s in the airport. I also purchased a large coffee even though the restaurant at the airport did not participate in the long-standing promotion of “$1 for any size coffee” available at most McD’s in those days. If I was in a hurry I brought the breakfast bag onto the plane.

If I had a lot of time, I would try to find a place to sit near an electric outlet. Most airports were not designed for the electronics age. In the nineties almost no one brought a computer onto an airplane, and cell phones were even rarer. Furthermore most of the devices in those days could not hold a charge for more than a couple of hours. Consequently, as the use of electronics grew, those few seats near electrical outlet were in great demand. I knew the location of most of the outlets at BDL.

An inviolate rule was to use a men’s room in the airport before every flight. The restrooms on airplanes were not pleasant, and waiting in line in the aisle when you had to go was very annoying.

I tried to reserve window seats. I liked to look out and try to identify cities. Of course, no one wanted a middle seat. When I sat on the aisle someone always seemed to hit my elbow. I usually tried to get on the port side. If no one sat in the middle I could stretch out my right leg under the middle seat in front of me.

I always brought my computer, my Bose headphones, my CD player, several magazines, and at least one book. Some flights showed old television shows on a screen; I never watched or got a headset. I played opera music on my CD or the computer while the plane was in flight. I also played music in my hotel room, while I was running, and especially during the periods between flights in noisy airports. On one of my last trips I had been listening to Mozart’s Così fan tutte when it was time to board the plane. I left under my seat in the waiting area the CD player that contained the opera’s third CD. I never got the player back or bought a replacement for the CD.

I almost never slept on the flights out to the client’s location, but I regularly dozed on the return flights even when someone occupied the middle seat. I found the most comfortable position in close quarters was to lean my head against the little pillow that was provided to my seat braced against the window or side of the plane.

I never put anything in the overhead compartments. My briefcase, which had all my electronics and other diversions, was under the seat in front of me. If the plane was crowded, it was sometimes difficult to extract the stuff that I wanted. If I had an overcoat or a jacket, I used it as a lap rug.

I usually took the stairs down to the Baggage Claim area.

Most of the time my return flights landed late, sometimes very later. I tried to get to the baggage area before most of the other passengers in order to occupy a position near the beginning of the belt. I knew which direction all the belts ran. No airline ever failed to deliver my luggage1 on a return trip. Nevertheless, by the time that my bag arrived—no matter how well the trip had gone—I was always angry at everyone and everything. For me air travel for business was inherently stressful.

There were a couple of banks of phones in the baggage area. Each parking lot and hotel had a direct line. I just picked up the phone and read the number on the ticket that I had been given when I checked in at Executive and told them which airline I had been on. Within a few minutes (usually) the shuttle bus would arrive. Executive would almost always have my car warmed up by the time that the bus reached the lot. Executive charged the credit card that I had on file there. The receipt would be on the seat of the car. My drives home were always uneventful.

I recognized quite a few celebrities while I was in airports or on airplanes going to or from AdDept clients. My spottings are documented here.

Weather and other close calls

In the winter I tried to avoid scheduling flights that required stops in Chicago, Detroit, or Minneapolis. Nevertheless, on quite a few occasions I ended up missing my connecting flight back to Hartford. Since my return trips were almost always in the evening, on most occasions there were no other flights that I could take. This was a nuisance, but after a while I came to appreciate that the inconvenience was just part of the aggravation inherent to traveling for business. The airline always found a seat for me on a flight in the morning and put me up at a nearby hotel for the night. I can only remember one bizarre exception. I have described it here.

Once, however, the disruptive weather had subsided in Chicago long before my United flight from Des Moines touched down at O’Hare. Earlier that day the winds in the Windy City had exceeded fifty miles-per-hour, and O’Hare had been closed for a short period. It was about 8:30 PM when my flight effected its landing there, and my next flight was not scheduled to leave until 10:00. So, even though United connections in O’Hare could require very long walks, I was not very worried about arriving at my gate in time to board my flight to Hartford.

Most of my horror stories involved United.

I did not account for what happened next. The plane usually taxied around for a few minutes and then pull into the designated gate. Not this time. The pilot parked it on the tarmac out of the way of the other planes. He then announced that there was no gate available for our flight. He did not explain why; he merely stated that he had been ordered to park where he did. Every few minutes he would make an announcement on the intercom, but fifty minutes elapsed before we finally reached the gate.

My recollection is that I ran from one of the B gates in Terminal 1 to an F gate in Terminal 2.

At that point there was almost no chance that my checked bag would be transported to my connecting flight. That failure had happened to me a few times. The airline just delivered it to my house later in the day. The big question was whether I could make it to the gate before the plane departed. I knew that it would not be easy as soon as I saw that my flight to Hartford was in a different terminal. On the other hand I was in the best shape of my life. Even carrying my quite heaby briefcase I rated that I had a pretty good chance.

I wasn’t as fast as O.J, but I was certainly not about to have a heart attack. They should have just let me board.

In fact, I did reach the gate ten minutes before the scheduled departure time. I was dismayed to see that the door was already closed. I went up to the desk with my ticket to demand that the two female agents let me on the plane. I was, of course, out of breath. One of the ladies told me to calm down. She warned me that I might have a heart attack.

“Don’t be ridiculous,” I assured them. “I am a runner. In a minute or two I won’t even be breathing hard.” This was true.

They refused to open the door. That was bad enough, but they then also refused to authorize me to stay overnight at United’s expense. They claimed that it was weather-related and therefore not the company’s fault.

I explained that my flight had landed on time, but it then parked out on the tarmac for almost an hour because United did not have enough gates. The bad weather had ceased long before this happened. The agents were intractable. I have seldom been so angry. I might have said something inappropriate.

They weren’t abandoned that night.

Fortunately for me, United had plenty of customer service desks in O’Hare, and they stayed open very late. I walked over to one and explained the situation to the clerk. He told me that he did not understand why the ladies would not give me vouchers for a hotel room and breakfast.

I understood the reason very well. They were planning to leave ten minutes early, and they were already packed up. Dealing with me might actually have required them to stay another ten or even fifteen minutes.

The customer service guy issued the vouchers without hesitation. I stayed at a hotel and arrived in Hartford the next morning on the same plane that had my luggage.

Tornado

I cannot remember even one occasion in which weather prevented me from arriving at a client’s office by the scheduled time. The one time that my plane faced really serious weather was when I was flying to Des Moines in the late afternoon. A serious tornado was approaching Des Moines from the southwest at about the same time that my plane was approaching from the east. The plane was forced to land in land in a much smaller airport in Cedar Rapids. Our aircraft and crew were going to spend the night in Cedar Rapids. The flight to Des Moines would resume in the morning. So, the luggage stayed on the plane. There were no flights available to Des Moines on the evening that we arrived.

“Go out the exit. Go south until you hit I-80. Then go west.”

I needed to be at the client’s2 offices at the start of business in the morning. I decided to rent a car and drive to Des Moines. I usually patronized Avis, but Avis had no office in the Cedar Rapids airport. So, I went to the Hertz counter and rented a car. The agent assured me that I could return it at the airport in Des Moines. He also gave me a map and indicated the route. This was Iowa. You can always get from one place to another with only a few turns.

I was not too worried about the tornado. Airplanes cruise at about 30,000 feet. At that altitude a tornado is quite wide. The chances of it engulfing an airplane are good. I was driving at an altitude of five feet or less. The swath of a tornado when it touches down—and many never touch down—is usually not very wide. My chances in the car were much better than ours in the plane.

In fact, I encountered some wind and rain, but not enough to bother me or my vehicle much. I made it to my hotel not much later than I would have if the flight had continued in Des Moines. The problem was that I was wearing shorts, sneakers, and a Bob Dylan tee shirt. I had everything that I needed for work in my briefcase, but all my clothes were still on the airplane in Cedar Rapids.

In the morning I checked the phone book in my hotel room. I discovered a Walmart within a couple of miles of the hotel. I drove there at about 8:00 and purchased a pair of pants and a shirt. They were not exactly elegant, but they would pass for one day. The people would just need to put up with my inappropriate footwear.

The advertising director told me that it would have been fine to come in my tee shirt and shorts, but he was not familiar with the condition of that outfit.

Takeoff or bounce?

The only time that I felt a little frightened on a business trip involved a landing at National Airport in Washington, DC. I had heard that the runways at the airport were shorter3 than those at other major airports, and the pilots did seem to apply the brakes rather hard as soon as they touched the runway. On this one occasion, however, the US Airways pilot did not hit the brakes at all. The plane did not roll on the runway; it bounced. The pilot then immediately placed the aircraft in takeoff mode. The plane cleared the far end of the runway, rose steadily, circled back around, and eventually landed.

The pilot never explained what had happened, and the extra circuit only cost us a few minutes. Maybe we were coming in too “hot’; maybe something was on the runway. Who knows?

Food

Most of my flights occurred before 9/11. The longer flights offered meals in those days; on the shorter ones snacks were served. If the meal had more than one choice, my initial strategy was to take the one that sounded the most appetizing. After several disappointments I reversed course and chose the one that seemed less appetizing. That seemed to work better.

In the morning I ordered tomato juice with ice and black coffee. At other times I chose Diet Cokes (or Pepsi)—with the can if they would let me. I never ordered an alcoholic beverage in coach, but I usually had one Scotch on the rocks if I was in first class and on my way back to Hartford.

If the flight offered only snacks, my choices were—in order—potato chips, peanuts, and Biscoff cookies. I always passed on pretzels and anything that I had never heard of.

I substituted broccoli for the French fries.

I actually liked the food at restaurants at a few airports. I liked the babyback ribs at the Chili’s in Concourse F in Atlanta. The Usinger’s brats at the Milwaukee airport were outstanding. The Italian beef sandwiches in the American Airlines section of O’Hare were delicious. I frequented a Mexican cantina at DFW. The Taco Bell in the Baltimore airport sold beefy burritos for a while.

I found something tolerable at most of the other airports. Chicken wraps of some kind were usually reliable. I avoided fried foods and tried to eat some fruit. I usually enjoyed Chinese food, but I had bad luck with it at airports.

Puddle-jumpers

Most of my flights were at least an hour long, and I usually rode on full-sized jets. I did have a few memorable trips on smaller planes.

I flew on a small plane from Fort Meyers to Naples when I was asked to make a presentation to the Frederick Atkins Group. That flight was uneventful. I also once took the very short flight from Minneapolis to St. Cloud, MN. That flight hardly even seemed to get off of the ground. On subsequent trips to Herberger’s I rented a car in Minneapolis. The short flight was from LA to Fresno provided me with my first view of both LA smog and Bakersfield.

One short trip was momentous, not for me, but for my flying companion, Doug Pease. The Continental flight from Bradley to Newark was pretty choppy. I was gazing out the window the whole time, but out of the corner of my eye I saw Doug reach for the air sickness bag5. After we landed he nonchalantly threw the bag in a trash can. I asked him, “Don’t you want to keep that as a souvenir?”

Miscellaneous: For some strange reason on at least three occasions a woman with a young child waiting to board a flight approached me. Each woman asked if she could entrust the kid to me while she went to the ladies’ room (or maybe to the bar for a quick stiff one). Nothing happened.

On another occasion I sat next to a boy flying alone from Washington. I don’t remember the destination. The weather was terrible when we took off, and we bounced around quite a bit. It dd not seem to bother him at all. He had books and toys with him and was a perfect little gentleman the entire time. I had the impression that he had flown as much as I had.

Once on a trip from Bradley to, if I recall correctly, Chicago I sat in the very last row next to another computer programmer. We both ran small software companies. Although he worked on Macintoshes, and our clients used IBM mini-computers, we discovered that we had experienced similar frustrations in trying to get our businesses off the ground. We were lucky to find a niche market that lasted just long enough.I wonder how his turned out.

I could just imagine the agents at the ticket counter saying, “Oh, God, here’s another one. Put him in the back row with that other geek.”

My trip to Portland OR, on February 21, had several strange features. This is from my notes:

I drove to the airport Sunday evening and discovered that there was no place to park. I went to six parking lots. They were all full. I ended up parking in short-term parking. It costs $20 per day. Although this is outrageous, it will hardly make a dent in the cost of this trip. My plane from Hartford was totally full (most of the passengers appeared to be high school-aged). I assumed that at least some people would miss the plane because they couldn’t find a place to park, but I was wrong. From now on I guess I have to call Executive Valet Parking before I leave. If they don’t have any room, I will just leave my car at 7B and call a cab. It’s bound to be less than $140.

I wonder where all the people parked. Bradley has closed off half of the short-term parking and all of the B lot.

By contrast, the plane to Portland had only about forty or fifty people on it. …

This is a first. The crew on the flight from Cincinnati to Portland also was on the flight from Hartford to Cincinnati. Different plane; different gate; same people.

To get from the airport to the parking lot after a trip I had to call Executive. Someone ordinarily answered on the first ring. One night no one answered the phone. I hung up, waited a few minutes, and called again. The third time that I called it rang ten or fifteen times before a breathless woman answered. She took my information and said that she would be there as soon as she could. About thirty minutes later the bus arrived, and she was driving. She explained that three or four people ordinarily worked the night shift, but the others did not show up that evening. So, she had to answer the phone, go out in the lot to find the cars, drive them to the office area, and then drive the bus to the airport to pick up the customers at three different locations.

Four or five of us were on the bus at the same time. No one gave her any grief. Nothing similar ever happened again. I stuck with Executive, but I imagine that the company lost a few customers that evening.

If I could arrange it, I would work in a visit to my parents on the way to a client. This was often feasible for trips to Texas or California. Direct flights to DFW, Houston, and LA were available from Kansas City’s airport.

Yes, my signature on the back might have been more legible 25 years ago, but …

I arrived at the ticket counter at Bradley for one of those KC trips, and, to my dismay, I could not find my driver’s license. The agent would not give me my ticket without proof that I was the person who had purchased it. They would not accept my many credit cards as proof of identity. In the end they accepted my library card from the Enfield Public Library. They said that it would suffice because it was issued by a government organization. Yes, but it did not have my name on it anywhere! Isn’t the purpose of a piece of identification to show that the name on the card matches the name on the ticket?

Needless to say, I did not object. However, I knew that this acceptance only deferred my day of reckoning for a couple of days. I would certainly need to produce real ID to fly from KC to LA.

Delaying worrying about the problem was a good approach. My driver’s license was actually resting comfortably in my shirt pocket the entire time. I had placed it there that very morning so that I would not need to dig through my wallet to find my license. This was a good example of being “too clever by half.”

Luggage

A different trip that included a stop in Kansas City resulted in the most frantic half hour that I ever spent in an airport. My final destination was Des Moines. Because there were no direct flights to Des Moines from KC, I decided to rent a car in KC and drive to Des Moines. I would arrive sooner than if I flew, and I could set my own schedule. I must have played golf with my dad on that trip. I remember that I had brought my golf clubs with me.

At the end of the training/support/research session in Des Moines I flew back to Hartford on TWA. This meant that I had to stop in St. Louis. By coincidence the flight to St. Louis continued on to Hartford. This was a rare occurrence. I almost always needed to change planes when we reached the hub airport.4

At some point after I boarded the flight to St. Louis I noticed an anomaly on the baggage check that had been stapled to the envelope holding my ticket. Although the destination on the ticket was Hartford, the bags were designated for St. Louis. I pressed the call button for the flight attendant. When she arrived I explained the problem. She conferred with other crew members and then advised me to go to baggage claim in St. Louis (leaving my briefcase on the plan), retrieve my checked luggage, bring them up to the ticket counter, check the bags again, go through security again, walk to the gate, and reboard the plane.

I guess that there was no way to tell them not to unload my luggage.

I did all that, but it was exhausting. I had to drag my suitcase and my golf clubs up the stairs to the ticket counter. Fortunately, I found a short line there, and the trip back through security was not much of an issue before 9/11. I made it to the gate with perhaps five minutes to spare, but I was completely spent. The rest of the trip was blessedly uneventful.

On quite a few flights a crew member attempted to say something humorous over the airplane’s intercom. I only remember one who was really able to pull it off. The flight was on United from Bradley to Chicago. My recollection is that it was in the evening. The head flight attendant was absolutely hilarious. Almost all of the people in the cabin—who usually pay little attention to announcements—were in stitches. I only remember one line. It occurred when she was advising us to fasten our seat belts to prepare for the landing. She began with, “The captain reports that he has found an airport…”

1. On one flight to Pittsburgh, at the time a hub for US Airways. I could not find my big blue bag on the conveyor belt. I went to the agent. She found it for me. She said that it was the only piece of luggage on my flight that was not directed to another flight.

2. The client was Younkers, a chain of department stores based in downtown Des Moines. Much more about the AdDept installation at Younkers is posted here.

3. In fact, the longest runway at National Airport was less than half the length of the runways at the other major airport in the Washington area. It was also much shorter than the runways at Bradley.

4. I can remember only one other time that my flight continued to my final destination after a stop at a hub. It was a Continental flight from Bradley through Cleveland to Houston. I was the only passenger who stayed on the plane, but the crew for the second leg was the same. This was in the days that the airlines served food. The flight attendant apologized to me because the meal on the second leg was the same as she had served me on the flight from Hartford. I ate both meals. I have almost never turned down free food.

5. While I was working at TSI I never got sick on an airplane. However, on our vacation in Tanzania in 2015 I had an absolutely awful experience on the first leg of our journey from Serengeti to Katavi. The tale of woe is told here.

1994-1995 TSI: AdDept Client: Michaels Stores

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This one was pure profit. Continue reading →

In retrospect it is difficult to choose among TSI’s AdDept clients. I enjoyed working with the people at most of them. If I were forced to pick the one that I liked the best, several would contend. However, if the question were changed to “Which of the AdDept accounts was the most profitable?”, the answer is clear. It was Michaels Stores, the national chain of stores selling arts and crafts. What a strange tale!

This is the old logo.

Our first contact with Michaels was a telephone call from the IT Director in, I am pretty sure, 1994. I don’t recall his name. He told me that the people in the advertising department had contacted him about automating the department’s functions. He had in turn asked IBM whether there was a third-party software product for retail advertising departments. Someone at IBM provided TSI’s phone number.

Since I had never even heard of Michaels,1 I had to ask him a few questions. He told me that they were a retailer that specialized in arts and crafts. Their headquarters was in Irving, TX, not too far from DFW Airport. They had no stores in New England yet, but they were almost everywhere else.

The sign at 8000 Bent Branch Drive.

The best news was that Michaels was an AS/400 shop. That meant that there would probably be little or no expense for hardware. It was a lot easier to justify the cost of the AdDept system without additional hardware costs.

The IT director was very impressed with our client list. Foley’s, Neiman Marcus, and even Macy’s were very familiar names in Texas. I felt compelled to tell him that our programs were written in BASIC. He was surprised at this, but not put off. He had actually taught a course in BASIC for the System/36. I told him that the AS/400 version was much more powerful. He invited me down to give a demonstration to the people from advertising.

I told him that I would like to talk with them before the demo. He gave me the name and phone number of the lady who was the assistant to the vice president of advertising. I don’t remember her name either. In my conversation with her I learned that the department had no system at all; everything was done by hand. There were only ten or fifteen people in the department. There was little or no internal structure. The VP had been there for many years, and everyone in the department loved him.

I flew down to DFW, rented a car, and made the short drive to Michaels’ headquarters. I set up the demo data and the AdDept programs on their AS/400. It was not necessary to install BASIC because the compiled versions of the program did not need it. As I suspected, the whole AdDept system was like a fly on their elephant. No expansion would be necessary unless it was for connectivity.

Google street view of Michaels’ headquarters.

The demo seemed to go pretty well. After I returned to Connecticut, I wrote up a proposal. If we included any custom code, I don’t remember it. It definitely was not much by the standards that we were accustomed to.

They accepted our quote immediately and sent TSI the deposit check. Shortly thereafter, I flew back to Irving and installed the system. I then spent an additional day or so showing the employees how to use the AS/400’s—I had booklets to help with this. I also outlined what needed to be done to set up the tables and enter their ads.

I spent time working with nearly all the employees of the department. I cannot say that I was impressed with any of them except for the lady that I spoke with on the phone. I had to do quite a bit of hand-holding, but we reached the point at which they were ready to put in the basic tables so that they could subsequently build their advertising schedules. We also set a tentative date for the second training session.

Bill Dandy.

The atmosphere in the department during this visit was much different from what I experienced before. In the short period of time that had elapsed since my demo the VP of advertising had “retired” and had been replaced with a much younger guy named Bill Dandy2, who lived in Glastonbury, CT, a suburb of Hartford. He had been working at Ames, a chain of discount department stores in Rocky Hill, CT, as, if I remember correctly, advertising director. I knew that Ames had just come through a very rocky period after its disastrous acquisition of and merger with Zayres,

Bill had not yet moved to Texas, but he was there in the advertising department at the same time that I was. We were introduced. He was cordial. He was surprised to learn that I was from Connecticut.

Before I left Michaels I had a short meeting with the IT director. He told me that he was really upset that they had brought in a new VP of advertising just as they were putting in a new system. He was worried that they might never get the system working because Bill Dandy might tell them not to use it.

As it happened, Bill Dandy was on the same American Airlines flight back to Connecticut that I was. I took a few minutes to speak with him even though he was in first class, and I was in steerage. This was well before 9/11; airplanes were much friendlier places back then. He remarked that the people at Michaels “had no idea how to run an advertising department.” I replied that I had noticed that. I emphasized that, on the other hand, I definitely knew how to organize the work, and the employees will learn as they learn the system.

That’s not what happened. The day after I landed back at Bradley I sent the invoice for delivery of the system to the IT director, and he paid it. The lady with whom I had dealt soon quit the advertising department. Bill Dandy brought in one of his employees from Ames, who had developed a set of spreadsheets there.

I never made another trip to Michaels. No one in the advertising department ever called for support, and so I assume that they did not use AdDept. That was OK with me. At the time TSI did not need another reference account in Texas3, and we had a lot of bigger fish to fry.

The Enfield store.

1. There has been a Michaels Store in Enfield for several years now. I bought something there once, but I don’t remember what it was.

2. Years later I crossed paths with Bill Dandy at Dick’s Sporting Goods. He had had several jobs in between, and he has had several more since his stint at Dick’s. His LinkedIn page can be found here.

3. In fact, however, the AdDept system later was installed at Radio Shack, Computer City, Color Tile, and Stage Stores. Stage actually had two a separate installation for its Peebles Stores.

1996-2006 TSI: AdDept Clients: May Company

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As soon as the AdDept system at Macy’s in New York (described here) was running reasonably well, the May Department Stores Company became the most attractive marketing target for the system. The largest advertiser (at least in newspapers) in central … Continue reading →

The G. Fox & Co. store in downtown Hartford.

As soon as the AdDept system at Macy’s in New York (described here) was running reasonably well, the May Department Stores Company became the most attractive marketing target for the system. The largest advertiser (at least in newspapers) in central Connecticut was—by far—G. Fox, a traditional department store similar to Macy’s that was based in Hartford. They even had a store that was within walking distance of our new house in Enfield.1 I was well aware that G.Fox was part of the May Company and that the May Company was largely responsible for the development of the mall.

I had purchased a book from somewhere that contained marketing information on large retailers. In it I learned that the May Company, which had been in business since 1877, operated the following divisions in 1989:

  • G. Fox & Co. based in Hartford.
  • The Hecht Company with headquarters in Arlington, VA.
  • Filene’s, a former Federated division based in Boston.
  • Foley’s, a former Federated division based in Houston.
  • Kaufmann’s in Pittsburgh.
  • Famous-Barr in St. Louis
  • J. W. Robinson Co. in Los Angeles.
  • May California in Los Angeles.
  • May D&F in Denver.
  • May Ohio in Cleveland.
  • Lord & Taylor in New York.
  • Meier & Frank in Portland, OR.
  • Venture, a chain of discount stores based in O’Fallon, MO.
  • Payless, a chain of shoe stores based in Miami.

That’s fourteen independently run divisions that were, except for maybe the last one or two, good prospects for the AdDept system. I figured that if we could persuade the parent company to commit to using AdDept in all of its divisions, TSI would be set for life. Maybe they would even buy us! That was the way that small software companies thought (and dreamed) in the late eighties.

In fact, the May Company during that period was busy acquiring other department stores, and that attitude put a lot of stress on the advertising departments of the divisions that acquired the new stores. There is no doubt that the May Company’s acquisition of thirteen Thalhimer’s stores in 1992 was the impetus for Hecht’s to purchase the AdDept system that year.2 Hecht’s advertising department had been using a PC-based system for producing corporate reports. It was completely incapable of handling the extra load. Similarly, when May D&F was folded into Foley’s in 1993, the Houston division suddenly was facing a greatly increased workload. That caused them to call TSI for help, and we installed an AdDept system for them.3 Capacity was never an issue for AdDept; we always proposed hardware near the lowest end of the available AS/400 models. If a client outgrew its hardware, it could migrate to a more powerful model.

Filene’s store in Boston.

In 1993 G. Fox was absorbed by the Filene’s division. Having a pretty good idea of the problems that this would cause for the advertising department of Filene’s, we tried to interest them in using AdDept. However, for reasons that I have never completely understood, we were unable to get our foot in that door for many years. Filene’s advertising department never took advantage of a significant portion of the system productively enough that we were able to use them as a reference.4

Instead, our third May Company installation was at Lord & Taylor5, where I learned that L&T did not play by the same rules as the other divisions. In some ways that caused headaches; in other ways it was delightful.

Doug Pease: In 1993 Sue and I hired Doug Pease to handle our marketing. One of the primary reasons that we selected him was because he had formerly worked in G. Fox’s advertising department in Hartford. He was looking for a job because the G. Fox stores had been converted to the Filene’s logo, and the advertising for those stores was planned and purchased from the office in Boston. Doug was quite familiar with the work flow of an advertising department that was similar to the ones that TSI was targeting, and he also had some contacts in the industry. Our hope was that he could grab the brass ring of the May Company for us while I was busy trying to get the systems for the three divisions—and a few other retailers—that we had sold up and running.

This was a very important time for TSI. My image of those days resembles a hockey stick. Until that time TSI had experienced rather flat earnings. We were basically just getting by. By contrast, in the last seven years of the twentieth century we had as much work as we could handle, and our financial statements were much better.

Unfortunately, I have almost no notes for that entire period. I talked with Doug on a regular basis, but my focus was on the current installations. I depended on him to establish a relationship with prospective customers. As soon as we hired him we did a mailing to prospective customers, and Doug took to the phones. He talked with several people at the May Company.

The main liaison person between the May Company and the advertising departments of its divisions was named Fred Christen. I never heard anyone say a bad word about him. He had, of course, heard about our work at our three installations, and he seemed to be impressed.

I am pretty sure that we had another “guardian angel” at the corporate headquarters. I often seemed to be at an advertising department at a division at the same time as a corporate auditor whose first name was Linus. His job was to assess the way that divisions were reporting their advertising expenses and income from co-op programs for their vendors. He seemed to be impressed with the way that AdDept handled these things.

May D&F store in Denver.

Fred Christen left the May Company shortly after Doug arrived at TSI. I heard that Fred left to manage his family’s business. Doug established a relationship with Fred’s successor, Dennis Wallace. I am pretty sure that Doug made at least one trip to St. Louis, but I don’t remember the details. At any rate, at some point the May Company decided that AdDept should be installed in all of the department store divisions. At that point Robinsons and May California had merged, May D&F had been folded into Foley’s, Kaufmann’s had taken over the May Ohio stores6, and the May Company had divested the Venture stores. So, we learned about five new clients in one swell foop: Famous-Barr7, Filene’s, Meier & Frank, Robinsons-May, and Kaufmann’s.

In retrospect I find it rather incredible that I have so little recollection of the details of how or when this decision came about. It was definitely a momentous occasion for TSI, but I remember no fanfare or celebration at all. I don’t think that the deal was finalized until 1996 or 1997. In the interim I installed quite a few AdDept systems at other retailers.

Employees at the May Company treated us fairly from day one right up until the time that the company was purchased by Federated in 2006. Most of TSI’s dealings with the May Company were at the division level. The following is a summary of my notes of our dealings with the corporate entity after all of the systems had been installed.

Notes: The first note that I have is dated October 18, 1999. It makes reference to a “sales tax fiasco”. I think that this must be about whether it was necessary to charge sales tax on our software and services. Because all of our AdDept clients were in other states, we were generally able to avoid doing so. However, there is an Excel file with a similar date that lists three invoices for Robinsons-May, which was in California, and three for Filene’s, which was in Massachusetts. Massachusetts and Connecticut had an agreement by which each collected taxes for the other. So, we definitely needed to charge Filene’s tax.

We also had a problem with California. TSI’s second accountant, whose name I do not remember, was hired in the early days of the AdDept system. She advised us to register with every state in which we had clients. This was poor advice, and we changed accountants shortly after that. However, there is no way to take back a company’s registration.

I vaguely remember an issue from several years earlier that involved an arrangement that my partner (and later wife) Sue Comparetto had made with Gottschalks, another store in California. In this case, the invoices were probably sent to St. Louis and paid by the May Company. We had never registered in Missouri, and we never paid sales tax there.

On January 2 of 2000 I wrote the following email to my other partner, Denise Bessette:

I think that we need to get something established as soon as possible with the May Co. to get compensated for your time and mine. Do you have any suggestions? I also think that it might be time for one or both of us of us to go to St. Louis and talk turkey with them. I am serious about this. I really am tired of not knowing where we stand.

I found a six-page document dated February 7, 2001. It concerned the specs for a Planning System Interface. Evidently they had an application called WD that they wanted to feed. They provided me with a document describing the system that had at least sixty-seven pages. Evidently we had been talking about this for at least two years. The document lists my questions and their incredibly vague responses. No one could conceivably quote an interface based on the responses that we received. I only vaguely remember this whole process. “WD” sounds familiar, but I am pretty certain that we never quoted it, much less coded it.

Denise and I went to visit the May Company together, but I think that it was in 2002. I went to St. Louis in 2001 to install AdDept for use by Filene’s on an AS/400 in the Midwest Data Center. I stayed in the Adam’s Mark Hotel. I did not like where they told me to stay. This is what I wrote to Denise.

My hotel room in St. Louis is absurd. It is a huge suite. I located a microwave and refrigerator inside what looked like a chest of some kind. For some reason it is much easier to find these two features in places where it is impossible to buy food (because I am downtown). The bathroom is right by the door, about a quarter mile from the bed. There are two TV sets, but no Jacuzzi, at least not in the room. The thermostat is out of whack. You have to set it to nearly 80 to keep the room from being frigid. I fear that they may not offer free breakfast here. They did not mention anything when I checked in.

It is supposed to rain all day here. There may even be thunderstorms. I was too lazy to run on Sunday. I will probably regret it today.

I hope that the May Co. has a comfortable nap room. I have become quite accustomed to the two-hour post-breakfast naps.

I think that the guy on the phone is Dennis Wallace. I don’t recognize the other two.

I remember that room and the rain much better than I remember what I did at the May Company. On subsequent visits I stayed at a nearby Hampton Inn. Incidentally, more than two decades later I still take lots of naps.

I found an agenda for a meeting with the May Company dated August of 2002. This must be the trip that Denise and I took together. Here it is:

  1. TSI
    1. People
    2. History
      1. Founded in 1979.
      2. Advertising in 1981
      3. Retail in 1988.
      4. First May division (Hecht’s) in 1991
    3. Custom programming
      1. Good at diagnosis.
      2. Incredibly efficient system of delivering custom code using BASIC.
      3. Two principles:
        1. There should be one version of the truth;
        2. Everyone should be able to take advantage of work done by others.
      4. People capable of completing difficult projects within parameters.
  2. AdDept
    1. Intent
      1. All administrative aspects.
      2. All media.
      3. Easily customizable.
      4. Require a minimum of local support — AS/400.
    2. Retail advertising is difficult.
      1. All the difficulties of retail — stores, merchants, accounting, A/P, and co-op
      2. All the difficulties of advertising
        1. Multiple media, each with almost completely different structure
        2. Media scheduling, production scheduling, estimating, loan room, etc.
    3. System design
      1. Scheduling:
        1. Every media represented in the ad file.
        2. Open on-line database works best when each person updates the system with information as soon as it is available.
        3. One main program, many well-normalized files.
        4. History of significant changes:
          • Production.
          • Financial.
      2. Financial:
        1. One main set of files (header and detail).
        2. Many front ends with supporting detail files.
        3. Two months, three amounts.
        4. Interfaces
      3. Cost accounting (data warehouse)
        1. Detail at the department level using May Company rules.
        2. Can also be used for other purposes:
          • Planning
          • Store-level analysis
      4. Add-ons
        1. Productivity
        2. Competitors
        3. Loan room inventory and transactions
        4. Photo studio
  3. May future plans
    1. Filene’s
    2. Uniformity
    3. Best practices
  4. Technology
    1. Explain CFINT
    2. Explain performance of 5250 v. browser-based
    3. Why “web-facing” doesn’t help
    4. Explain V5
      1. BASIC compiler.
        1. Should we convert to C?
        2. Should we convert to Net.Data?
        3. Should we convert to WAS/Java?
        4. Should we look to Wintel?
      2. Can’t save back very far.
      3. InfoPrint server allows output as .pdf files.
    5. Browser-based programming requires VPN or the equivalent for support.
  5. Other things
    1. AxN.
    2. Peggy Southworth labels.
  6. What else?

Some of this has fled my memory. I do remember that CFINT was a program that regulated performance. Prior to version 5 of the operating system the users could allocate priorities for jobs between “interactive” jobs (5250 sessions on terminals or PCs) and “batch” jobs (everything else, including jobs that relied on something between themselves and the operating system, such as a Java server). IBM wanted to show that the Java jobs had good performance. To do so it slowed down all jobs that were running as interactive. Nothing that IBM had previously done was as hated as this tactic.

I also remember the Peggy Southworth labels. Every division was required to create these labels for each print media job in a precisely specified format. We wrote a program for one of the divisions to do this for them.

The notes indicate that Denise and I met with Rob Cole and Mike Henry. I only vaguely remember them. I have a more vivid memory of Lew Allder, who was a Vice President in the IT department. He showed us around the machine room and assured us that the small size of our organization was not an issue with him or anyone else at the May Company. Everyone with whom we talked was very supportive of what we had done and what we were planning for the future.

Don’t take the bridge across the river.

I also remember one incident that occurred when we were driving either from or to Lambert, the St. Louis airport. I made a wrong turn, and we found ourselves on the bridge that goes across the river to East St. Louis, IL. I had no interest in taking a tour of that town. When there was a break in the traffic I jerked the rental car’s steering wheel to the left, made a clean U-turn and headed back to St. Louis. I think that this maneuver shocked Denise, at least a little.

I tried to find information on what became of the May Company employees mentioned in this entry. However, I was not able to find any information on the Internet about most of them. After a good bit of digging I found Dennis Wallace’s LinkedIn page, which is here. In 2022 he appeared to be working for a company in Houston that provides technical assistance to the hospitality industry.

1. All right, I never actually walked to G. Fox’s store in Enfield Square mall, but I could have.

2. The Hecht’s installation is described here.

3. The account of the installation for Foley’s is provided here.

4. The troubled AdDept installation at Filene’s has been documented here.

5. The Lord & Taylor installation is described here.

6. Doug and I made a strong pitch to Debra Edwards at May Ohio, but the division was eliminated before we could close the deal. That “whiff” is described here.

7. I think that Famous-Barr may have already committed to getting AdDept before Doug arrived on the scene, but their decision was probably made because of the May Company’s commitment to the project. The installation at Famous-Barr is described here.