2000-2001 TSI: Bringing AxN to Market Part 1

Designing our flag and running it up the pole to see if anyone salutes. Continue reading

By the spring of 2000 Denise Bessette and I had pretty well outlined the steps required to implement TSI’s new Internet product and agreed on the name AxN (pronounced “A cross N”). It was a clearinghouse for insertion orders (reservations for advertising space) sent from advertisers (A) to newspapers (N). It also managed communications from both sides and allowed the newspapers to confirm the orders online. The process that Denise and I employed, including the division of labor, was described here. Details of the system design are posted here.

I should note that neither Denise nor I have a background in marketing. Most of our discussions about this project took place during the period shortly after Doug Pease, or marketing person left TSI. We had not yet replaced him.

The first non-technical question that we faced was how to fund the project. We never really thought about setting aside a pot of money, borrowing from a financial institution, or seeking investors. Instead, all of the coding made use of tools that we already had or were available at minimal cost. We knew that the company would eventually need to spend some money on marketing, but we had no idea how to budget for it in advance.

A critically important aspect was deciding how we would bill for the service. The insertion orders always originated with AdDept programs on the AS/400s used by TSI’s clients. However, for various reasons no more than twenty of them regularly produced insertion orders inside AdDept. We were already charging those companies a monthly fee for TSI’s support of the AS/400’s faxing software. How much more could we charge them? Most of them knew the limitations of faxing, but removing them was not a high priorities for any of them.

In 2022 the Tribune Company owns the Courant. The building that I visited has been abandoned.

On the other hand, the companies that used AdDept ran ads in hundreds of newspapers, and for most of those papers the department stores were by far the biggest purchasers of advertising. It was not unheard of tor some of these companies to spend hundreds of thousands of dollars per month for ads in a single newspaper. In order to assess the situation better I scheduled appointments with executives at the two major papers that were within easy driving distance, the Hartford Courant and the Springfield Union News & Sunday Republican1.

I explained our proposed approach to an executive at each publication.The lady at the Courant was not very enthusiastic about the idea, but she did say that the paper would consider whatever the customers wanted. She emphasized that the newspapers were already paying third-party services in order to receive the ads electronically.

The guy at the Republican was more engaging. He showed me the process of how his employees laid out an issue of the paper. They did not start by placing the stories in a way that would make the paper more attractive at the newsstand. They began by figuring out where the ads from Filene’s2, the May Company’s department store chain that dominated New England, would run. He said that sometimes they did not receive the ads until minutes before press time—or even later. However, they always held the space for every ad that Filene’s had scheduled.

So, both Denise and I concluded that TSI should bill the newspapers for the service and to offer it to the advertisers as an alternative to faxing at the same price, thereby bringing their net costs to zero. The big questions were how much to bill the newspapers and how to frame it. It did not seem right to bill the large newspapers the same amount as the smaller ones. The pricing had to seem both moderate and equitable.

Denise came up with the idea of five or so tiered billing amounts, where the tiers were determined not by a paper’s circulation but by its published column-inch rate. These rates were available in a publication called Standard Rates and Data to which most advertising agencies in those days subscribed. I had seen the huge books lying around at our agency customers. I asked employees at Keiler Advertising if I could have an obsolete copy. They gladly located a fairly recent one and gave it to me. I discovered that the rates3 for newspaper advertising varied wildly. As I remember it, we decided to set the floor value for the top tier of AxN rates at $150. So, any paper that with a standard rate of $150 or more per column inch would be charged $150 per month. Other papers would be charged proportionately less

This proved to be a rather easy concept to explain to the newspaper. Because the advertiser and the newspaper both benefited, the costs would be split between them. The newspaper rates were proportional to the publicly recognized value of the ads in their paper. Our fee was roughly equal to the price of one column inch of advertising space. The size of a full-page ad in a broadsheet newspaper was over 120 column inches. TSI’s fee would be a pittance to newspapers, most of which were still thriving financially in the early twenty-first century. If we could present the system as reducing the number of misunderstandings, the cost for the newspaper could easily be justified if even one free make-good were eliminated every few years.


In 2001 I made two trips to locations of AdDept clients to assess the feasibility of AxN for both the advertisers and the newspapers. The first trip was in January of 2001 to Houston, a city with two large AdDept installations, Stage Stores4 and Foley’s5. I gave fairly detailed demonstrations to the buyers of newspaper space at both locations. I showed the system to Stage Stores first. Here are some of my notes from that trip.

The AxN presentation went pretty well. Becky (Newman), the production manager, made a point to tell me that she was very interested in it. They also gave me a lot of suggestions as to what they needed, especially in the inserts area.

After the demo Becky showed me the AdDirect6 website. It is in many ways similar to ours. They list all of their clients. The only retailers are M&F8, L&T9 (who doesn’t use them), Stage, and Office Depot. The coolest thing about the site is that you can determine which fields are displayed as columns (but not the order of the columns). You can also specify up to three sorting fields. Finally, you can specify a filter to limit the list. Stage would like all of these. They would be less useful to others.

Stage pays AdDirect $10,000 per month. They plan to negotiate the charge down.

… Fort Worth(less) Star Telegram invoice for $500K. Foley’s never indicated that they thought that the papers would be reluctant to pay a little for the IO service. They seemed to think that they would do whatever they told them to do.

Foley’s was under the mistaken impression that all of the other divisions were using AdDirect.

The second trip was to Pittsburgh. I demonstrated the system to the advertising department of Kaufmann’s9, the May Company’s division that was based there. I was able to show the newspaper buyers on their own PCs that very little would be different when they began to use the AxN code that had been added to the AdDept system with which they were familiar. It was really just a matter of flipping a switch for each paper. The system did the rest.

I then signed on to TSI’s AS/400 from one of their PC’s and showed them what orders would look like from their perspective. I showed them in the AxN Handbook for Newspaper Users (posted here) what the orders looked like when the rep signed on with the newspaper’s credentials. They were very impressed.

After explaining how we planned to bill the newspapers, I asked Mary Ann Brown how difficult she thought that it would be to get the newspapers to cooperate. She said, “They’ll do whatever we tell them to do.”

I had appointments the next day with Pittsburgh’s two newspapers, the Post-Gazette and the Tribune Review. At the Trib I met with an IT guy. He found what we were doing very interesting. He verified that all the reps had access to the Internet, and he was quite pleased that our approach did not require him to purchase equipment or reconfigure what he had. The lady who was Kaufmann’s rep at the Post was more stand-offish, but she verified Mary Ann Brown’s assessment of their willingness to cooperate.

My third appointment was at the Cleveland Plain Dealer. I rented a car and drove to Cleveland for an afternoon meeting with Kaufmann’s rep. I soon discovered that we had a common acquaintance. He had just returned from a trip to Albany. He had met there with Fran Lipari, the owner of Communication & Design10, the agency that handled the Key Bank account. The rep was polite, but he was not a bit enthusiastic about the prospect of paying TSI for handling insertion orders.

I rated my success level at the three newspapers as a win, a loss, and a tie. That was not a great result, but we were still in the ball game. We were just at the stage in which we were ready to roll the product out to the first advertiser when something remarkable happened.


In 2001 TSI received a telephone call from someone at Belk11, a department store chain that was (and still is) based in Charlotte, NC. In the next few months I made many trips to Charlotte to discuss with them the use of the AdDept system. Since Belk already owned several AS/400s, the time between their approval of the AdDept contract with the accompanying design document for proposed enhancements and the beginning of the installation period was much shorter than usual. I remember that at one of those early meetings I was explaining how the AS/400 could automatically fax the insertion orders to the newspapers. Someone asked if it was possible to use the Internet to send the orders.

Guinea pigs love to whistle. Be careful; if you pick one up by its tail, its eyes will fall out.

I swear that I did not plant this question, but if I had thought of it ahead of time, I probably would have. I informed them that TSI had indeed developed just such a product, and we were about to roll it out to our existing customers. After I explained how it worked, Belk eagerly agreed to act as TSI’s guinea pig (sorry; I meant to type “Beta Site”) for AxN. This was such an ideal situation that I could scarcely believe it.


How TSI persuaded nearly all of the users of AdDept and hundreds of newspapers to sign up for AxN is explained in Part 2, which is posted here.


1. The name of the paper was changed to Springfield Republican in 2001.

2. Filene’s used AdDept for accounting functions, but only because the May Company insisted. I was never able to persuade the newspaper manager to abandon the elaborate set of spreadsheets that he had developed even though it did not produce insertion orders. The painful story of my attempts to get them to use more of the system have been chronicled here.

3. Most department stores negotiated much lower rates than the published ones. They often had complicated agreements about volume discounts.

4. The “standard rate” was the “open” rate for a black & white ROP ad in a daily edition. It did not include any discounts or premiums. I located a web page that actually included a page in one of the 2005 editions of Standard Rates and Data. It showed the complete rate card for the St. Petersburg Times, which happened to subscribe to AxN. It is on p.3 of the pdf posted here. SRDS, the company that published the physical book, now allows subscribing advertisers and agencies to view the rates on the Internet.

Becky Newman’s LinkedIn photo.

5. TSI’s long relationship with Stage Stores is recounted here. I do not have vivid memories of Becky Newman. Her LinkedIn page is here.

6. Foley’s was one of the earliest users of AdDept. The details have been posted here.

7. I have only a vague recollection of AdDirect. Apparently it was a way of entering ads for insertion orders online one at a time. The orders could be sent to the newspapers. This might be a reasonable approach for an ad agency, but retailers ran the same ad in many markets. Entering these one at a time would be unduly burdensome. If the $10,000 figure is correct, then the AdDept-AxN combination saved Stage a heck of a lot of money over the years.

8. M&F is Meier & Frank, the smallest department store division of the May Company. It was based in Portland, OR. Details of the AdDept installation at M&F have been posted here.

9. L&T refers to Lord & Taylor, the May Company division based in New York. The relationship between L&T and TSI is described here.

10. Much more has been posted about the AdDept installation at Kaufmann’s here.

11. Communication & Design (always “&”, never “and”) was one of the first ad agencies to purchase the GrandAd system. My adventures in installing and supporting that system are described here.

12. The details of TSI’s long and productive relationship with Belk are posted here.

2000 January TSI: Mike and Denise at PartnerWorld in San Diego

Fun and frustration. Continue reading

In the late nineties Denise and I had decided that we needed to investigate ways for TSI (or at least the two of us) to develop a new product or service and to modernize, if possible, our work on the AS/400. In late 1999 we learned about PartnerWorld, a convention for IBM’s business partners that was scheduled to be held in San Diego in late January of 2000. We decided to attend. Our objectives were two-fold: 1) to hear about IBM’s approach to the Internet; and 2) to meet other vendors with whom we might team up. I also bought two tickets for the San Diego Opera’s performance of Verdi’s Il Trovatore on Tuesday, January 25. We decided to spend the last day at the zoo.

This must be in SD. Everyone in New England wears a coat in January.

On Sunday, January 23, Denise’s husband Ray drove her to Bradley International. I met them there and took a photo or two. Since we gained three hours en route we probably landed in San Diego in the afternoon. The airport was surprisingly close to Seaworld, Coronado Island, and downtown. I was accustomed to fairly long drives from airports to downtown locations. We boarded our rental car at Avis. The weather was fantastic throughout our stay.

Click to enlarge.

I had booked rooms for us at the Best Western Inn by the sea in La Jolla, which was about a twenty-minute drive from the airport and the conference center. This was an excellent choice. It was a nice hotel that was reasonably priced and within walking distance of La Jolla cove. I seem to remember that Denise and I walked down to the beach as soon as we had gotten settled. There we saw both a beautiful stretch of sand and a large group of seals or maybe sea lions. Both species liked to hang around in the vicinity.

I found no notes about this trip. I found about ten photos that I took with disposable cameras. I must have had two and switched halfway through the trip; there are two different sizes of photos.

I bought a copy of Frommer’s guide to San Diego. I know that I used it to find the hotel because there was a business card marking the page for it. It said the prices were “moderate”, and they included a continental breakfast and free parking. A map was evidently torn out of the back of the book.

The business card was from Yvonne Carl, whose job was “Customer Advocate” at The 400 Group in Dedham, MA. By the time that I wrote this entry in 2023 I had no recollection of her or the group. When I tried its website, I was treated to a large and graphic ad for a combination flashlight and male sex toy.


The conference: On Monday we drove to the gigantic conference center and parked in the basement. When we registered we each received a faux leather black duffel bag, some printed materials, and an orange PartnerWorld tee shirt. Mine, for some reason had “Morpher” on the back. Denise’s had something equally meaningless.

The first event was the “kickoff” in a very large auditorium. I don’t know how many people were there, but the total attendance at the conference was about 4,000. Lou Gerstner, IBM’s celebrated Chairman, did not attend, but he sent a video. His message was that IBM was now all about e-business, by which he seemed to mean using the Internet directly or indirectly for commerce. IBM wanted everyone to use its servers and, more importantly, services. Another big emphasis was on the object-oriented programming called Java1 and JavaBeans2, both of which were developed by Sun Microsystems and licensed to everyone at no charge.

Sam Palmisano,

I remember two speakers. A lady who was in charge of marketing claimed that IBM “owned” the term e-business3. This was in reference to an advertising campaign that had associated IBM with the term. The other was Sam Palmisano, the number two guy at IBM, who must have thought that he was addressing the IBM sales force. He was very upset at EMC and Sun Microsystems, who were evidently using former IBM employees—of whom there were a large number—to undercut IBM on some accounts. He used the phrase “kick butts”, which seemed totally out of place for a gathering of people who had worked with IBM for years.

Denise and I usually split up to attend other presentations. In the only one that I remember a panelist said that in hiring you should always get the best person available. This was undoubtedly good advice, but I had learned that it was also crucial to find a way to keep them no matter what happened to your business.

AS/400 sign-on screen.

We also visited some exhibits that were sponsored by third parties. At the time we were on the lookout for ways to provide a GUI4 front end for AdDept that we could implement without a great deal of work. We did not find anything of interest.

One of our major objectives was to make contact with people from other companies with which we could partner for mutual benefit. We were disappointed in this endeavor. IBM was not interested in helping its partners find partners. It wanted its partners to tell their customers to buy IBM computers and services.


Sinbad.

Entertainment: I think that the comedian Sinbad performed on Monday evening. Denise and I attended. He began by telling the audience that he was a Mac guy. At the time Apple was not yet a major player in either servers or the Internet. Its computers were good for designers, but most people in business had little use for them. I was not very impressed with the rest of Sinbad’s routine either. I don’t think that he understood the nature of the audience.

On Tuesday evening we went to the San Diego Opera to see Il Trovatore. I remember being disappointed that the members of the orchestra did not take time to throw a baseball around during the overture. I also remember being very tired. In the last act I had to fight off drowsiness, and I was unable to prevent various Warner Bros. characters such as Sylvester and Bugs Bunny from appearing on the stage.

I remember that Denise and I were very impressed with the soprano who sang Leonora5. She rightly judged the arias to be beautiful. I also was surprised. I had listened to the opera several times and had never before been so impressed with these pieces.

On Wednesday Denise and I attended a party in the conference center. The music was supplied by what was left of the Beach Boys. Mike Love and Bruce Johnston were definitely there. Brian Wilson and Al Jardine were not. The other members of the band on the stage were much younger than Love and Johnston, who were both pushing sixty.

You won’t find any pictures of Mike Love without a hat. Bruce Johnston is on the left

There was nowhere to sit. Perhaps they expected people to dance, but this was a group of uber-geeks, predominantly male. Many may not have even heard of the Beach Boys. A few people may have danced, but I never would unless I had at least ten beers. I was at least nine short of that mark.

Two old guys singing about hot rods and surfing seemed weird in the twenty-first century. None of the magic of the performance that I witnessed at the concert at U-M (described here) remained.


Private experiences: I remember having two suppers with Denise. We went to a Mexican restaurant in Old Town one evening. I am pretty sure that we also went to a Chinese restaurant in La Jolla. I don’t remember where we ate lunches or breakfasts. Denise probably skipped some of these meals. When we ate together we almost exclusively discussed what we could do to enhance the business.

I don’t see any ear flaps. They must be seals.

We also spent some time walking up and down the beach and viewing the seals from a safe distance. The entire experience was at once exhilarating and disappointing. We were already starting to focus on using the Internet for insertion orders. We both had moderate confidence that we could make it work, and we were excited about the challenge. It was disheartening that we found nothing of value with regard to modernizing AS/400 applications.


The zoo: We spent the entire last day at the famous San Diego Zoo. We saw a very large number of animals, but the foliage used to establish the settings for the animals and the ambience of the zoo was nearly as stimulating.

I took dozens of photos with disposable cameras. This type of camera was totally inappropriate for a visit to the zoo. It had no ability to zoom or adjust the focus. They were not stored digitally. I had to take photos of the photos with my digital camera. That process lost some of the resolution. However, fuzzy memories are better than none.

The only fairly distinct memories that I have of the experience involved the panda exhibit. We began our visit there, and on that occasion we stood in line for a long time. When we finally got to the viewing area, the panda was very visible. We came back in the afternoon and got a better look.

We went to at least two shows. One of them involved birds that flew around but always returned to the trainer on command. The other featured a couple of big cats.

Here is a selection of the other photos in no particular order.


I don’t remember the trip back to Connecticut.


Epilogue: The result of TSI’s search for an Internet product was AxN. The story of that project begins here. In the spring of 2006 Sue Comparetto and I returned to San Diego for a short vacation. That trip is described here.


1. I had read ten books on Java, and I did all of the exercises in each. I could do what they asked, but I could see no way to do most of what I wanted to do. On the AS/400 (and presumably on other machines as well) a Java Virtual Machine needed to be installed and configured. IBM put all of this stuff under the rubric of Websphere. The implementation on the AS/400 had horrendous performance compared to programs in the native environment.

2. JavaBeans are classes that encapsulate one or more objects into one standardized object (the bean). This standardization allows the beans to be handled in a more generic fashion, allowing easier reuse of code.

3. I liked to tell our clients that TSI was working on an Internet-based system for convents and monasteries. We planned to call it “Monk E-Business”.

4. GUI stands for “graphical user interface”, which means using screens that take advantage of all of the properties of personal computers. AdDept’s screens were still text-based, which made them less attractive but not necessarily less functional for the tasks that they performed. GUI front ends took advantage of the mouse and displayed information using colors, images, and such things as check boxes, radio buttons, text boxes, and pull-down windows.

5. We were right to be impressed. I discovered twenty-three and a half years after the fact that Leonora was played by Sondra Radvanovsky. At the time she was an up-and-coming star. Within a decade so she was an international diva recognized both for her singing and her acting ability. She gave several legendary performances at the Metropolitan Opera.

1999 TSI: Transition to East Windsor

Moving to 7B. Continue reading

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

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

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

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

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

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

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

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

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


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

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

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

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


The door to 7B was on the far right.

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

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

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

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


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

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

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


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

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

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

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


La Notte had a huge parking lot.

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

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

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

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

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

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

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

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


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

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


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

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

1999 TSI: Mike Gets Certified

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

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

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

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

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

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

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

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

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

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


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

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

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

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

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


It doesn’t look familiar.

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

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

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

1991-1999 TSI: Addressing the Y2K Issue

The big fix. Continue reading

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

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

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

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

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

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

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

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

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


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

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

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

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

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

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

Large and dangerous.

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

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

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


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


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

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

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


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

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

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

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


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

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

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

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

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

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


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


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

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

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