The Elder-Beerman Stores Corporation owned and operated a chain of department stores based in Dayton, OH. That is, the flagship store was in downtown Dayton. However, the corporate offices were on El-Bee Road in nearby Moraine, OH.
In 1994 or 1995 Doug Pease, TSI’s marketing director, received a telephone call from Jack Mullen1, the Senior VP of the advertising department at Elder-Beerman. Jack had known Doug from the years in which they both worked in the advertising department at G. Fox, the Hartford-based department store chain that was owned by the May Co. We flew to Dayton (on Delta through the Cincinnati airport, which is actually in Kentucky). I don’t remember much about the department’s requirements or the demo except that everyone talked as if the purchase of the AdDept system were a done deal. I suspect that Jack must have already secured funding before inviting us.
Jack invited us to his house for supper. I remember a few things about the experience:
Jack had a weird handshake. He extended his forefinger to the inside of my wrist. I found this vaguely threatening. Is this a Masonic handshake? In the photo the guy on the left demonstrating the same grip is George W. Bush.
Jack and his family lived in a very nice house in the suburbs. We sat for a while on the patio in the back There was a brook or something in the back yard. It seemed to be an embodiment of the American dream. I am sure that Doug, who had a family of his own, felt the same way.
Dayton is about as far west as possible in the eastern time zone. It was still light after 9:00 in the evening.
I made several trips to E-B for training and exploration of further software development. On most occasions I flew to the Cincinnati airport, rented a car there, and drove north. I usually stayed at the Holiday Inn2 in Franklin, OH. The door in every room in this hotel opened onto a corridor that went all the way around a huge pool. I was never tempted to enter the pool, but for some reason this configuration appealed to me. Perhaps it was the persistent odor of the chlorine.
I usually arrived at the hotel rather late at night. In the morning I ate breakfast somewhere and then drove to Moraine. On the way I was startled to see a sign at the office of a company with the name Tailored Systems Incorporated3.
EB’s glamorous headquarters on El-Bee Road in Moraine.
In the preparatory phase of the installation I worked mostly with Debra Edwards4, E-B’s Advertising Director. Doug and I had met her in Cleveland when we were pitching an AdDept system for May Ohio. That division was abruptly folded into Kaufmann’s before TSI even made a proposal. A description of that event has been posted here.
Thereafter TSI’s primary contacts at E-B were with the business office manager, whose name I don’t remember, and Julie, the ROP manager who had the misfortune to attend the large state university in Columbus. Fortunately, all of this occurred during a stretch of dominance by the Wolverines in The Game.
We did not do a lot of custom programming for Elder-Beerman. I am sure that they had a few peculiarities, but the only two that I can remember were 1) the advertising calendar, which had separate columns for the days of the week, but Sunday had two columns, and Monday and Tuesday were crammed into one, and 2) the six-digit department numbers. AdDept’s system design provided for only three-digit. One thousand different departments was for some reason not enough for E-B. I came up with a workaround, but it would not have worked if they had wanted to enter measurements or use the productivity or cost accounting programs. They never did.
From October of 1995 to December of 1997 E-B was under Chapter 11 bankruptcy protection. Nevertheless, I don’t remember that TSI suffered much, if at all, from this situation. The regional department store model that had generated huge profits in the eighties and early nineties was clearly no longer reliable. For the most part the retailers that used AdDept seemed to adapt to this new reality better than the ones that didn’t.
Lori is on the right. I did not record the names of the other ladies, and I don’t remember them.
Lori Brunswick worked in the advertising business office when we started the installation. By 1999 she was the manager. In 2021 I found some notes that I had written about her management style: “Lori is an interesting case. She doesn’t even let me talk to any of the people that work for her.” Nevertheless, I found everyone at E-B rather easy to work with. We never had a crisis that I can recall.
I found another note from the same period that asked, “What ever happened to the project to convert Elder-Beerman’s debit memo system?” At a distance of over twenty years, I could not tell you what a “debit memo” was in the context of their operation. I certainly don’t remember whether they hired TSI to code a system to replace the one that they had.
For the next couple of years the hardest work that TSI did for E-B was opening the envelopes containing the checks for software maintenance. However, in 2003 E-B, a publicly owned corporation, was acquired by another TSI client, the Bon-Ton5 of York, PA. Almost all of the jobs at the EB headquarters were immediately eliminated. By 2018 all of the E-B stores had been closed and sold to liquidators.
A very thorough documentation of the entire history of Elder-Beerman is available at this website.
Jack Mullen
1. I dealt with Jack Mullen several times after he left E-B in 1999. His LinkedIn page is here.
2. This Holiday Inn has, I think, been converted into a Holiday Inn Express with two much smaller indoor pools.
3. This company still has a status of “active”, but its principal contact is a lawyer whose office is in Dayton.
The Bon-Ton was a chain of department stores based in York, PA. For nearly a century the company was owned and operated by the Grumbacher family. In fact, Tim Grumbacher only retired from the company’s Board of Directors in 2017. So, for 119 out of the company’s 120 years of existence members of the family were closely involved with the ownership and/or management of the company.
In the years that TSI was involved with B-T, it was expanding fairly rapidly. I am pretty sure that the original call to TSI inquiring about the AdDept system was received in 1996 or 1997 and came from Jo Harnish1, who was the Production and Finance Manager for the advertising department at B-T. This was an extremely unusual combination of responsibilities. Ordinarily the production manager and finance manager were separate people with markedly different skills.
Doug Pease, TSI’s Marketing Director, talked with her and arranged for the two of us to come to York to make a presentation. We were surprised when they suggested that the easiest way to get to York was to fly to BWI Airport, which is south of Baltimore, MD, rent a car, and drive north for more than an hour. That’s what we did. At the time US Airways offered several nonstop flights to BWI every day.
My recollection is that the entrance was in that little alcove to the right of the Burlington Coat factory. That entire area later was transformed into a Walmart Supercenter.
The address that we were given for B-T’s corporate headquarters was 2801 E. Market St. It turned out to be in the middle of a fairly large strip mall. The door through which we entered was next to a Burlington Coat Factory outlet. There was only a very small sign on the door that indicated that the corporate offices lay within. I frankly wondered what kind of operation we were getting involved with.
Jo Harnish.
I am sure that on that first trip we met with Jo and Tom Vranich2, the Senior VP of advertising. I already knew Tom. My recollection is that I had talked with him briefly at the Retail Advertising Conference3 that Tom Moran and I had attended in Chicago in the early nineties. At the time Tom V. was the Advertising Director at Hess’s, a chain of department stores based in Allentown, PA.
I remember few of the details of B-T’s requirements. I seem to recall that the paper in York still printed twice a day. I am pretty certain that none of the requirements seemed insuperably difficult to me.
I also don’t recall much about the installation itself or the support trips to the Bon-Ton offices in the subsequent years. What I mostly remember was the time in the rental car. The drive to and from BWI was not particularly difficult, but it was time consuming.
I think that the hotel in which I stayed was behind the strip mall in which the Bon-Ton office was located, but the route to get back and forth was circuitous. I probably stayed at the Hampton Inn that was (and still is in 2022) located in that vicinity. I don’t remember any restaurants that I frequented in York. I think that I generally got take-out and ate in the hotel room. On the other hand, I can visualize parts of the highway and the Market St. area rather clearly.
Bethann Matroni.
At some point Bethann Matroni4 became the head of the advertising business office and our primary contact. The only notes that I could locate indicated that in 2001 she requested that we add a third rate for ROP (display ads for newspapers). The two rates that were already on AdDept’s media schedule file and the rate table represented the actual rate charged by the paper and a marked-up rate that was shown to the merchandise departments and, for co-op advertising, the vendors. The former was often called “net” and the latter “gross”, but because those terms were also used to mean something else, we just called them rate 1 and rate 2. I don’t recall that we ever added a rate 3 to these files.
At about the same time I talked with someone named Tina Hagarman, maintained the schedule for newspaper advertising and ordered the ads. According to my notes, she had just returned from maternity leave. I think that I was in York to explain to her how AxN5, TSI’s system for management of insertion orders over the Internet, worked. The Bon-Ton was one of the first users of that system. I also promised to send Tina a copy of the booklet that I had made about inserts, the preprinted flyers that are sometimes included with the newspaper.
I think that I went into this store in Westfield once, but I don’t recall if I bought anything.
In 1998 I was startled to learn that the Bon-Ton6 was opening a store on Route 20 in Westfield, MA, which was not far at all from where my sister Jamie and her family were living at the time in West Springfield. The surprising thing was that it was the only Bon-Ton store in New England. I had to wonder how it could possibly be profitable to run only one store in an area. This was not part of an acquisition either. Someone at the Bon-Ton just decided that it would be a good idea to locate one of their department stores in this strip mall on the outskirts of a rather small town in western Massachusetts. It was also the last outpost of civilization before the sparsely populated Berkshires.
In 2003 the Bon-Ton surprised most of the retail world by acquiring the stores run by Elder-Beerman, another department store chain that had been using AdDept to manage its advertising. This move approximately doubled the size of the company in terms of the number of stores. The signage for the acquired stores still referenced Elder-Beerman, but management of the advertising for the combined operation was done at the Bon-Ton headquarters in York. Because both of the advertising departments already used both AdDept and AxN, the transition was rather smooth. I don’t think that I even made a trip to York to oversee it.
I don’ t know how much the Bon-Ton paid for the logo.
In 2005 Bon-Ton somehow came up with $1.1 billion in cash to purchase the Northern Department Store group from Saks Inc. This group consisted of three former users of AdDept: P.A. Bergner, Younkers, and Herberger’s7. So, for the second time in two years the company doubled in size.
The advertising for this group was run out of Milwaukee. The facility in Milwaukee was much larger than the one in York. It had a large area devoted to the production of ads as well as a photo studio. The Bon-Ton closed the department with which we had worked in York and moved all of the advertising to Milwaukee. None of the people that we knew in York made the move to Milwaukee.
B-T’s incursion into New England did not stop at Westfield. This store in Concord, NH, was closed in 2018.
I knew very well that there was no possibility of persuading the Senior VP in Milwaukee, Ed Carroll, to use AdDept even if we agreed to let them use it for free. However, I did make an effort to contact the newspaper manager to see if we might interest them in using AxN. It would have been difficult to construct an interface, but the new organization ran a lot of advertising in a very large number of papers. If I had succeeded in convincing him to use AxN, TSI might have been able to limp along until the entire Bon-Ton retail empire after many consecutive unprofitable years gave up the ghost in 2018 and ended up selling all of its properties to liquidators.
I might have been mistaken about the Bon-Ton store in Westfield. It stayed open until the Bon-Ton declared bankruptcy in 2018. I don’t know whether it was ever profitable.
2. Tom Vranich’s LinkedIn page is here. On it he claims (three times) that he worked as Senior VP at the Bon-Ton for over thirty years. I am almost positive that for most of that period he was actually employed at other stores that were eventually acquired directly or indirectly by B-T. Also, since his name was not Grumbacher, I doubt that he started as Senior VP.
3. The adventures of Tom and Mike at the RAC in Chicago have been described here.
4. I could find little on the Internet about Bethann Matroni. I think that in 2022 she may be known as Bethann Brodbeck.
5. A detailed description of the genesis of the AxN system has been posted here. Details about its structure can be found here.
6. A very detailed account of the long history of the Bon-Ton is posted here. Unfortunately it stops in 2001 just before things got really interesting.
During the period that TSI had a business relationship with Filene’s Basement, the company operated a chain of off-priced department stores. Most of the locations were in New England.
The Basement’s former headquarters now is used by several physicians.
It is pretty easy to guess how the company started. The Filene’s department store in downtown Boston had been in operation for twenty-seven years when, in 1908, it opened up its basement for the sale of surplus, overstock, and closeout merchandise. It proved to be a very popular concept. Filene’s opened similar stores in other areas. In 1988 Filene’s Basement Inc. was spun off as an independent entity with its headquarters in Wellesley, MA.
In 1994 Doug Pease signed up the advertising department of the Basement to purchase the AdDept system to run on one of the AS/400’s that they already owned. In two ways it was an ideal installation. The fact that our proposal included only software made it much easier to justify the cost, and its location within driving distance meant no costly airplane tickets or hotel rooms.
However, the advertising department was much smaller than at our other installations and the analytical requirements were much less sophisticated. There was no co-operative advertising, and the planning was not complicated. We therefore needed to implement some sophisticated interfaces to justify the installation. We could not count on reducing the payroll much.
I announced the contract to the other retail clients and prospects in an issue of Sound Bytes, TSI’s newsletter:
Filene’s Basement, the off-price retailer based in Wellesley, MA, has installed AdDept in its advertising department. The AS/400 on which the advertising programs reside is actually located in the company’s nearby data processing center. The system was installed with the twin purposes of organizing the advertising department’s work and improving communication with the stores about late-breaking changes in advertising and merchandising strategy. The latter goal is being implemented through connections with the AS/400 and other computers (one an AS/400, the other a mainframe) in the data center. When advertising calendars are released from the advertising department they are automatically sent to printers located in the stores. In addition, store managers will be able to view the latest calendars for their region on their own terminals or PC’s whenever they wish.
The communication abilities of the AS/400 are critical to the successful implementation of this scheme. Stores cannot actually sign on to the advertising department system because they are not connected directly to the AS/400. However, because all computers are connected, they get all the information that they need from their own local computers.
In addition to the connection with the stores, we also constructed an interface with the company’s accounts payable and general ledger systems, which, if memory serves were Software 20001 products.
Shortly after I installed the system the advertising director2 revealed to me that he planned to use his staff and AdDept to get other retailers in the area to let the Basement do their advertising for them. In effect, he intended to run an ad agency as a sideline. This was, of course, an area in which TSI was very familiar, and we had written (but never sold) a version of the ad agency system that ran on the AS/400. It was called ADB, which stood for Agency Database. Unfortunately, this was the only time that I heard anything about this venture.
I have only one clear recollection of the installation at the Basement. We had a meeting in a conference room in their office to discuss some proposed change; I don’t remember precisely what it was, but it did not concern accounts payable or the general ledger. Nevertheless a woman from Software 2000 calmly sat through the entire discussion, which lasted perhaps two hours. She said nothing, and she took no notes.
Macy’s somehow staved off this invasion on the upper west side.
At some point during this period I was driving in my Saturn with the radio turned to NPR’s evening edition, I think. There was a nightly economic report done by the Wall Street Journal. The headline almost made me drive off the road. They claimed that department stores were moving back into downtown locations. The devil was in the details. They reported that Filene’s had opened a new store in Manhattan. This sounded preposterous to me. Why would Filene’s want to challenge Macy’s, Saks, Lord & Taylor, A&S, and Bergdorf-Goodman on their home turf, and where would they find affordable real estate in the Big Apple? When I looked it up online, I discovered that it was not Filene’s, it was Filene’s Basement that was testing the waters by opening a small off-price store. The store was closed within a few months..
For several years the installation at the Basement was very successful. We did only a few custom projects for them, but they seemed to be very happy with their system.
In 1999, however, the company filed for Chapter 11 bankruptcy protection. They owed us a few thousand dollars, and they never paid us a penny of it. However, the company continued as a client until 2000, when the business, by then owned by executives of the corporation, was sold to Value City3 in Columbus, OH, which was owned by the Schottenstein family.
I4 flew to Columbus to meet with the IT director of Value City. We thought that we were pretty well positioned. They had AS/400’s, and the advertising department had no software. We expected people from that department to attend the meeting, but none did. This was a very bad sign.
In the late afternoon the IT guy said that he would take me out for an evening on the town. He said that he had “filed a flight plan with the wife.” When I declined his offer, he called me a lightweight.
Nothing came of it. I suspect that I was only invited so that the guy could enjoy an evening at his favorite watering holes or strip clubs when someone else was paying for. If I was going to go carousing, the very last place in the world that I would want to be was Columbus, OH, where someone might ask me where I went to college. I was too proud to lie.
After Doug left TSI he stopped in at our office once. In his new job he had spent a little time with some people who had worked at the Basement. They told him that they never considered abandoning the AdDept system. In fact, they were constantly discovering new ways to use it.
1. Software 2000 (not the developer of video games) still seems to be in business. It is located in Hyannis MA and is a subsidiary of Summit Partners. Its website is here.
2. I don’t remember the name of the advertising director or anyone else at Filene’s Basement, and I could not find any names in my notes. I found this link on LinkedIn for Lesa Anthony. I think that I must have worked with her, but the memories refuse to coalesce. She also worked at Harte-Hanks, which was where Doug went after he left TSI. The quote about finding new uses for the system probably came from her.
3. Value City went out of business in 2008. The Value City Furniture chain is separate.
4. My fairly clear recollection is that Doug was with me on this trip, but he was not employed at TSI in 2000. Perhaps we knew that the sale was coming and went in 1999.
Saks Fifth Avenue (SFA) is more than just a store. For decades it has been a chain of high-end department stores throughout North America as well as numerous smaller affiliated stores. In the early nineties its headquarters was in its famous flagship store on Fifth Avenue in Manhattan. The first Saks store was opened in 1867, and for decades the enterprise was owned and operated by the Saks family. However, since 1923 Saks has been owned and controlled by outside organizations except for a two-year period beginning in 1996 when it was a public corporation. Even then 50 percent of the stock was retained by its previous owner, the Bahrain-based firm, Investcorp.
I, of course, was blissfully ignorant of most of this when, in the early nineties, TSI began pitching the AdDept system to the advertising department of Saks. In fact, my presentation to Saks may have been the first one that had a fairly serious chance of succeeding. I don’t remember the demo, but I surely gave one at the IBM office on Madison Avenue. I also definitely visited the office of the Saks’ advertising department, which at that time was on one of the upper floors of the store on Fifth Avenue to collect the requirements for the official proposal.
It did not take me long to realize that SFA was very different from Macy’s. The Senior VP at Saks was a woman, and her secretary was a man. I am embarrassed to report that I don’t remember either of their names. Theirs was an unusual setup in the early nineties. More surprising to me was the fact that around his desk were posted large glossy photographs of shirtless male models.
Saks’ advertising department was responsible for more than just the Fifth Avenue store. There were dozens of full-line stores that bore the SFA logo strategically positioned around the continent in locations with the requisite number of rich people. They also managed the little advertising done for even more Off Fifth outlet stores that sold the merchandise that had not been sold at the SFA stores. They also had responsibility for advertising for the Armani Exchange stores. I never quite understood why.
This was the OTS at 700 N. Michigan Ave. in Chicago.
For me the most surprising thing about Saks’ approach to advertising was its focus on New York City. Macy’s focus was somewhat similar, but their primary purpose in purchasing AdDept was to be able to hand additional markets. Saks divided their SFA stores into two groups: New York and OTS, which stood for “out-of-town stores.” Their newspaper advertising was heavily focused on the New York Times. They may have used Newsday for the Long Island store, but I don’t think that they used the other tabloids at all.
Saks also advertised very heavily in fashion magazines. In some ways the system could treat magazines as newspapers that only published one issue per month, but in other ways they were quite different. A fair amount of programming was required to handle Saks’ advertising in Vogue and other such periodicals.
Saks signed a contract with TSI in 1994, which was a banner year for the company. I made sure that all of the users of and prospects for the AdDept system knew that Saks was now on our client list by including the news in an issue of Sound Bytes, TSI’s short-lived newsletter.
At Saks Fifth Avenue, the national retailer based in Manhattan, the implementation of the AdDept system is scheduled for May 1. Advertising personnel will be connected to an AS/400 located at the company’s data center in Lawrenceville, NJ, through a Token Ring network. Both Mac and PC users in all areas of the department and the advertising business office will have access to the data. In addition to the wealth of standard features in AdDept, custom programming will provide the department with the ability to produce advertising schedules by store, to track advertising expenses (gross, vendor, and net) by merchandise vendor, and to produce change reports that conform with the way that the department is organized.
Reading this blurb again brought to mind a few unusual aspects concerning the installation.
I made at least one trip to Lawrenceville, which is closer to Philadelphia than to Fifth Avenue, probably at the time when the AS/400 was installed in 1994. Almost never did anyone from TSI deal with anyone from that facility, and they had never had a hardware problem. However, several years later we received a very strange phone call from someone there who requested that someone from our office dial into the system over the modem. They said that no one could remember where they had put it; they hoped that the noise produced by the modem—it never answered on the first ring—would lead them to it. Apparently it worked. In 1998 all of Saks’ computers were moved to the Proffitt’s Inc. facility in Jackson, MI. I installed a newer faster machine there.
My recollection is that Saks used very little of the custom programming that TSI had coded and implemented at the time of the installation until Tom Caputo arrived eight years later. They mainly used the AdDept system as an easier way to key in expenses for their accounts payable and general ledger systems, which AdDept was designed to feed.
The phrase “the way that the department is organized,” brought back memories of the difficulties that I encountered while training at SFA. The ROP (i.e., newspaper ads) manager, in particular, was quite uncooperative in helping me understand how she worked. She evidently considered ROP her own little fiefdom, and suspected that revealing the knowledge of how her area worked might affect her job security. This was by no means the last time that I was faced with this sort of heel-dragging.
I remember a few other details about that initial installation:
SFA on Wilshire Blvd. in Beverly Hills.
I heard one interesting story related by an employee at Saks. The person at the headquarters who monitored sales by store had been very concerned because the Beverly Hills store in California had in the previous few months posted much lower sales than expected. A call to the store manager revealed a simple explanation: “The princess died.” Evidently a Saudi princess had been purchasing so much so regularly from the store that her untimely demise had dramatically deflated the the store’s total revenues.
Once or twice I spent consecutive days in Manhattan during the installation. Saks arranged for me to stay in a luxurious room at the nearby Sheraton. It was by far the nicest place in which I ever stayed for business.
I remember that on one occasion SFA had asked for a day of training, for which TSI charged $1,000. I discovered when I arrived in Manhattan that no one who actually used (or had any intention of using) the AdDept system was available to spend time with me. So, for several hours I “trained” three interns. For all of them English was a second language. One was named Oscar; I don’t remember the other names.
In subsequent years I was not a bit happy with the state of the installation at Saks. It made me realize that the success of our installations was largely dependent upon the strength of our liaison. The person needed to have the ability to grasp the intricacies of the system, a personality adaptable to working with both TSI and the users of the system, and the clout (direct or indirect) to deal with problems once they had been identified.
I very much wanted to use Saks as a reference account, but they used so little of the system that I was reluctant to mention them. I was frankly puzzled as to why it seemed so difficult to get anyone outside of the finance area interested in making the system work for them. The person with whom we worked the most was Jeanette Igesias1. She was conscientious enough, but she had neither the authority nor the inclination to involve any of the other areas more fully.
In 1998 the retail world was shocked to learn that Saks Holdings, Inc., the parent company, had been acquired by Proffitt’s Inc.2, a company that a few years earlier consisted of a set of stores in Tennessee that could have all fit easily inside the Saks store on Fifth Avenue. Almost immediately after the acquisition the parent company’s name was changed to Saks Inc.
Shortly thereafter I was in Birmingham, AL, to work with employees of the advertising department for the Parisian3, a chain of department stores that Proffitt’s Inc. had previously acquired. The corporate headquarters was also located in the same building. I happened to encounter the same Senior VP from Saks’ adverting department whom I had met in the early nineties. She was there to meet with people from what was then still called Proffitt’s Marketing Group (PMG). She knew that I had been frustrated with the pace of the installation at SFA. She even remarked that maybe under the new ownership they could get something done.
At about this time Ava John was hired by Saks. I think that she worked under Jeanette until Jeanette left SFA in 2002. Thereafter Ava was TSI’s principal contact for the part of the system used by the advertising business office, which included recording invoices that were uploaded to the corporate accounts payable system.
In 2008 Ava was arrested and charged with running an embezzlement scheme that netted her and her friends and relatives more than $680,000 over the course of five years. That may seem like a lot, but it was only a little over $10,000 per month, a tiny fraction of what Saks spent on advertising. I discovered a single mistake at another installation that was about as large as this.
At the time I did not hear about any of this, and, to the best of my knowledge, neither did any of TSI’s employees, but the scandal was reported in all three of New York’s major dailies. The Post‘s coverage can be read here. I was unable to discover anything posted on the Internet about the ultimate legal resolution. I also know nothing more about Ava.
In 2001 Tom Caputo, who had been TSI’s primary contact at Lord &Taylor5 for several years, was hired by Saks. He had a number of responsibilities in the advertising department, one of which was to oversee the AdDept installation. Tom’s office was not in the flagship store, but in an office building across the street. I met with him there several times. I cannot remember what projects we did for them, but I remember that Tom seemed frustrated with the situation there, or, more likely with what the world of retail had become in the twenty-first century.
Tom stayed at Saks until 2014, the same year that Denise Bessette and I decided to shut down TSI. I had one further contact with him. He asked me if I knew of any job openings that he would qualify for. I had to reply in the negative. By that time the demand for both people and software that was adept at administering the advertising for large national retailers was negligible. I felt sorry for my many acquaintances who were not able to disassociate themselves from this undertaking as smoothly as we did.
In 2007 Saks was spun off from the other department stores that were part of Saks Inc. The executive who had cobbled together this retail giant, R. Brad Martin, summarily abandoned the leadership of the rest of the stores to someone else and elected to run just SFA. His decision to remove the jewel from the crown was described in this New York Post. article.
In 2013 the company was purchased by the Hudson Bay Company, the oldest corporate enterprise in North America. The company had already purchased Tom Caputo’s previous employer, Lord & Taylor. One of the last projects that I worked on at TSI was helping with the migration of SFA’s AdDept system to the HBC computers located somewhere in Canada.
There are still many Saks Fifth Avenue stores. HBC opened a huge store in Toronto in 2014 and at least two other stores in Canada. Administration of all of the stores seems to be split between Toronto and New York.
1. Jeanette Iglesias’ LinkedIn page can be found here.
2. Much more about TSI’s relationship with Proffitt’s Inc./Saks Inc. is available here.
3. Details about the Parisian installation of the AdDept system are provided here.
