I have been putting off the writing of this page for the last few months. Macy’s West was a big and important client, but my memories of most of the people and the projects that we did for them are hazy. To make matters worse, I have found very few notes about the installation and no photos whatsoever.
Macy’s flagship store and Union Square.
Macy’s was acquired by Federated in 1994 shortly after both companies emerged from bankruptcy. TSI had been pitching Macy’s West, the division that was administered in San Francisco, about purchasing an installation of the AdDept system for some time.
I am pretty sure that the original inquiry from Macy’s West came from Gary Beberman, who had been our liaison for the very first AdDept systems at Macy’s East in New York City (described here) and who had also consulted on the installation at Neiman Marcus (described here). He and his wife, who also worked at Macy’s, had moved to the Bay Area, and Gary had taken a job at Macy’s West. The advertising department was looking for a system, and Gary recommended that AdDept be considered. He told them what we had accomplished in Manhattan and probably also mentioned things that could have been done but weren’t.
I vaguely remember doing a demo in San Francisco, and I think that Doug Pease might have come with me. I have a vague recollection that someone from the I. Magnin stores, by then managed by Macy’s West, was in attendance. It may very well be that the Macy’s West advertising department was able to use an AS/400 that had formerly been used (probably for accounting) by I. Magnin.
In the first few years most of our dealings were with Gary. I did quite a bit of consulting on my trips to San Francisco, but he did most of the training of the users in San Francisco. Since they used hardware they already owned, we were not involved in quite a few aspects of the installation that we often were.
That arrangement was positive in that it allowed me and the rest of the people at TSI to spend more time on more productive activities. The down side, however, was that none of us at TSI had a good feel for how well the installation was going. Macy’s West seldom called for support and used AdDept for fifteen years. Our association stopped only when the corporate bigwigs brought all of the administrative functions to the Big Apple.
My visits to Macy’s: I made a half dozen or so trips to Macy’s West over the years. I flew to San Francisco on whatever airline had the best rates at the time. It might have been United, Delta, or American. The flight back was always on a red-eye.
The advertising department at Macy’s was located in a building that was a few blocks from the huge store in Union Square. It might have been on Fremont St. I stayed at a Holiday Inn that was on either Mission St. or Market St. I don’t think that the hotel is still there. It may have been sold to another chain.
I did not rent a car; I took BART from and to the airport, and I walked from the hotel to Macy’s headquarters. I may have taken a taxi once or twice. I only remember one meal that I ate in San Francisco. Gary Beberman and I walked to one of his favorite restaurants that was, I think, in Chinatown. I remember no further details. My meals on other occasions were probably grabbed in passing from fast food places.
I am pretty sure that on one occasion I took the cable car from the turnaround on Powell Street up to the top of the hill. I did not visit the Cable Car Museum. It was in my price range. So, either I did not know about it, or I might have been pressed for time.
The people: I only have notes and memories of two people whom I worked with in the first twelve or thirteen years. Emily White was the Senior VP of the advertising department from May 1996 to October 1998. Doug knew her from their time together at G. Fox in Hartford. I later worked more closely with her at Meier & Frank in Portland.
Around the turn of the century there was a major upheaval in the department. This is what I wrote in 2000:
They have recently undergone wholesale personnel changes. We have done a lot of work for them designing interfaces. We have designed very few reports. They must use a number of queries to create reports. The original training was done by Gary Beberman, who lives in San Francisco, and was our first liaison at Macy’s East.
I do not have a good feel for what they are doing at Macy’s West. I imagine that they could benefit a great deal from a few days of our time.
Dan Stackhouse was our liaison in later years. He was in charge of the local network used in the department. He did not really know much about either the AS/400 or the AdDept system, but he was able to gather specs for new projects for us and address connectivity issues.
I remember that Dan was fired by Macy’s, and he sued them over this action. He asked me to submit an affidavit explaining our relationship. I did what he asked, but I doubt that it helped his cause much. I searched the Internet for references to his lawsuit. I did not find much.
AxN: Because of Gary’s close involvement with the project, almost all of the work that we did for Macy’s West was in the establishment of interfaces with their corporate accounting systems. We customized very few reports for them.
One very unusual project was the coding and installation a menu that could be used by people in the merchandise departments to look at information about their ads. They set up user IDs for each department or group that were restricted to the programs and queries available from this menu.
The only other project that I remember in much detail was involved with AxN, TSI’s system for sending and managing insertion orders for newspaper advertising space. Unlike Macy’s East1, the people in San Francisco were very enthusiastic about delivering insertion orders via the Internet.
TSI’s initial contact with the newspapers that would hopefully be subscribing to the service was a letter written by me and signed by someone at the advertising department. I remember vividly that the woman whom we asked to sign it had no additions or changes to the letter, and she definitely wanted us to send it. However, she did not want to take the time to sign the letters herself. She said, “You can just sign them.” So, for the first and only time in my career I added the role of forger to the long list of activities that I did for the company.
The AxN installation at Macy’s West provided TSI with a few far-flung clients. Macy’s purchased Liberty House, the chain of department stores and resort-wear stores based in Hawaii, in 2001. One of those stores was in Guam, and the Pacific Daily News subscribed for several years.
The last trip: My last trip to Macy’s West was for two days at the end of July 2007. I learned that Sheila Field was the Senior VP of marketing. She had in fact been there for several years and before that at Foley’s in Houston, where I spent a lot of time in the mid-nineties. I never had met her, and she was also not available on this occasion. I did meet with many other people. I did not do a great job of learning names. Here is the unedited list from my notes:
Sheila Field.
Sheila Field2 is the Senior VP. She is from Foley’s. I almost certainly know her, but I did not get to see her on this trip. Kedar Stanbury3 is in finance, which means planning at Macy’s West. So is Von Jones4. Their boss is Chuck Allen5. The business office manager is Gary Veran6. His assistant is Diane _______. Laurie Hamilton7 is the print media director. Jennifer Hung8, Kelly ____, and Terry _____ work for Laurie.
They reported quite a few anomalies that they had been living with. I made it clear that they should report these to TSI. We always fixed things promptly. They gave me a list of areas that they were interested in using AdDept for:
Contracts.
Work group limitations for purchase orders. Does this even work? They want to make sure that the direct mail people create nothing but direct mail purchase orders. Do we have a way to do this?
The plan was for me to return in “a few weeks”. I cannot overstate how psyched they were for using AdDept more productively. My notes stated that I thought that they would approve whatever programming was needed for every item on the list.
Alas, the plan never was carried out. In February of 2009 management of all advertising for all Macy’s divisions was consolidated in New York. Within a few years none of the people mentioned above were still working for Macy’s. I don’t think that any of them made the transition to New York.
This consolidation was a major blow to TSI. I knew that there was little or no chance of persuading the consolidated Macy’s to use AdDept. Macy’s West was a big client for both AdDept and AxN.
1. For some reason Macy’s East never used AdDept for insertion orders. They did not even use it to print copies. Instead they called each paper and described each ad that they wanted to run to the newspaper’s rep. It baffled me that they could not appreciate how much faster and easier it would be to use AdDept, which had all of the information on the order, to send orders to all papers at once. Everyone who used AxN—both newspapers and advertising departments—were very happy with it.
2. Sheila Field’s LinkedIn page can be found here.
This entry contains information about the partners with whom I played regularly at tournaments before the Pandemic. Many experiences with those people have already been described elsewhere. Part 2, which is posted here, is about partners with whom I played at tournaments only once or twice.
I enjoyed playing in pairs games at the clubs for the first few years when I was still working a very large number of hours. During this period I read the Bridge Bulletin from cover to cover every month and tried to make sense of the dazzling array of tournaments that were being held around the country. When I started playing at the Simsbury Bridge Club (SBC) with Dick Benedict (introduced here), he had already put together a group of people who played in tournaments together. He asked me to join that group, and I was eager to do so.
Partners from the SBC: I am not positive, but I think that the first tournament in which I played was with Dick as my partner in a 299er (restricted to players with less than 300 masterpoints) game in the Knockout Regional at a hotel in Cromwell, CT. That would probably have been in February of 2008. I remember that it was held in a separate room across from the main ballroom. During a break Dick escorted me across the hall to see what the players there were doing. I found the vista stupefying. The place was huge, and it was full of bridge tables. At each one were seated four people, most of whom had huge heads. I have never heard anyone discuss this aspect of bridge, but it was the first thing that I noticed. I felt that this was where I belonged.
The game in the 299er room was run by Sue Miguel. She reminded me of a grade school teacher. She was very proud of the fact that the candy that she offered to her charges contained more chocolate than could be obtained elsewhere. The 299er games seemed rinkiy-dink to me. On the one hand, the games seemed less challenging than the ones at either the Hartford Bridge Club (HBC) or the SBC; on the other I had a hard time understanding what the opponents’ bids meant. After just a few sessions I determined that although I found the concept of tournaments fascinating, I wanted more than the 299er rooms had to offer. In retrospect I must admit that this was probably hubris.
At first Dick’s preferred partner at tournament was Virginia Labbadia. She was, as I recall a retired salesperson for Xerox. I played on a few teams with them. Dick offered to help her make Life Master if she would help him. He was shocked that she turned him down, and so he asked me.
Eventually Dick and I had great success together playing in bracketed team games (knockouts, compact knockouts, and round robins) with Robert Klopp and Brenda Harvey. Many of our adventures have already been described here. Dick already knew Robert and Brenda when we started playing together. He probably had played against them at tournaments.
One of the regulars at the SBC, Sonja Smith2, recommended that her son, Steve Smith,3 try playing with me at the games in Simsbury. Shortly thereafter Dick, who was a Life Master by then, decided he did not want to play with me in Simsbury. Steve and I started playing there and on Tuesday evenings at the HBC. We also attended several memorable tournaments together. Most of those exploits, including our trip to Reno, NV, have already been described here.
One thing that I neglected to mention was that Steve seldom carried any cash with him. More than once I had to pay his table fees for him. Of course he paid me back. Cash to him was an old person’s money.
Steve bought a house in the Forest Park section of Springfield, MA. He rented out his spare bedrooms to other guys. When I drove there to pick him up I never knew what I would encounter. In at least one case I had to wait for him to get dressed.
Nearly all of our car trips to tournaments were interesting. I remember that Steve told me once about an idea that he had for a dating app. He was serious about developing it and marketing it. I thought that he was crazy. I never learned whether anything ever came of it.
Steve and I were both fans of Phil Hendrie, a radio host from Los Angeles, who conducted outrageous and offensive interviews of himself using other voices. After a few minutes he would invite people to call in. Many people did, and the results were hilarious. Phil’s regular listeners never called because they knew that it was a stunt.
Steve and I both occasionally listened to Art Bell on his Coast to Coast AM radio show. Steve once played for me a recording of Phil Hendrie interviewing himself as someone accompanying Art Bell on a mission to find aliens that had landed near Las Vegas.
I also played bridge with Steve’s mother Sonja a few times We were partners once at the SBC and once or twice at the HBC. We also played together for two sessions at the sectional in Orange that was held in June of 2022. That event has been documented here.
I went to quite a few tournaments with Sue Rudd. When we started playing together I was a Life Master and she was not. This was in spite of the fact that she had joined the ACBL seventeen years before I did. I have written extensively about my long relationship with Sue. You can read about many of the experiences here.
Sue stopped paying dues to the ACBL in 2010. She was the only person whom I ever heard complain vociferously about the cost of playing bridge. Then again, she also complained about the cost of gasoline and just about everything else. I suppose that it was difficult for her to manage her expenses on the fixed income that she received as a former employee of the Commonwealth of Massachusetts. On the other hand, one of her sons paid for quite a few foreign vacations for her, and she often mentioned how many famous ski resorts on different continents that she had visited over her lifetime.
Sue still played bridge occasionally at the end of 2023, but I don’t know of any sanctioned games in which she was participating other than occasional appearances at the SBC.
My occasional partnerships with Jerry Hirsch were documented pretty thoroughly here. As of November 2023 he still played with Sally Kirtley nearly every Tuesday morning at the HBC and Wednesday evening at the SBC. His smiling face has not been seen at a tournament for some time before Covid-19 arrived.
My last (as of November 2023) regular partner at the SBC was Ken Leopold. I have recounted some of our many adventures together here. Ken was still working as a physician as of late 2023. Since the Pandemic I have not played with him in any tournaments, although he asked me to play in the 2023 Gala Regional in Marlborough. I had to decline because of a previous commitment to another player. Most of the time he has played with his wife, Lori.
In the fall of 2023 Ken started directing the Saturday afternoon pairs game at the HBC. It was sort of an experiment.
Partners from the HBC: The stories about my partners from the HBC that are recounted here include many recollections about tournament play, as well.
I played with Tom Gerchman at quite a few tournaments, including the NABC in Boston in 2008, at which time I had less than fifty masterpoints. That experience and many others have been documented here.
After I had stopped playing with Gerch I was subjected to one more instance in which I had to sit across from him. Both of us were playing in the Individual Regional Tournament in Newton, MA, in January. In individual events players have different partners for each round. So, in a session of twenty-seven boards they would play with nine different partners. By chance one of my seven was Gerch.
On the first hand he opened 3♦, a preemptive bid that indicated a below average hand with seven diamonds. The player on my right passed. I also passed, which told Tom that I had fewer than three diamonds, and I did not think that we could take ten tricks. The player on my left bid 3♥.
Tom’s first bid had limited his hand. That made me the captain. Nevertheless, he channeled his inner Mister Christian and he bid 4♦. The ONLY excuse for doing this would be if he discovered that he had actually had eight diamonds. He didn’t.
After two passes the player on my left reluctantly bid 4♥. This raised the stakes a lot. Now our opponents might potentially get 620 points for a game contract as opposed to 140 or 170 for the three-level bid. Tom did not hesitate. He took the 5♦ card from his bidding box and set it on the table. The next player immediately doubled, of course.
I really felt like calling the director and asking him/her if I could join the opponents in the double. I had played nothing but pass cards. Now I was going to be the dummy. Why must I be punished for my partner’s reckless and totally unilateral bidding?
Now that I have had time to think about it, I should have redoubled. We were going to get a zero anyway. Why not make Gerch sweat a little more.
In fact, Tom and I ended up getting zeroes on all three hands. This was an astounding result. Of all the pairs playing these three hands—probably at least ten—we did worse than all of them all three times. I am happy to say that that was the last time that I ever had to play across from Gerch.
My first team event was at a regional tournament at the Hilton Hotel in Danbury, CT,4 in the autumn of 2008. Dick and I played together. Our teammates were Virginia and Inge Schuele (ING uh SHOO luh), one of Dick’s regular partners at the club. Our team had a total of less than 600 masterpoints. Our opponents had at least ten times that amount. We got pasted.5
Inge Schuele.
The match lasted all morning. Afterwards the four of us ate lunch in the hotel’s restaurant and discussed what to do in the afternoon. There was a 199er pairs game in the afternoon. Both Inge and I had less than 200 points, and so we could play in it. The fact that we had not played together was not of great import. We used the card that Inge played with Dick, and I adjusted. I seem to remember that Dick and Virginia played in the pairs games for seniors, which at that time was anyone over 60.
After lunch I insisted on finding a quiet place at the hotel so that I could take a short nap. In my working days I always did this.
Our opposition in the 199er event was several steps below the level of our opponents in the knockout. They made many mistakes. When all was said and done Inge and I had a score well over 60 percent, and we were first overall. We were presented with small trophies, and out photos were taken. Our pictures appeared in the next day’s Bulletin for the tournament. This was the only trophy that I ever won in bridge, and it was the only time that my photo appeared in print until the time that my image appeared on the cover of a bridge book written by a Canadian.6
Although I don’t think that I ever paired up with Inge at the HBC, I am positive that we played together at several tournaments. I learned that Inge spoke Italian and in days gone by had conducted tours of parts of Italy. Her husband, Werner (VAIR nair), was a retired airline pilot who flew for Lufthansa.
I vividly remember one hand that Inge and I played together in Sturbridge, MA. It might have been at the qualifier of the North American Pairs that was held there every year. Inge had opened 1♣. I had four clubs, but my primary responsibility was to bid a four-card major (hearts or spades). She rebid her clubs, and the opponents then entered the auction. I used the principles of Losing Trick Count7 (LTC) to determine that we could probably make 5♣, and that was what I bid. Sure enough, she was able to win the requisite eleven tricks, and there was no chance for a twelfth.
LTC does not always work, but it is a good tool for estimating the total number of tricks you probably can take in a suit contract. Inge had never heard of this technique, but she later told me that Werner, who also played bridge, had heard of it and used it.
Inge has not played in a tournament since 2018, and she stopped paying dues to the ACBL in 2022, at which time she had reached the rank of Bronze Life Master. I have not seen her at the HBC since the reopening in 2021, but she might still play elsewhere.
I must close this section with a startling fact. My wife Sue told me more than once that she had been jealous of Inge and had worried that I would run off to Italy with her.
Shortly after I stopped playing with Tom Gerchman I asked Michael Dworetsky to be my partner on Tuesday evenings at the HBC. After that he sometimes worked me in when his regular partner was not available. However, we did play quite a bit in tournaments. The most memorable of those occasions have been documented here.
I recently discovered that Michael won the Barb Shaw trophy in 2011. It was annually awarded to the Flight C player who earned the most masterpoints at a designated sectional in Connecticut. The CTBridge.org website misspelled his last name, capitalizing the W and leaving off the D. I told the webmaster about the mistake a month ago, but a month or so has now passed, and it had not been rectified.
The tournament took place from March 4 through March 11 in 2011. I played with Michael all three days. We had a terrific tournament. On Friday afternoon we finished second in C in the open pairs. On Saturday morning we finished second in C in the B/C pairs. In the afternoon we won the B/C pairs, outscoring the other twenty-five teams. In the B/C Sunday Swiss we teamed up with Tom Gerchman and Linda Starr and finished first in a field of eighteen teams. All told, we won 11.49 points, which was more than all but eleven players at the tournament. All of them had a lot more experience and masterpoints than I did. I was not eligible for the trophy because I was already a Life Master, and so Michael got to keep it for a year.
The most dramatic moment that I ever experienced in bridge was when I was playing in a Swiss event with Michael as my partner. Our opponents were Jade Barrett, a professional from South Dakota, and a female client. Our teammates were Bob and Shirley Derrah, who in that match were playing against two experts from Connecticut.
The match was fairly tight until the last hand, which had remarkable distribution. Michael and I had a lot of hearts. Our opponents had spades. We bid to 4♥. The client bid 4♠.. Eventually Michael bid 6♥., and she bid 6♠.. Michael passed. I had a void in a side suit that I had not mentioned and the ♠A. I was pretty sure that, if all of the suits were distributed as seemed apparent from the bidding, that our side could take thirteen tricks as long as hearts were trumps. So, I bid 7♥., and she doubled.
Michael had to play it very carefully, but every suit was as I expected. He managed to get all thirteen tricks. At the other table our counterparts stopped at 6♥., and the Derrahs did not double. The swing was large enough for us to claim a victory in the match. It was a huge upset. What made this very special was the fact that it was not a fluke. I used what I knew from the bidding and rightly determined that we could take all the tricks.
While researching the 2016 NABC I discovered that Michael and I had played together in that tournament in two bracketed Round Robins. In the first one we teamed up with a couple from New Jersey and won our bracket. In the second one we played with the Derrahs and finished third.
Michael and his wife Ellen moved to Palm Beach Gardens, FL. Michael still seems to play a lot of bridge. He even made it back to New England for the Granite State Regional in Nashua in 2023. I also saw him at an event in Auburn, MA, shortly before the Pandemic.
Dave Landsberg was not my best partner, but he was my favorite. I liked him a lot, and I admired him. Our adventures together have been chronicled here. Included there are the few times that I played with Pat Fliakos. I met both of them in the Tuesday evening games at the HBC.
On the last day of the Fall NABC in Providence in 2014 I played with Dave in bracket #7 of the RIBA Bracketed B teams event. The previous day the team that we were both on had narrowly won a similar event that is described here. On that occasion we were just teammates. On the last day we played as partners; our teammates were Felix Springer and Ken Leopold. This event was not nearly as close. What I remember most about it was that Felix and Ken filed two protests of director’s decisions, and both were rejected. That score of 114 is astoundingly high, much higher than the scores of winners of any of the other brackets.
I played with Felix Springer at many tournaments. Most often he was a teammate, but we also were partners quite a few times, especially at NABC events. Felix had played at high-level events when he was at Columbia, and he developed the same taste for national competition that I had. Our most successful pairing was for the 0-1500 Mini-Spingold in Washington that is described in the Paul Burnham section.
In the autumn of 2019 we played in the NABC in San Francisco. For some reason I did not keep notes for this tournament. So, I must rely on my memory.
Our primary objective was to do well in the Super Seniors pairs and the Mini-Blue Ribbon pairs. We came very close to making it to the second day in each, but we fell just short of both of those goals. However, we did finish fifth in the Saturday BC pairs and the Thursday BC pairs. We also teamed up with Bob Sagor and Judy Hyde to finish a very close second in bracket #1 of the Wednesday bracketed teams. All told, we won 26.23 gold points together.
When I arrived at the airport it was late in the evening, and I was very sleepy. I was tricked into using a credit card skimmer that was attached to the machine that sold BART tickets. I had to cancel the card, but I did not lose any money.
The tournament was the last NABC in which NABC events like the two that we played in were scheduled for afternoon and evening as opposed to morning and afternoon. I had great difficulty maintaining my concentration in the evening sessions. I consumed a lot of coffee. There were no concessions in the basement in the evenings. When I needed a coffee I had to race up the escalators to the first floor.
I remember several ancillary details about the tournament. The games were in the basement of one of the two Marriott hotels. One morning while I was taking the escalator down to the playing area my Goodwill Committee pin fell off and landed pin-side down between two metal bars on the step in front of me. I had a coffee cup in one hand and papers in the other. I tried to reach down to save it, but I was unable to grasp it before it disappeared into the bottom of the escalator. Felix and I walked both stayed in the Marriott across from Union Square. At the time I was still bothered by foot pain after a half mile or so.
Felix gave me a bottle of wine that he had won by winning a section in an evening side game. I saved the bottle as a souvenir. He also let me share his Uber ride back to the airport. Our driver was from Sao Paulo, Brazil.
Tournament partners from outside of the Hartford area: I played a lot more tournament bridge than most of of my partners at the HBC and SBC. Listed in this section are the people with whom I had more than a passing relationship. That is, I played with them for more than one or two sessions, and we spent some time making sure that we agreed on our methods.
I met Ginny Iannini in 2013. At the time she was playing with her wheelchair-bound husband, Bill King, in some of the same events in which I participated. They won the Gold Rush Swiss in the Knockout Regional in Cromwell, CT, in February of 2014. This was the first tournament at which I launched my program of taking photos of the winners of events and posting them on the NEBridge.org website. I dutifully took the photo8 of their team with my point-and-shoot Canon camera.
Only one other winning team came to see me for a photo in that entire tournament. It made me realize that I would need to hunt down the winning pairs and teams and beg them to let me snap a photo of them. That meant that this project would entail much more work than anticipated, but I was committed to do it, and I committed to doing it for eight years.
I enjoyed working and playing with Ginny. After her husband’s death she became pretty devoted to bridge. She lived in Brewster, MA, which is on Cape Cod. She took bridge lessons there from a very fine player, Steve Rzewski..9 I learned the Blooman convention from her, as well as Spiral (which we called Q&Q, short for quantity and quality).
At one point Ginny asked me in an email if I was married. I pointed her to an abbreviated form of the journal that I had kept of one of our Larry Cohen cruises, entitled “Honeymoon for One.” The whole journal is posted here. She occasionally talked about her problems with her first husband, a doctor as I remember. She made it clear that she took him to the cleaners when they got divorced. She also told me about a dentist whom she had been dating while we were playing together.
In those early years Ginny was pretty active in the administration of bridge in New England. She was elected to the Board of Directors for the Eastern Massachusetts Bridge Association (EMBA), she was a member of the Tournament Scheduling Committee, and she was the tournament chairman of the Senior Regional on Cape Cod at least once. The very first email that I sent out in support of a regional tournament was that one.
Ginny and I did pretty well together. We won numerous events, including one at the NABC in Providence in 2014. My original write-up of the most exciting and nerve-wracking event of my bridge career was lost in the catastrophic computer crash of 2015. I will need to try to recreate it from memory. We were playing in bracket #6 of the Mary Carter Bracket B Swiss on Saturday, December 6, 2014. Our teammates were Dave Landsberg and Pat Fliakos. We were doing well throughout the event, but a team of players from the Montreal area was only a little behind us when we played against them in the last round.
Ginny and I were playing against two ladies. Dave and Pat faced two men. The match seemed to come down to one critical hand. Ginny opened the bidding and then reversed, showing a strong hand with at least seventeen high-card points. She had that, but barely, and some of her holdings were a little shaky. She had no aces. We ended up a slam that I had to play, and I was unable to find a way to make it. When the last hand had been played, we were crestfallen as we walked to the other table to compare scores with Dave and Pat.
It was as we feared. Our counterparts had stopped in game and easily made their contract. That swing offset some small positives that we amassed on other hands. We clearly lost the match. However, because of the lead we had coming into the match, we still would be ahead by two victory points. The captain of the Quebecois team brought the tabulation card to our table for confirmation, but he claimed a significantly larger margin of victory than we had calculated. I walked with him back to their table and discovered that the ladies had made a mistake, and we did indeed win by two victory points. To put that in perspective, the two teams that tied for third were 29 points behind the Canadians. Furthermore, their score would have won any other bracket.
I always enjoyed playing with Ginny. I think that I might have been too intense or too ambitious for her. She never officially dumped me, but she stopped accepting my invitations, and eventually I got the message. Another factor was that after she remarried, she played a lot less bridge. She still seemed to be playing somewhere in 2023, but she has not attended any tournaments since 2019.
I did receive an email from her when I solicited nominations for the Weiss-Bertoni award (described here). She was the first person to nominate Joe Brouillard, the eventual winner.
We all sat at a round table at Siena.
We enjoyed several suppers together during tournaments. I remember a few distinctly. The first was at Siena, a very nice restaurant in East Greenwich, RI. Bob Bertoni, who was the D25 president at the time, was in attendance, as well as several people from the Boston area. Two of them were quite drunk. Ginny found it curious, but I found it unpleasant.
We also ate at a restaurant called Il Forno in Providence with people from the Cape whom Ginny knew and had arranged to be our teammates. The woman was named Ginny O’Toole. I have forgotten the guy’s name. That was another rather strange occasion.
We ate at least twice at Cafe Fiore, a restaurant in Cromwell, CT, near the hotel that hosted the regional tournament there for many years. On the last of those occasions I disclosed my idea for a novel about Pope Benedict IX (posted here). She had a strange and disturbing reaction: “You want to be the pope!”
I once made the mistake of admitting that when I first met Ginny I had considered her likely to be “high maintenance.” However, after I got to know her I judged that my initial judgment had been wrong. I considered this admission as a compliment to her, but I think that she was at least slightly offended.
Ginny was very active in fundraising for the preservation and/or restoration of a historical piece of property on Cape Cod. I think that it was a captain’s residence or something like that. I never learned what happened to that project.
Ginny was tall and thin. Opponents often thought that we were married. Her fingers were preternaturally long. Her span was almost a match for mine, and the span of my left hand is eleven inches.
I was astounded to learn that Ginny was ten months older than I was. She certainly did not look it. She kept in shape by doing yoga. The last thing that I remembered her saying to me was that from that point on she would always wear yoga pants to tournaments. I haven’t seen her in several years, and I definitely miss her.
Paul Burnham was a lawyer who lived and worked in the town of Wilton, CT, a long way from Hartford. Nevertheless, he has recently been a member in good standing of the HBC. He hardly ever makes the drive to play in anything except special games. I know that our first time as teammates was in the 0-1500 Mini-Spingold in Washington, DC, in the summer of 2016. I somehow set Paul up to play with Charlie Curley from the Boston area while I played with Felix Springer. We made it to the semifinals of this event. The last match was the first and only time that I played with screens. It made me quite nervous because my handwriting had already deteriorated somewhat, and my notes to my screenmate were difficult to read.
At some point Paul and I committed to play as partners in a tournament. In preparation I drove to a town in southeastern Connecticut where there was a club game that Paul frequented. The competition was tough, and we were not used to each other’s styles. We did not win any points.
I also played in an open pairs game with Paul either at that tournament or at a subsequent NABC tournament in Toronto. I used the Flannery convention, but Paul was unaware that it was on our card.
I also played with Paul for three days at the summer NABC in Providence in 2022. For some reason we were not able to click on that occasion either. The story of that experience begins here.
I am not sure why Paul and I have had so little success as a partnership. It would seem to me that are styles are compatible. I like to play with him, and I hope to get another chance to do so.
I don’t remember how I met Jeanne Martin, who lived in the Worcester area. Her husband was an expert player who died several years before I met her.
Perhaps we were set up by the partnership desk at some tournament in the late teens. We played together at several tournaments. I remember that we were in a team event in Mansfield, MA, and she finally appeared about ten minutes after the first round was scheduled to start. She said that her car’s GPS gave her instructions that sent her in circles. In the age of Google Maps it astounded me that she used a built-in GPS in her car rather than the one that comes free with every cellphone and is supported and maintained by Google.
We did not win any events together, but we both seemed to enjoy playing together. I drove up to Auburn, MA, which was the site of the sectionals and unit-wide games for the Central Massachusetts Bridge Association (CMBA). Our results seemed to get worse over time.
Jeanne once appeared in a cameo role in a feature-length move. She was in an ice cream parlor. She sent me a file that contained a video of the scene.
Before the Pandemic Jeanne was on the board of directors for unit 113 (CMBA). She told me that she did not get along with some of the other board members and wanted to resign.
Jeanne attended the 2022 Gala Regional in Marlborough, MA, but she did not win any points. She still seemed to be playing bridge online or somewhere in 2023.
The team of Trevor Reeves, Bob Weld, me, and Bob Sagor, won Bracket 2 of the Thursday-Friday knockout in Nashua in 2019.
I played with Bob Sagor at tournaments in Nashua, NH. He lived in Greenfield, MA, which is on I-91 near the Vermont state. His principal partner was Judy Hyde. They often played together at events sponsored by the Northampton Bridge Club and at tournaments. He sometimes played with me when Judy was not available.
I do not have many specific memories of the bridge games that I played with Bob. Since I had also played with Judy, it was rather easy for us to agree on a card. I vividly remember that on one occasion I was complaining something stupid that one of my partners (maybe my wife Sue) had done. Bob asked me wryly, “Am I better of worse than them?” I said that I needed more time to think about it.
Like nearly all bridge players Bob had an interesting backstory. He was a couple of years older than I was, which meant that the draft was a big factor when he finished college. He and his wife Claire moved to Nova Scotia to avoid it, and they only returned when its avoidance was no longer considered a crime. In real life he was a veterinarian.
During the Pandemic Bob was diagnosed with Parkinson’s. When the bridge world reopened in 2021 he was unable to participate in live events. However, he still was very active in online play, especially with the Noho Club. An article about Bob’s involvement with bridge in western Massachusetts that was printed in the Greenfield Recorder in June of 2023 has been posted here.
I was assigned by the partnership desk to play with Sohail Hasan in the open pairs game on Thursday, November 7, 2019, at the Harvest Regional in Mansfield, MA. We hit it off pretty well. We finished eleventh overall out of fifty pairs and fifth in the B strat. The conventions that we played were quite similar. His approach to 2NT responses was much more sophisticated than what I was accustomed to. Unfortunately, we later came to understand that we had substantial disagreements about what some of the entries on our convention card meant.
I learned that Sohail had graduated from the University of Wisconsin and had been employed at a Wall Street firm (LinkedIn page here). He had a house on Cape Cod and another in New York or New Jersey. Most of his acquaintances in the bridge world seemed to come from NYC or New Jersey.
During the Pandemic Sohail asked me if I wanted to play in the NABC in the summer of 2022 in Providence, RI. I agreed to play with him in two team games in which we did pretty well. Unfortunately, our teammates in that last event contracted Covid-19 and had to drive home early. So, on the last day we played in the fast pairs, and I had a miserable time. The details of these adventures have been recounted here.
The Ocean State Regional has been held at the Crowne Plaza Hotel for many years.
Over the rest of the summer Sohail and I maintained email communications. We committed to play together in the Ocean State Regional in Warwick, RI. I have explored here the miserable time that I had at what had always been my favorite tournament. I encountered several problems with Sohail. He has a fiery temper, and he unleashed it several times at me and once in even greater fury at a pro that he knew from the New York area. He insisted that the XYZ convention did not apply when the participants bid 1x-1y-1NT. I found this preposterous. He pointed me to an article by Larry Cohen that advocated playing New Minor Forcing in that situation. I replied that LC was an outlier in this regard. Furthermore, the name of the convention was derived from the fact that it could be used in any sequence of three calls that ended with a bid at the one level: most commonly 1x-1y-1z.
The biggest problems began with the fact that he played BOSTON (Bottom Of Something ; Top of Nothing) leads, but he refused to mark them on his convention card, and if anyone asked what he played, he always answered “Standard”, which was not true. He also showed up at the very last minute (or later) for every. This bothered me a lot because I wanted to make sure that we were on the same page about everything, and we played some conventions that were new to me. Finally, he had a peculiar overhand style to playing his cards, which resulted in him sometimes slamming them on the table. When others objected to this technique, he sometimes responded with unnecessary aggression.
In short, I decided after the Warwick debacle not to play with Sohail again. He has attended two NABC events since then, but no D25 tournaments.
The adventures at tournaments that involved partners with whom I played only once or twice are posted here. The new partners with whom I have played since the renaissance of bridge after the Pandemic are described here.
Virginia Labbadia.
1. Virginia Labbadia is not in my database of ACBL members, which means that she stopped paying dues before I started downloading rosters in 2014. She definitely played at the HBC rather regularly before the Pandemic. I have no way of discovering if she ever made Life Master.
2. Sonja Smith and her husband Chris moved to Chapel Hill, NC, in 2022.
3. Steve was still a member of the ACBL in late 2023, but he only had 122 masterpoints, most of which he won with me more than ten years earlier.
4. Although Danbury is definitely part of New England and therefore in District 25, the tournament there was sponsored by District 3 (northern New Jersey and eastern New York). D25 had reportedly tried to use the site for a regional at least once, but the attendance was not good. Before the Pandemic D3 paid D25 a small sum for the right to use the site. I think that the hotel is now called Zero Degrees. D3 has not used it since the reopening.
5. What I most remember from this match was the fact that the opposition used the 2♦ bid to show a hand with 11-15 masterpoints, a singleton or void, and at least four cards in the other three suits. This hand is difficult to bid with standard methods. I remember spending hours going over hand records that I had collected and projected how I would bid hands with that distribution with or without the Mini-Roman convention. I intended to collect enough evidence to convince Dick to use it. However, my research did not disclose that it had much, if any, value. One of the best defenses is just to pass. The players who used Mini-Roman often ended up one level two high.
6. The book is called Winning at Matchpoints, and the author is named Bill Treble. I use the photo (which was taken at the NABC in Honolulu in 2017) to demonstrate my game face at the bridge table.
7. Losing Trick Count is explained here and elsewhere on the Internet and in print.
8. The photo that I took, which had an embarrassing smudge on it, has apparently been lost forever. I think that the original was on an external hard drive for which I have no power cord. The photo that was posted was lost in the catastrophic computer event on NEBridge.org in 2015.
9. Steve Rzewski won the Larry Weiss award in 2010. I also dealt with Steve when I asked the experts in the district if they could supply articles for the NEBridge.org. He was a regular contributor.
We had a very good record of closing AdDept sales. Most of the whiffs fell into one of two categories:
Divisions of Federated Department Stores. Our relationships with various Federated divisions are described in detail here. They are not included in this entry.
Companies that did not advertise enough to justify a high-quality multi-user centralized database. We actually sold the AdDept system to a couple of these anyway.
TSI’s first efforts to market AdDept were concentrated around New York and New England. I figured that there were not very many retailers who could afford the system to keep track of advertising, but, then again, I did not really expect to justify the cost of the system at Macy’s in the very first module that we activated—ad measurement.
The strip mall in which the Enfield store was located was named after Caldor.
Our first attempt was a quintessential whiff. Kate Behart (much more about her here) had been in contact with someone in the advertising department at Caldor, a discount department store based in Norwalk, CT. Kate arranged for me to give a presentation to them at the IBM office in Norwalk. Of course, we had to make sure that the office had the BASIC program, and I had to install both the AdDept programs and some data that I had dummied up from Macy’s real data.
My presentation was flawless. The only problem that I encountered that day was the lack of an audience. No one from Caldor showed up. We never did find out why not. Kate called them repeatedly, but no one returned her calls. It may have had something to do with the fact that in 1989, the year that we installed the first AdDept system at Macy’s, the May Company sold Caldor to a group of investment houses.
Caldor went out of business in 1999.
I also paid a visit to another local retailer, Davidson and Leventhal, commonly known as D&L. Theirs were not exactly department stores, but they had fairly large stores that sold both men’s and women’s clothing. So, they had quite a few departments. The stores had a good reputation locally. The headquarters was in New Britain, CT.
This D&L ad was on the back cover of the issue of Northeast that featured my story (described here).
The advertising department only employed three or four employees. They wanted to know if they could use the computer for both D&L ads and ads for Weathervane, another store that they owned, as well. That seemed vaguely feasible to me, and so I said they could. In fact, we later did this for Stage Stores and for the Tandy Corporation, but both of those companies were much larger, and I had a much better understanding by then of what it entailed.
I didn’t even write up a proposal for D&L. The person with whom I spoke made it clear that what we were offering was way out of their price range.
D&L went out of business in 1994, only a few years after our meeting. Weathervane lasted until 2005.
I have only a vague recollection of doing a demonstration at IBM’s big facility in Waltham, MA, for a chain of auto parts retailers from Phoenix. The name of the chain at the time was Northern Automotive. My recollection is that I spoke with a man and a woman. If they told me how they heard about AdDept, I don’t remember it. After a very short time it was clear that AdDept was much more than the company needed. Although Northern Automotive had a lot of stores with four different logos, it only ran one ad per week. So there was really not much to keep track of. I had the distinct impression that the demo was just an excuse for the couple to take a vacation in New England on the company’s dime.
I don’t remember either of their names, but the experience list on LinkedIn for a guy named Paul Thompson (posted here) makes him a strong candidate. Northern Automotive changed its name to CSK Auto, Inc. not long after our meeting. In 2008 CSK was purchased by O’Reilly Auto Parts.
Won’t Paul be surprised to be busted thirty years later in an obscure blog?
Tom Moran (more details here) set up an appointment with employees of Genovese Drugs at its headquarters in Melville, NY. The two of us drove to Long Island to meet with them.
I probably should have talked to someone there over the phone before we left. The only impression that I remember getting from the meeting was that they were not at all serious about getting a system. We had a great deal of trouble getting them to describe what the advertising department did at the time and what they wanted to do. I was frustrated because I had considered this a relatively cheap opportunity to learn how chains of pharmacies handled their advertising. It was actually a waste of time and energy.
Tom tried to follow up, but he got nowhere. We did not submit a proposal.
J.C. Penney bought the company in 1998 and rebranded all the stores as Eckerd pharmacies.
Woodies’ flagship store in downtown Washington.
While I was working on the software installation at Hecht’s in 1991, Tom Moran coordinated our attempt to land the other big department store in the Washington, DC, area, Woodward & Lothrop, locally known as Woodies. I found a folder that contains references to correspondence with them. Tom worked with an IBM rep named Allison Volpert1. Our contacts at Woodies were Joel Nichols, the Divisional VP, and Ella Kaszubski, the Production Manager.
As I browsed through the file, I detected a few warning signs. The advertising department was reportedly in the process of asking for capital for digital photography, which was in its (very expensive) infancy in 1991. Tom was told that they hoped to “slip in” AdDept as part of the photography project. Furthermore, the fact that we were not dealing with anyone in the financial area did not bode well.
Someone wrote this book about Woodies.
Finally, we had no choice other than to let IBM propose the hardware. Their method of doing this always led to vastly higher hardware and system software costs than we considered necessary. I found a copy of IBM’s configuration. The bottom line was over $147,000 and another $48,600 for IBM software. This dwarfed what Hecht’s had spent. If the cost of AdDept was added in, they probably were facing a purchase price of over a quarter of a million dollars! That is an awful lot to “slip in”.
I don’t recall the details, but I remember having an elegant lunch during this period with someone from Woodies in the restaurant of the main store. It may have been Joel Nichols. It seemed like a very positive experience to me. He seemed eager to automate the department.
We lost contact with Woodies after early 1992. I seriously doubt that the advertising department even purchased the photography equipment that they had coveted. The early nineties were very bad for retailers. By 1994 the owner of Woodies and the John Wanamaker chain based in Philadelphia declared bankruptcy and then sold the stores to JC Penney and the May Company. Many of the stores were rebranded as Hecht’s or Lord and Taylor.
In some ways Fred Meyer, a chain of department stores based in Portland, OR, seemed like a perfect match for TSI. At the time they were almost unique, and we usually excelled at programming unusual ideas. Their approach to retail included what are now called “hypermarket” (department store plus groceries) stores, although they definitely had some much smaller stores as well. The one in downtown Portland was very small. I really thought that we had a good shot at getting this account, largely due to the fact that the IT department already had one or two AS/400’s. So, the hardware cost would probably be minimal.
She would be lucky to make it in nine hours; there were no direct flights.
I was asked to work with a consultant who, believe it or not, commuted from Buffalo, NY, to Portland, OR. I can’t remember her name. She knew computer systems but virtually nothing about what the advertising department did. She wanted me to tell her what AdDept could do, and she would determine whether the system would work for them. I have always hated it when a “gatekeeper” was placed between me and the users. I understand that they do not trust the users to make a good decision, but advertising is very complicated, and almost no IT consultants know much about it. I would not have minded if the consultant sat in on interviews that I conducted with people in advertising.
If I was allowed to meet with anyone from the scheduling or financial areas of the department, I do not remember it at all. I do remember spending an afternoon with the head of the company’s photography studio. AdDept had a module (that no one used) for managing shoots and another (used by Macy’s East) for managing the merchandise that is loaned to the studio for a shoot.
I remember the photo studio guy mentioning that they also did billable work for outside clients. He mentioned Eddie Bauer by name. He could not believe that I had never heard of it/him.
I probably botched this opportunity. Before agreeing to come out the second time, I should have insisted on meeting with whoever placed their newspaper ads and the person in charge of advertising finance. I did not want to step on the toes of the lady from Buffalo, but I probably should have been more aggressive.
Kate accompanied me on one of these trips. We probably flew on Saturday to save on air fare. On Sunday we drove out to Mt. Hood, where we saw the lodge and the glacier, and visited Multnomah Falls on the way back.
Freddie’s was acquired by Kroger in 1998, but the logos on the stores were maintained. There still is a headquarters in Portland, but I don’t know if ads are still created and/or placed there.
Aside from our dealings with Federated divisions2 TSI had very few whiffs during the period that Doug Pease (described here) worked for us. After one of our mailings Doug received a call from Debra Edwards3, the advertising director at May Ohio, a May Company division that had its headquarters in Cleveland. Doug and I flew Continental non-stop to Cleveland and took the train into downtown. My recollection was that we were able to enter the store from the underground train terminal.
The presentation and the demo went very well. I am quite certain that we would have gotten this account were it not for the fact that in early 1993 the May Company merged the Ohio division with Kaufmann’s in Pittsburgh. Management of the stores was transferred to Pittsburgh. Debra was hired as advertising director at Elder-Beerman Stores.
We stayed overnight in Cleveland and had time to visit the Rock & Roll Hall of Fame, which was right down the street from the huge May Co. building. I cannot say that I was greatly impressed with the exhibits.
A few years later Doug and I undertook a second trip to Cleveland to visit the headquarters of Sherwin Williams. Doug had talked extensively with the lady who was the advertising director there. He was very enthusiastic about the prospect of making this sale. By that time Doug had already closed a few big deals for us, and so I trusted his judgment. However, I could not understand how a company that really only sold one product could possibly need AdDept. Yes, they have thousands of stores, but how many ads do they run?
I don’t honestly remember anything about our discussion with them. Needless to say, Doug did not close this one, although he never stopped trying to revive it.
I don’t really count it as a whiff, but Doug was unable to close the deal with Liberty House in Honolulu after our epic trip to Hawaii in December of 1995. The details are recounted here.
I drove past two of the stores in Texas, but I never went inside.
Just as Marvin Elbaum had backed out of his contract with TSI for a GrandAd system in 1986 (as described here), so also one company signed an agreement for TSI’s AdDept system and, before we had installed the system, changed its mind. There was one big difference in the two situations. The second company was the Tandy Corporation, which had actually ordered installations of AdDept for all three of its retail divisions. At the last minute the company decided to close down Incredible Universe, one of the three divisions. The other two companies became TSI clients in 1997, as is described here.
It was not a big loss for TSI. IU was one of a kind. Its stores were gigantic multi-story combinations of electronics and theater. There were only seventeen stores, and only six were ever profitable. Those six were sold to Fry’s Electronics. The other eleven were sold to real estate developers at pennies on the dollar.
I did a demo for Mervyn’s California, a department store based in Hayward, CA. I think that I must have done the demo after finishing a training/consulting trip at Macy’s West in San Francisco. I cannot imagine that I would have flown out to the west coast to do a demo without spending a day or two gathering specs.
The IBM office nearest to Hayward was in Oakland. I took BART in the late afternoon from San Francisco to Oakland. There was quite a bit of excitement at the Holiday Inn at which I was staying. Someone had been murdered on the street in front of the hotel the previous night. There was one other very peculiar thing about this stay. I checked into a Holiday Inn with no difficulty, but I checked out of a different hotel (maybe a Ramada?). The hotel had been sold, and its ownership had changed while I was asleep.
The demo went fine. The guy who had contacted me—his name was Thiery or something like that—liked what he saw. However, the sale never advanced any further. This was almost always what happened whenever I got talked into doing a demo without taking at least a day to interview the potential users. At the time that I did the demo Mervyn’s was, unbeknownst to me, owned by Target. This might have explained the lack of progress. Target may have been restricting or rejecting any capital purchases at the time.
Mervyn’s was sold to some vulture capitalists in 2004. A much smaller version of the chain went out of business in 2009.
For some reason Doug and I once had a very short meeting with the president of Gottschalks, a chain of department stores based in Fresno, CA. He told Doug and me that he would get all of the other members of the Frederick Atkins Group to install AdDept. This organization (absolutely never abbreviated by its initials) somehow enabled its members to shop for foreign and domestic merchandise as a group. Nearly every department store that was not owned by the May Company or Federated belonged to it.
A few years after he made this promise he (or someone else at Gottschalks) arranged for me to speak before the members at one of their conventions in Naples, FL. I flew to Fort Meyers and rented a car from there. Naples was beautiful and reeked of new money. I gave my little spiel, but I did not have an opportunity to interact with any of the members of the audience. So, I did not get any direct feedback.
We eventually did sign up a few members of the group—notably the Bon-Ton (described here) and Elder-Beerman (described here). I don’t know whether my speech had any effect.
I think that the Frederick Atkins Group is defunct in 2021. The references to it that I could find on the Internet were all from decades past.
In (I think) 1999 Doug Pease and I made an unproductive trip to Columbus, OH, to talk with the IT director of of Value City about the possibility of installing the AdDept system for use by the advertising department. That adventure is described here.
First stop: Norfolk.
TSI got a phone call from a chain of furniture stores in coastal Virginia, Norfolk4, as I recall. As part of my crazy automotive support trip, I stopped by to talk with the advertising director at this company on my journey from Home Quarters Warehouse in Virginia Beach to Hecht’s in Arlington. I spent a couple of hours with him. When I discovered that the company had only three stores, I knew that this was a mistake. I told him that our software could address his problems, but the cost and effort would not be worth it for either of us. I advised him to hire someone who was a wiz with spreadsheets.
I think that I got a free cup of coffee out of it.
I can’t tell you what happened to the company thereafter because I don’t even remember its name.
We had two reasonably hot leads in 2000. I had to handle both of them myself. The first was at Bealls department store, which has its headquarters in Bradenton, FL. This was another situation is which I had to deal with the IT department rather than the advertising department. I am pretty sure that the company already had at least one AS/400. I have a few notes from this trip, but it is not clear whether I intended to do the demo on their system or on one at a nearby IBM office.
In any case I think that there was a technical problem that prevented a successful installation of the software needed for the demo. So, I had to improvise, and I did not get to spend much time with the people who would have benefited from the system. The whole thing made me very depressed.
I had some free time, and so I went to the beach. I stopped at a Jacobson’s store to buy a tee shirt to wear at the beach. The cheapest tee shirts in the store cost $100!
The beach was lovely, and it was unbelievably empty. The weather was pretty nice. A beach in Connecticut would have been packed in this type of weather.
All of these stores are gone.
We did not get the account, but the tale has an interesting coda. Bealls is still in business today. For years Bealls could not expand outside of the state of Florida because a different store with exactly the same name was already using it in other states. These Bealls stores were run by Stage Stores, a long-time AdDept client that was based in Houston. Stage Stores was still using AdDept when TSI went out of business in 2014.
In 2019 Stage announced that it was changing all of its stores into Gordmans, its off-price logo (which did not exist while I was working with them). When the company declared bankruptcy Bealls purchased, among other things, the right to use the Bealls name nationwide.
I remember going to Barneys New York in late 2000 to talk with someone in advertising. I also have discovered three emails that I sent to Christine Carter, who was, I think, either in charge of the advertising department or in charge of the financial side. Barneys only had twenty-two stores, and that included some off-price outlets. I don’t know how much they actually advertised.
Flagship store on 60th Street.
We never heard from them after my last email, which emphasized how easily AdDept could be adapted to differing needs even for companies the size of Barneys. By this time the very affordable AS/400 model 150 had been introduced. It would have been perfect for them.
I think that Barneys is dead or nearly so in 2021. All of the stores in the U.S have been closed, and even the “Barneys New York” brand was sold to Saks Fifth Avenue. However, the company also had a Japan division, which is evidently still operational.
I received a very unexpected phone some time in 2001 or 2002. It came from a man who had formerly worked at Saks Fifth Avenue and had taken a job as a Vice President at Sears. He knew that the advertising department at Saks had been doing things with its AdDept system that Sears’ advertising department seemed utterly incapable of. He invited me to the Sears headquarters in Hoffman Estates, IL, to investigate the possibility of installing AdDept at Sears.
At about the same time I had been in contact with the agency in a nearby town that Sears used for buying newspaper space and negotiating newspaper contracts. They wanted to talk with me about the possibility of working together. The agency’s name was three initials. I think that one was an N, but I am not sure.5
I arranged to spend consecutive days at the two places. It was cold on the day that I visited the agency. I learned that it recruited new clients by claiming that they could negotiate better rates for them because they also represented Sears. I suspected that this was baloney. Sears was a bid dog nationwide, but the amount of newspaper ads that they bought in any individual market was not that impressive. They were just in a lot of markets.
After the people explained the services that they offered to clients, I remarked that about 10 percent of what they did overlapped with about 10 percent of what we did. Privately I could not imagine that any of our clients who would benefit from their services.
I told them about AxN, our Internet product. They informed me that the papers did not want to sign on to their website for insertion orders. Of course, they wouldn’t, and they had nothing to hold over the papers.
We ended the meeting with the usual agreement to stay in touch and look for synergies, but privately I considered them the enemy.
I did not see a parking structure. Maybe I entered on the wrong side of the pond.
The next day was bitterly cold, and there was a strong wind. I located the sprawling Sears complex and parked my rented car in a lot that was already nearly full. I had to walk a long way to the main building, and I have never felt as cold as I did on that walk.
I could hardly believe it when I walked into the building. The ground floor was billed with retail establishments—a drug store, a coffee shop, a barber shop, and many more. I had to take the escalator up to get to Sears. I was met there by the woman with whom I had been in contact. She was from the IT department.
OK, now I get it. Our problem was that we did not have enough architects.
She took me up to meet the “advertising team”. Six or eight people were assembled in the room, and they all had assigned roles. I remember that one was the “system architect”, and one was the “database manager”. I almost could not suppress my amusement. What did all these people do? There was no system, and there certainly was no database. At TSI I handled essentially all the roles that everyone at the table described.
They asked me some questions about the AdDept system. When I told them that it ran on the AS/400, the system architect asked me if that system was not considered obsolete. I scoffed at this notion and explained that IBM had introduced in the AS/400 64-bit RISC processors that were state-of-the-art. I also said that, as far as I knew, the AS/400 was the only system that was build on top of a relational database. That made it perfect for what AdDept did.
I wonder how many “OS/2 shops” there were in the world.
They informed me that Sears was an OS/26 shop. I did not know that there was such a thing. In the real world Windows had already left OS/2 in its dust by that time. In all my time dealing with retailers I never heard anyone else even mention OS/2. It might have been a great idea, but IBM never did a good job of positioning it against Windows.
Besides, just because the corporation endorsed OS/2 should not eliminate consideration of multi-user relational databases where appropriate. The devices with OS/2 could serve as clients.
They explained to me that Sears’ advertising department had hundreds of employees, most of whom served as liaisons with the merchandise managers. Most of the ads were placed by agencies. I presume that the newspaper ads were produced in-house. No one whom I talked with seemed to know. The people on the committee did not seem to know anything about how the department did budgeting or planning.
The competition.
Someone talked about Sears’ competitors. The example cited was Home Depot. I don’t know why this surprised me. I must have been taken in by the “softer side of Sears” campaign a few years earlier.
After the meeting my escort took me to a remarkable room that was dedicated to the advertising project. It was a small theater that had ten or so posters on the wall with big Roman numerals at the top: I, II, III, IV, etc. There were no statues, but otherwise I was immediately struck by the resemblance to the Stations of the Cross that can be found in almost any Catholic church in the world. I asked what the posters represented. The answer was that they were the “phases of the project”. I was stunned by the assumption that the project required “a team” and that it was or indefinite duration. No one ever allowed us more than a month or two to have at least portions of the system up and running.
At some point I was allowed to give my presentation. The man who had worked at Saks attended along with a fairly large number of people. Maybe some were from advertising. I was never allowed to speak with them individually.
I never got to read the advertising department’s Wish Book.
My talk explained that AdDept was a relational database that was specifically designed for retail advertising departments. I described a few of the things for which it had been used by other retailers. I could not do much more than that. I had not been able to talk with any of the people in the department, and the IT people were clearly clueless.
When I returned to Connecticut I wrote to both my escort and the man from Saks. I told both of them that I did not know what the next step might be. I had not been given enough access to the advertising department to make a proposal. The whole experience was surreal. If someone had asked me to return, I would only have done it if I were granted unfettered access to potential users.
No one ever contacted us. I told Doug not to bother following up.
One puzzling whiff occurred during the very short period in which Jim Lowe worked for us. The strange case of Wherehouse Music is explored here.
Perhaps the strangest telephone call from a genuine prospect that I ever received was from Albertsons, a very large retailer with is its headquarters in Boise Idaho. The person who called was (or at least claimed to be) the advertising director there.
I had heard of Albertsons, but I did not know very much about the company. All I knew was that they were a chain of grocery stores in the west. Since advertising for grocery stores is basically limited to one insert/polybag7 per week, they had never seemed to be great prospects for AdDept. However, I never hung up on someone who expressed interest in the system.
The problem was that this lady insisted that I fly out to Boise to meet with her and her crew the next day. I tried to get her to explain what the situation was, but she said that she had no time to talk. She needed to know if I would make the trip. It was a little tempting for a peculiar reason. Idaho was one of the few states8 that I had never visited. Still, this sounded awfully fishy. I passed.
The incredibly bumpy road that Albertsons has traveled is documented on its Wikipedia page, which is available here. I don’t remember when the call from the advertising director came. I therefore have no way of knowing whether she was in charge of advertising for a region, a division, all of the grocery stores, or none of those. I might well have passed up an opportunity that might have extended the life of the company. Who knows? It looked like a goose, and it honked like a goose, but maybe going to Boise would not have been a wild goose chase.
Jeff Netzer, with whom I had worked in the nineties at Neiman Marcus (recounted here), called me one day in 2010. He asked me if I remembered him. I said that I did; he was the Aggie who worked at Neiman’s.
He informed me that he was now working at Sewell Automotive, the largest Cadillac dealership in the Dallas area. He said that they were looking for help in automating their marketing. I was not sure how well AdDept would work in that environment, but I agreed to visit them. His boss promised to buy me a steak dinner.
I flew Southwest to Dallas, and for the first time my plane landed at Love Field. It was much closer to Sewell than DFW would have been.
I found a great deal out about their operation. I doubted that we could do much for the agency for a reasonable amount of money. On my computer I recently found a three-page document dated September 23, 2010, in which I had listed all of the issues that I learned about at Sewell. A woman named Tucker Pressly entered all of their expense invoices into a SQL Server database. It was inefficient, and there were no programs to help them compare with budgets.
The main objective of the marketing department was to make sure that they were taking advantage of all available co-op dollars from Cadillac and other vendors. We could not help with this unless we wrote a new module. I described my reactions to their issues in a letter to Jeff.
I never heard back from Jeff, who left Sewell in 2012. Nobody ever bought me a steak dinner.
Sewell Automotive is still thriving in 2021.
In 2011 or 2012 I received a phone call from a lady from the advertising department at Shopko, a chain of department stores based in Green Bay, WI. I don’t recall her name. She said that she worked for Jack Mullen, whom I knew very well from both Elder-Beerman and Kaufmann’s. Before Doug Pease came to TSI, he had worked for Jack at G. Fox in Hartford.
I flew out to Packer Land to meet with her. They had a very small advertising department. They basically ran circulars in local newspapers on a weekly basis. As I remember, she and one other person ran the business office.
I worked up a proposal for the most minimal AdDept system that I could come up with and sent it to her. When I had not heard from her after a few weeks I called her. She said that the company was downsizing and, in fact, her position was being eliminated.
Jack also left the company in July of 2012. His LinkedIn page is here. Shopko went out of business in 2019.
1. Allison Volpert apparently still works for IBM in 2021. Her LinkedIn page is here.
2. As I write this I can easily visualize Doug stabbing a box with a pencil after a frustrating telephone conversation with someone from a Federated division.
3. I worked fairly closely with Debra Edwards when I installed the AdDept system at Elder-Beerman stores in Dayton, OH. That installation is described here. She was the Advertising Director there. Her LinkedIn page is here.
4. The “l” in Norfolk is silent, and the “ol” sounds much more like a short u.
5. I later learned that there were actually two affiliated agencies across the street from one another. I encountered the other one, SPM, in my dealings with Proffitt’s Inc./Saks Inc., which are detailed here. The agency was still around in 2023. Its webpage is here.
6. In fact IBM stopped updating OS/2 in 2001 and stopped supporting the operating system in 2006. I cannot imagine how Sears dealt with this. I pity their employees with nothing OS/2 experience at Sears on their résumés.
7. Polybags are the plastic bags that hold a group of flyers from diverse retailers. they are ordinarily distributed to people willy-nilly.
8. The others are Wyoming, Montana, North Dakota, and Alaska. I am not certain of Arkansas. I might have gone there with my grandparents when I was a youngster. The only place that I have been in Utah is the Salt Lake City airport.
