2004-2009 Partners at the Simsbury Bridge Club Part 1

Partners at Eno Hall. Continue reading

I vividly remember my first night at the Simsbury Bridge Club. Paul Pearson had given me contact information for the director of the club, Paula Beauchamp (pronounced BOW shahmp). I told her that I would like to play on the following Wednesday, which was, I think, May 19 or perhaps May 12, 2004. She told me that the games were held at Eno Hall, located on the main street in Simsbury (Hopmeadow Street better know as Route 10/202). Parking was in the back, and the game, which was in the basement, could easily be reached from the parking lot via a handicap ramp. She told me to arrive a few minutes before the 6:30 starting time, and she would pair me up with someone.

I consulted MapQuest to try to figure out the best way to get there. I think that I may have driven on Route 20 all the way to the intersection with Route 202. There are three or four better routes, but I allowed plenty of time.

Roz Sternberg.

I located Paula, and she assigned me to play with Roz Sternberg. I had only played a few hands of bridge in the previous twenty-four years, and I remembered very little. I had relearned Stayman and Blackwood, and the course that Paul had taught at Fermi had familiarized me with five-card major openings, transfers, and negative doubles. Roz was accustomed to playing with rookies. She told me that jumps were weak, and everything else was mostly natural.

I also did not know how to keep score on the travelers. So, Roz had to sit North. We were assigned to table #3, which was right in front of the air conditioner that blasted away all evening. My South seat was directly before the fans. Cold air blew on my neck all evening as I sat there shivering. The opponents at the first table had to show me how to use the bidding box. I remember nothing about the hands; I was concentrating all my attention on following suit and bidding or leading only when it was my turn. I was proud that I had successfully avoided any director calls. I was unable to turn up a copy of the results, but I seem to remember that Roz reported that we finished about in the middle.

After that I played with Roz a few times and against her countless times. I don’t have any great stories about her play. For some reason she never came to Eno with a partner. That was a little strange because after she retired she mostly played at the Hartford Bridge Club (HBC) with a few steady partners.

Roz was employed as the IT director for the New Britain Public School System, which had one or two AS/400’s. Nobody there really knew too much about them. Several years after our initial game she found out that I had a lot of experience with AS/400’s. She asked me to come to her data center to see if I could help her with a problem. I can’t remember exactly what it entailed, but it was something rather tricky that I had previously encountered. Furthermore, I had documented my work-around. So, I went there, implemented the fix, and explained what I had done.

Actually she sent a check.

Roz then had me look at a few connectivity issues. I was less certain of my abilities in these areas, but when I left, everything seemed to be working the way that they wanted it. I considered this just a favor for a friend, but she insisted that TSI send her an invoice for my time. So, we did. It was for $100 or maybe $150. She probably had a budget for this sort of thing.

I was afraid that Roz would start calling me for technical support whenever they encountered a problem, but, in fact, she never asked again. My recollection is that within a year after my visit the school system replace the AS/400’s with a different system.


Peg Corbett1 also never came to Eno with a partner. On the second or third Wednesday that I attended at the SBC I played with Peg, and we actually won a fraction of a masterpoint from the ACBL. Here is the published scoresheet:

Open Pairs Wednesday Eve Session May 26, 2004
 Scores after 24 boards  Average:   48.0      Section  A  North-South
 Pair    Pct   Score  Rank   MPs     
   4   57.81   55.50   1    0.60     Jean Seale - Sonja Smith
   3   56.77   54.50   2    0.42     Peg Corbett - Mike Wavada
   1   49.48   47.50                 Ellen Tabell - Tony Tabell
   2   46.88   45.00                 Don Verchick - Nancy Campbell
   5   39.06   37.50                 Carl Suhre - Dorothy Suhre
 Open Pairs Wednesday Eve Session May 26, 2004
 Scores after 24 boards  Average:   48.0      Section  A  East-West
 Pair    Pct   Score  Rank   MPs     
   2   55.00   52.80  1/2   0.51     Claire Tanzer - Alice Rowland
   5   55.00   52.80  1/2   0.51     Dorothy Clark - Roz Sternberg
   1   51.25   49.20                 Jerry Hirsch - Mel Hirsch
   4   50.63   48.60                 Maureen Denges - Pat Matthew
   6   50.63   48.60                 Marylou Pech - Russell Elmore
   3   37.50   36.00                 Louise Alvord - Carol Schaper

I am pretty sure that I played with Peg a handful of times. Most of them were not memorable, but on one occasion she seemed to be on another planet. She explained to me that she had taken her prescription allergy medication, and it made her a little loopy. Both her bidding and her play of the cards were abominable. We finished last.


Winning points with Peg was exciting. However, it was nothing compared to the thrill that I ever felt came a month or so later after I had been assigned by Paula to play with Russ Elmore a couple of times. He asked me to be his regular partner!

My first game with Russ was a unique experience. He handed me a one-page typed sheet—not a convention card—and informed me that this is what we would be playing. It was close to Standard American, the system popularized by Charles Goren, but there were a few significant differences. I remember that we did not open 1NT if we had a worthless doubleton in one of the suits.

I did not complain about the eccentricities. Russ had played much more bridge experience than I had. Maybe his approach was outdated, but at least we would agree on what we were doing. Besides, Russ was cool. He was much older than my fifty-six years, but he often came to the bridge games on his motorcycle!

I realized that the primary motive for Russ wanting me as a regular partner was to avoid being assigned to play with Roz or Peg, who would argue with him about using his sheet of paper as the basis for bidding and playing agreements. Ordinarily these are negotiated with both sides willing to give in on some things. Even so, I was ecstatic that someone actually agreed to play with me on a regular basis.

At the Christmas party in December of 2004 or 2005 Russ confided to me that he intended to open every hand with a bid of 1. Yes, this was a party, but no one was drunk. I, for one, still took the games at the SBC very seriously. Those Wednesday evening games were the only time that I got to play all week, and I was very conscious of how many masterpoints I had accumulated. So, I asked Russ to just bid his hand as usual, and he respected my request.

When I played with Russ I got in the habit of analyzing every hand afterwards. Since we did not have hand records (sheets of paper that shows the location of all fifty-two cards on deal), I could only go by how well we did when I played a hand vs. when Russ was declarer. We did much better when Russ played. I told this to Russ, and he laughed.

I bought a book called How to Play a Bridge Hand by William S. Root. It had hundreds of examples with quizzes at the end of each chapter. I converted these quiz question into 4×6″ cards—problem on the front and answer on the back—that I could study during lunch breaks at work. It did help; I got a little better.

I later made an interactive web page that included all of these problems for declarer play and included other interesting ones that I encountered over the years. I posted a link to it on the web site that I designed for the SBC. The problem page is located here.


If an odd number of people showed up on a Wednesday, Paula Beauchamp3 played with one of the players who came without a partner. Since she was a very skilled and experienced player, everyone who came without a partner—usually three to five of us—hoped to get to play with her. She had many chances to play with me, but she only picked me once.

I made few obvious mistakes, maybe even none. No, that was not likely. Let’s just say that I did not notice any errors. If Paula did, she did not mention it. We finished first with a very good score, and after I played one hand she said, “You played that like a surgeon!” My buttons were busting.

I once was surprised to see Paula in the terminal at Bradley International Airport. She had apparently just returned from a vacation, and I was on my way to visit a client. I don’t remember the date, and it is hard for me to place the time, too. I generally left very early in the morning, before any flights had arrived. I do remember that she was wearing a pair of those rubbery shoes with holes in them, Crocs.

Paula’s favorite movie was Life is Beautiful (La Vita è Bella) with Roberto Begnini. I had also seen this film. I sometimes called Paula Principessa, the term of endearment used by Begnini’s character for his wife. She liked the way that I pronounced it.


I persuaded my friend Tom Corcoran to play with me at the SBC five or six times. He worked in Simsbury at the time, and so it was not much of an inconvenience for him. He had not played at all since he graduated from Brown in 1972.

I was surprised to find when researching this entry that we actually finished first at least twice. However, those occasions are not the ones that stand out in my memory. Once Tom opened 2, which showed a very powerful hand with more than half of the aces and face cards. In contrast, an opening bid at the two-level in any of the other suits show a weak hand with six cards in the bid suit. Tom had intended to show a weak hand with clubs. Unfortunately, I had a pretty good hand, and I did not give up on the possibility of bidding a slam (committing to win twelve or thirteen tricks) until he passed my 5NT bid. We ended up five or six tricks short for a big penalty.

Tom, who was only two years younger than I, stopped playing after a few months. The only remark he made was “Those people are sure old.”


When Russ moved away I had to find a new partner. I had noticed that in 2015 two guys, Roger Holmes and Dick Benedict, began playing and did pretty well. After a month or two Roger seemed to stop attending, and Dick played much less frequently and with different partners. I sent Dick an email that explained my situation and asked him if he would consider playing with me. I told him that I knew all of the conventions on the Yellow Card4, and I was willing to learn new ones. He responded enthusiastically.

June 9, 1953 could have been Dick’s last day.

Dick and I played together for several years at the SBC, at the HBC whenever I got a chance on a weekday, and at tournaments that were within driving distance. We got to be pretty close. I learned about his two ex-wives, one dead and one divorced, his two daughters, and the father with whom he had played cribbage. I learned a lot about the tornado in Worcester from which Dick’s father rescued him. I also learned from Dick that New Hampshire was the best place to buy liquor. Dick stocked up on The Famous Grouse whenever we drove up to Nashua for a tournament.

Dick and I played on many teams together. In team games5 four people form a team. One pair plays East-West and the other plays North-South. You play a match against another team. Your East-West pair plays a set of hands against their North-South pair and your North-South plays the same hands against their East-West. Two types of team games were bracketed. Between eight and sixteen teams with similar masterpoint totals played against one another in either a knockout or Swiss format. Our foursome concentrated on these bracketed games so that we did not encounter the really good players.

Usually Dick and I played together. He was good at convincing people to play with us at tournaments. Our best results came when playing with Robert Klopp6, who lived at the Duncan Hotel in New Haven, and Brenda Harvey7 from Orange, CT. I remember sending email to my dad in Kansas City from the Panera Bread in Nashua, NH, when we had won two knockouts in a row. I think that Robert Klopp may have already been a Life Master when we started, but both Dick and Brenda Harvey achieved that rank at tournaments in which our foursome played as a team.

Some of our results were spectacular. I remember that in one Bracketed Swiss at a regional tournament we won our first six rounds by such lopsided margins that we had built up an insuperable margin. We actually could have gone home without playing the final round, which we also won. However, we did not always do so well. At an Open Swiss at a sectional in Auburn, MA, we finished dead last out of twenty-five or thirty teams. Neither Robert nor Brenda played with us on either of these occasions.

Helen Pawlowski.

Dick was not sitting across from me when I made Life Master. At the time the requirement for that rank was 300 total masterpoints that had to include some number of silver and gold points that could only be won at tournaments. In late December of 2009 I had enough silver and gold, but I was a small fraction of a point short of 300. I informed Helen Pawlowski (pahv LOFF skee), the director of the SBC game at the time, about my status before the game on December 23. She immediately declared the game a “club championship”, which meant that extra points would be rewarded.

Unfortunately, both Dick and I played poorly; he was bad, but I was worse. I made a really stupid bid when playing against Claire Tanzer, who never said a bad word about anyone. She remarked that if I played like that I did not deserve to make Life Master. She was right.

However, deservedly or not, I was awarded the necessary points at the last Saturday game in December at the HBC after playing with Tom Gerchman. In those days it took the director a few minutes to enter all the scores in the computer. Everyone else had already left by the time the results were posted, and it was confirmed that Tom and I had scored well enough to earn the needed points. There was no one to celebrate with.

There was a game scheduled for that Sunday at the HBC, and, because I had set a goal of making Life Master before the end of the year, I was scheduled to play. However, the Sunday game got snowed out. So, I achieved my goal at the last possible game of the year.

Dick was, however, my partner for my Life Master parties at both the SBC and the HBC. At the SBC he gave a little speech in which he announced that I had called him up and told him something—I don’t remember what. I Immediately denounced that as a damnable lie, and asked the group whether I had ever called any of them on the phone. No one spoke up. Of course, I probably did say whatever it was that he claimed that I had said, but I never talked with Dick on a telephone. Dick and I corresponded only by email and in person. In fact, I have almost never called anyone about bridge.

My LM party at the HBC was a unique occasion for at least three reasons. In the first place it was held on a Friday evening in March 2010. I know of no other Friday evening game ever held there. Although I sat North across from Dick in the “throne” reserved for the honoree, he was only there for three hands. The format used that night involved individual scoring. Everyone played with seven or eight different partners. Only the Norths stayed at the same table. I know of no other occasion in which that format was used at the HBC.

There was one other odd thing about it. I won! Well, officially I tied with Cecilia Vasel, but I discovered later that on one hand I had made a mistake in scoring8 in the opponents’ favor. The honoree almost never does well in this game; there are too many distractions. Perhaps on that evening everyone was distracted by the weird format.

Dick and I stopped playing together later in 2010. I made a sarcastic comment when he passed what was—-to my way of thinking—clearly a control-showing cue bid. He took offense, which was not unreasonable. There was no great rancor. In fact, we did play together occasionally after that. He moved to Bradenton, FL, at some point in the teens. When he came back to Connecticut to visit we usually paired up at least once.

Inge Schuele.

Dick introduced me to tournament bridge. Four of us went to the District 3 tournament in Danbury, CT. I played with Dick, and Inge Schuele played with Virginia Labbadia. The team that we played in the first round had more than ten times as many points as we did. The guys we played against used the Mini-Roman convention. I had never heard of it, but using the 2 opening bid to describe a hand with three four-card suits and 11-15 points seemed to me like a great idea at the time. In fact, however, it is one of the few well-known conventions that I have never played.

I thought that Dick and I had performed reasonably well against the guys, but we lost the match by a lot. So, we needed either to drive back home or find another event for the afternoon session.

On the schedule we found a 199er game in the afternoon. Inge and I qualified to play in it, but Dick and Virginia had too many points. They played together in some kind of unlimited game.

Things went very well for Inge and me. We ended up in first place, and it was not even close. Our photos were printed in the tournament’s Daily Bulletin, and we each got a small trophy, the first bridge trophy that I ever won, and the only one that they let me keep.

I have a couple of other very vivid memory of playing with Dick. I remember that I earned my final gold points in one of the first Gold Rush Pairs events ever held in New England. In the afternoon session we bid and made 7NT on the first hand and held on to win our section.

The other memory is literally painful. We were playing in a pairs game in Danbury, and something was wrong with my neck. Every five or ten minutes I would—without any warning—experience a sharp pang there. I took some Advil for it, but it did not seem to help much. I found it very difficult to concentrate. We finished the event, but we did not do well.

The plan had been for me to stay overnight at Dick’s house in Avon and ride back with him to Danbury for another event on Sunday. I told him that I did not want to play again until the neck pain ceased. He agreed that that was a good idea. I rested the next day, and the pain disappeared, never to return.

Folded traveler in board and traveler with scores.

Over the years I have often told people that the most important thing that I learned from playing with Dick Benedict was the preferred method of folding the “travelers”, the score sheets that traveled with the boards that contained the cards from one table to the next. The only really important thing was for the board numbers (and almost nothing else) to be visible, but Dick’s method was definitely the easiest, most reliable, and most esthetically pleasing.


Mass Mutual in Springfield.

In 2009 I teamed up with a young guy named Steve Smith. I knew his mother Sonja, who was a fine tournament player and the best regular player at the SBC. Steve worked at Mass Mutual as an actuary. He was an FSA, but his main interest was finance, not insurance. Steve and I were a good match. I learned that he had been a successful debater in high school, but he did not participate in the rigorous type of policy debate that I did.

Steve lived in the area just north and west of the park.

Steve owned a house in the Forest Park section of Springfield. He rented out two of the bedrooms to other guys. It was not quite the Animal House, but I never knew what to expect when I picked him up to go to a tournament. He often forgot to bring cash, which was the only form of payment most tournaments accepted.

Playing with Steve was nothing like playing with Dick. Dick was the model of stability; Steve was up for anything.

Steve and I played together on a regular basis at the SBC and also in tournaments quite a few times. Considering how little experience we had, we had an extraordinary record . The highlight was the afternoon-evening of Saturday October 10 at the Sturbridge Host Hotel in Sturbridge, MA. Steve and I were playing in the qualifying tournament for Flight C of the North American Pairs, a national championship with three separate divisions, called “flights”. Three teams would qualify from our C Flight to represent New England in the national finals in Reno in March of 2010.

We played fairly well in the first session. I think that our score was a little above 50 percent. We ate supper at the Oxhead Tavern, which is adjacent to the hotel, with Steve’s mother Sonja, her partner David Rock, and two guys from New Hampshire, Bruce Downing and Mark Conner. Sonja, David, and the NH guys were playing in the B or A flight.

We needed to make up quite a bit of ground in the evening session to have any chance of qualifying. Fortunately, we caught fire in the second session. We actually turned in the best score of any pair.

In those days the directors still tabulated the results from scores recorded on pieces of paper. Therefore, it took them a fairly long time to enter and check the results. When they finally posted them, we had finished third. We were qualified for the North American Bridge Championships (NABC) in Reno!

Actually there was still one hurdle. Mark Aquino, who was the district’s NAP/GNT coordinator, called me and asked if Steve had qualified at a club game. I told him that he had done so at the HBC; I even provided him with the date and time. He said that it did not appear that Steve had won any points. I agreed that he had not, but he did earn a “Q” on the results page. I knew where to find it on the Internet and sent Mark a copy.

As it turned, out the team with the best score in our flight in Sturbridge—a couple of guys whom I had never seen at a tournament—participated even though they had not qualified at a club game. They were disqualified, and we moved up to second place. As I recall, the district paid us $100 each to play in the tournament in Reno.

Not the best bridge book ever.

Steve and I both were still working. In fact, he had been in college at the University of South Carolina just a few years earlier. So, we could only play one or two sessions per week to try to get better by the time that we played in Reno. I thought that it would be a good idea if we played a system that was somewhat different from what most people played. I bought two books on playing systems based on weak 1NT opening bids. We settled on an approach outlined in one of them. In those days my memory still worked, and Steve, as I mentioned, was very adaptable.

Steve and I had a great time in Reno. On Wednesday March 17 we boarded our Southwest flight to Las Vegas and changed planes. On the last leg—the short flight from Las Vegas to Reno—-I sat in the window seat and studied (or at least pretended to study) my Russian flash cards9, and Steve sat on the aisle. The middle seat was not occupied until the plane was almost ready to take off. A woman of about Steve’s age (or even younger) with enormous gazoingies settled there. Steve chatted her up a bit. I must admit that I listened; her answers to most of his queries were completely off the chart. Steve was remarkably adept at keeping a straight face during the interview.

The tournament was at a resort hotel/casino a few miles south of downtown Reno. We planned to play in three events—the NAP and Red Ribbon Pairs, both of which were scheduled for afternoon-evenings, and a compact knockout that was scheduled for two mornings. The Red Ribbon Pairs were held on Thursday and Friday March 18-19. The NAP was on Saturday and Sunday. Here are a few of my most vivid memories of the tournament:

  • The first night that we were there we were invited to a social gathering sponsored by District 25 (New England) and hosted by Helen Pawlowski and Steve’s mom. This was the first time that I ever met Rich and Sandy DeMartino. Rich was the District Director, and Sandy was (maybe not yet in 2010) chairman of the national Goodwill Committee. We told Rich which events we intended to play in. He opined that our schedule might be too difficult for first-timers. We didn’t care.
  • The Red Ribbon Pairs was the first time that I ever seen a Bridgemate, the hand-held battery-powered electronic scoring device. Tournaments in New England did not use them yet. I sat North and had to figure out how to operate it. It made me very nervous. I feel certain that it affected my play. I should have just switched positions with Steve. He was much more familiar with learning how to use new electronic equipment. We were well below 50 percent in the afternoon session. We did a little better in the evening, but we missed the cut for the second day. We did make friends with a few people in our sections, however. People thought that we were a father-son team.
  • We played in a compact knockout in morning sessions on Friday and Saturday. Our teammates were a father-daughter pair from Michigan who had only played together online. They lived in the same state, but they decided to go to Nevada to play face-to-face. Our team won both of its matches in the morning. So, we qualified to play the second half on Saturday.
  • At some point I remember going for a fairly long run in the area. There was not much to see.
  • I think that on Friday Steve and I ran into Ron Briggs and Andre Wiejacki (vee YAH skee), the other pair representing New England. Ron was a little bristly, but Andre and I became pretty good friends.
  • We played in a pairs game, I think, on Friday. I seem to remember that a woman criticized me for not explaining one of our conventions properly.
  • On Saturday morning we easily won the semi-final match of the compact knockout. In the finals we faced a husband-wife team from Texas. I made a serious mistake early in the match, and I was afraid that I had blown it for our teammates. However, we ended up winning by just a few International Match Points. We each won a clear coffee mug with the ACBL logo on one side and the tournament’s logo on the other. I still have mine. In 2021 I drink tea out of it almost every day.
  • It was really exciting to play in the NAP. The directors made everyone who had a cell phone or other electronic device turn it in before play started. The competition was not as tough as in the Red Ribbon Pairs, and once again we did better in the evening, but we did not make it to the second day of this event either.
  • We decided to play in the huge B/C/D Swiss on Sunday morning. Our teammates were a pair of guys from the DC area whom we had met in the NAP. Our team got off to a strong start, which is not necessarily a good idea for a team in the lowest strat of a Swiss. Steve and I were very tired. We both made stupid mistakes for which we had to apologize to our teammates. Steve started to set his hand down as dummy twice when he was actually the declarer. My mistakes were more subtle but also more costly.
  • Helen, who had a rental car, took us into town one evening for supper at an Armenian restaurant. I can’t say that I thought too much of it.

Our flight back also went through Las Vegas. Steve and I sat a couple of rows behind superstars Jeff Meckstroth and Mark Lair. Meckstroth boarded first and sat in the aisle seat looking ferocious. Lair boarded much later and quickly settled into the adjacent seat that Meckstroth had been guarding.


The Crowne Plaza calls it “The Garden Pavilion”.

I remember one other great experience playing with Steve. It was on Sunday at the first tournament held at the Crowne Plaza in Warwick, RI. We were in the big tent playing in the bracketed Swiss with Marcia West and Paula Najarian. In the last round we played against Ron Briggs’ team, which was in first place. We found ourselves in second, but we were within striking distance. On the last hand Steve had bid an impossible 4 contract. I was dummy watching Steve futilely play the last five or six cards. I observed that Ron had absentmindedly discarded a club on one of Steve’s hearts and then followed suit on the next round of hearts. The dummy is not allowed to speak until the last card has been played. So, I unobtrusively moved that trick out of alignment by a fraction of an inch. When the hand was over, I drew attention to the revoke, and we ended up winning both the match and the event by the narrowest of margins.

I have not seen Steve since he accepted a job in New York City working for Goldman Sachs. I seem to recall that Sonja said that he got married. He and I follow each other on Twitter, but his account is not very active. I could find no photos of him on the Internet.


Photo of the 2004 Xmas party: Dorothy Clark is on the left; Shirley Schienman is in the seat in which I sat on the first night.

I played with at least five other people in those early years at the SBC. I played exactly once with Bob Nuckols, Dorothy Clark, and Sonja Smith. I don’t remember anything about the games with Bob and Sonja. I remember one hand in which Dorothy and I were on defense. I led a very low card in a suit that I knew that she could ruff. The fact that my card was low should have told her to lead the lower of the two side suits back to me, but she led the other side suit. When I mentioned it to her, she admitted that she was not good at noticing suit-preference signals.

I played several times with Sonja at the HBC and once or twice in tournaments. On one occasion I was scheduled to play with her at the HBC, but I had to cancel because of a severely upset stomach probably due to food poisoning of some sort. By lunch time I felt fine. This was one of the very few times that I missed a game because of illness.

I played two or three times with Paul Pearson. He and his wife came to my Life Master party at the SBC. Much more about my relationship with Paul is detailed here.


Jerry Hirsch started playing at the SBC in 2009 a few weeks before I did. We were partners a few times at the SBC, a few times at the HBC, and also at a few tournaments. I probably played against Jerry more often than any other bridge player. At the SBC Christmas party one year Jerry took a photo of me wearing a gigantic red Christmas bow as a tie. He had the photo blown up to poster size, and he gave it to me as a present. In 2021 it still is prominently displayed in our living room.

Jerry Hirsch.

Jerry and I played together in at least one qualifier for the NAP and the Grand National Teams (GNT). We never made it to either national event, but one year we finished third in the GNT qualifier, and in the last round of the Swiss we defeated the team that won the event. Our teammates were Dave Landsberg10 and Dan Koepf.

Jerry kept a small piece of paper in his convention card holder with one word written on it: “FUN!”. I occasionally needed to be reminded of the primary reason for which we all played at such a frustrating game for so many years.

Every holiday season Jerry took on the responsibility of taking up a collection for a gift for the directors. As far as I know, no one asked him to do it.


1. Peg Corbett, who was a regular attendee at the club, stopped playing suddenly. Tom Gerchman, who started each day by reading the obituary page in the Courant, informed me she had died.

2. Russ Elmore and I stopped playing together when he moved to New Hampshire. However, he must have moved back to the Berkshires a few years later. I saw him playing at a sectional tournament in Great Barrington, MA. This really surprised me because Russ never showed any interest in tournaments while I was playing with him. I approached him and reintroduced myself. He said that he remembered me, but at the time he did not seem to.

3. At some point Paula Beauchamp and Larry Wallowitz, a teacher and director at the HBC, moved to Bradenton, FL. I think that this occurred in the early teens. This raised a lot of eyebrows at the HBC. Most people, myself included, did not even know that they were “an item”. Larry died after they had been there a few years. I did not have many dealings with Larry, but I remember attending a talk that he gave to novices about opening leads. One thing that he said really hit home: “It’s OK to finesse your partner, but it is not OK to finesse yourself.” For example, if you have a king of a suit, and you suspect that the declarer (on your right) has the queen, it is a terrible idea to lead that suit. Paula remained in Florida, but she returned to Connecticut and played at the HBC a few times.

4. The Yellow Card is a piece of paper that was designed by the ACBL to provide a set of conventions that could be used in casual partnerships, new partnerships, or specific events such as individual tournaments. It is also used by a fairly large number of pairs who just do not like to memorize conventions.

5. Details about the mechanics of team games have been explained here.

6. Robert Klopp died in, I think 2014, not too long after the four of us stopped playing together at tournaments. He did not drive a car, and he brought his own food to tournaments to save money.

7. I played with Brenda Harvey at a sectional tournament in Connecticut at least once. She moved to Saint Augustine, FL. She remains an active bridge player in 2021.

8. In duplicate bridge North traditionally keeps score. Tradition at the HBC insisted that the new LM sat North at table #1. At the time I had almost never sat North.

9. In August of 2010 Sue and I accompanied Tom and Patti Corcoran on a river cruise from St. Petersburg to Moscow. It is described in some detail here. I studied the language pretty diligently for several months, but I was seldom able to communicate with Russians outside of the tourist industry, and all of them spoke—and preferred—English.

10. My partnership with Dave Landsberg is described here.

1991-2012 TSI: AdDept: The Whiffs

A few notable failures. Continue reading

We had a very good record of closing AdDept sales. Most of the whiffs fell into one of two categories:

  1. Divisions of Federated Department Stores. Our relationships with various Federated divisions are described in detail here. They are not included in this entry.
  2. 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.

1994-2014 TSI: AdDept Client: Gottschalks

Independent chain of department stores in Fresno CA. Continue reading

In the Model T days the name still had the apostrophe.

Doug Pease, TSI’s Marketing Director who was introduced here, took the phone call from someone in the IT department at Gottschalks (never an apostrophe) in 1994. Gottschalks was an independent chain of department stores based in Fresno, CA. I am not sure how the people in the IT department had heard about TSI. We had previously had only incidental contact with the Advertising Director there. Since they seemed like an ideal candidate for the AdDept system, I quickly agreed to talk with them in person.

The only reasonable way to get to Fresno was by way of LAX. Sometimes I drove (3+ hours). Sometimes I took the short flight.

Doug and I flew out to Fresno on a Saturday to make a presentation and gather specs about their requirements. On Sunday we decided to drive up to Carmel by the Bay and then drive down Highway 1 along the coast. This was a very pleasant trip for me, but, as I described here, Doug enjoyed it a lot less than I did.

The presentation and demo in Fresno seemed to go well, but almost no one from advertising except Robert Guinn1, the manager of the Advertising Business Office, attended. At some point during that first visit Doug and I were also introduced to the president of Gottschalks. He made the startling claim that he would make sure that the other members of the Frederick Atkins2 group would also purchase AdDept3.

Shortly thereafter a contract was signed, and a small AS/400 was ordered.

In December of 1994 I flew back to Fresno and installed AdDept on an AS/400 that the company had purchased from IBM. The machine was kept in the data center. That room had tight security, and it was always very cold, at least from my perspective. Because it was December, I had my overcoat with me. The only place that I wore it was in the data center.

Gottschalks’ headquarters was several miles north of downtown Fresno.

Gottschalks recommended that I stay at the DoubleTree hotel in downtown Fresno. It was right next to the casino4. The entire downtown area, aside from the casino, was pretty much dead by the mid-nineties. I did not like staying at that hotel. Fortunately, it was easy to persuade Gottschalks to let me stay somewhere on the north side of town that was both cheaper and closer to the company’s headquarters at 7 River Park Place East.


The primary purpose of the installation was not to improve or make more efficient Gottschalks’ advertising. Its main use was to keep better track of the money spent by the department. Here is what I wrote in 2000:

The liaison is now and always has been an accountant. The advertising department has shown very little interest in using the system. Their opinion is that the system was forced down their throats. This opinion is accurate. The accounting department and the IS department purchased the system in order to hold the advertising people’s feet to the fire.

On the other hand, there may be an opportunity here. Most of the people involved at the time of the installation have moved on. If contact is made with the new people, we may be able to sell them on efficiencies to be derived from using AdDept for scheduling.

Shortly after I wrote this evaluation Ernie Escobedo5, who succeeded Robert as TSI’s primary contact, arranged for an upgrade to the painfully slow AS/400 that they had been using. The new Model 170 was sitting next to the old one in the frigid data center when I arrived on August 19, 2000, to migrate the AdDept programs, the data, and everything else.


The fiasco: Writing about this episode is one of the most painful things in the entire 1948 Project. It was certainly the low point of my career as a cowboy coder.

The new system used RISC processors; the previous system used CISC. The compiled versions of the hundreds or maybe thousands of programs in the AdDept system needed to be converted. I had already done this a few times, including on a system used in TSI’s office. In fact, we used precisely the same model of AS/400 that Gottschalks had just purchased, and I was very familiar with the CISC model that they had been using. I knew that it would take most of the weekend to effect the changes, but I was quite confident of my ability to pull it off. I was so certain that I had scheduled time at Robinsons-May in North Hollywood for Tuesday and Wednesday. I planned to drive to Santa Clarita on Sunday evening and commute from the Hampton Inn there to Rob-May

The trip started very well. Here is what I wrote:

Yes, I often wore a suit, too.

I managed to get upgraded to first class for both legs today. Nadine told me that when she called three weeks ago they told her that there were no first class seats available on the Cincinnati to LA leg. It was indeed full, but I got one of the seats.

In first class they give you a hot wet towel before dinner. I have never quite understood what this was for. I guess that maybe they are afraid that the common people might have touched something on their way through our section. We wouldn’t want their common germs to mix with ours. I had delicious food on both flights. The food in first class on Delta is really excellent.

A guy across the aisle from me who was at least my age had a short haircut which had been dyed blonde on top. The only thing I can think of to explain this is that he must be the manager of a supermarket who did it to identify with his employees.

Wow! We just passed over Albuquerque. I could easily pick out the base that I was stationed on, the airport, and the two golf courses I played. The last was easy. They were the only green spots to be seen. The southwest is really desolate.

The drive to Fresno wasn’t too bad. Well, the first 22 miles were horrible, but the last 200 were easy. The car has a CD player. I played the duet CD through twice. I changed cars at Avis. When I got to Fresno, I realized that I still had the key to my first car. Whoops.

I am pretty certain that I stayed at a Holiday Inn Express on that occasion. I must have arrived late. The only room that they had was handicapped-accessible. There was a tub, but no shower. I had to sit down and spray myself with one of those handheld devices that are so common in Europe.

Both a football (soccer) and volleyball team are known as the Fresno Heat.

Although it was August, and Fresno had a reputation for very hot summers, I brought a jacket because I knew that I would be cold in the data center. If I had not, I would have been even more miserable than I was. David Seeto, our technical contact in the IT department, was there during the following process:

The new system came with the operating system and licensed programs already loaded. We had to call IBM to find out what to do. Unfortunately Gottschalks’ software contract did not cover weekends. Nevertheless we finally got IBM to tell us how to remove the licensed programs. When we did so, we got a processor check on the new machine. We called IBM again. They told us first that we probably had a bad disk drive, but we should try to IPL from the tape again. We did. This time the system said that it could not find one of the disks, but it completed the task. A second IBMer told us how to reconfigure the disks to find the second disk drive. By now it was 4 PM.

A “processor check” is a fatal error. The system is not usable without extraordinary intervention.

I then began the process of bringing over the data (trivial but time-consuming) and programs (much more complicated). The most important programs were in the library named AdDept. I successfully brought that entire library over to the new system. Then I deleted all the objects in the AdDept library on the old system. I don’t know why I decided to do that. It was certainly unnecessary, but I could not see how it could cause a problem. That system with all of its contents was surely headed for the junk heap anyway.

The process of converting all of the programs was still running when I left on Saturday evening. I came in on Sunday morning and was delighted to discover that the conversion had completed without any problem. I then put the system through some simple tests to make sure that everything was OK. I soon discovered that, while some programs performed correctly, a few of the most important ones did not. The most commonly used program in the system, WRKADS (work with ads), produced erroneous results.

I tried recompiling the programs that were producing erroneous results. That did not help. This was intolerable. I had no choice. I had to make the CISC system usable again. Here is what I wrote to my partner, Denise Bessette (introduced here), about the process.

David Seeto.

Well, I think that clearing that AdDept library was the stupidest thing that I have ever done. My recovery technique did not work. The 3/5 tape was missing everything changed from their previous install through that date. I had no way of knowing what the previous install date was. Therefore, I selected everything on the RISC box with a change date from 1/1 through 4/30. I think that this is a fairly good approximation since there was definitely an install here on 4/20. However, I did not discover this until 7 PM. I left Gottschalks at 11:15. The files were finished, but the compiles were still running. Could someone sign on tomorrow morning to test the WRKADS programs? Send me a message with the results.

I canceled my hotel reservation in Santa Clarita. I am staying at the Holiday Inn near Gottschalks. I plan to go into Gottschalks to make sure that things are running reasonably well.

Could you tell Mary Ng that I will try to be in early in the afternoon?

If I had to work with David Seeto every day I would have to take a header off of a bridge.

I only punched one wall today. The wall is fine, but one of my knuckles is very sore.

Gottschalks’ IT department placed a service call with IBM. A customer engineer appeared and ran diagnostics on the new hardware. He testified that it was all in order. As far as IBM was concerned, since the hardware was functioning correctly, the problem must lie in either its BASIC program product, for which IBM had withdrawn support, or our AdDept code. In either case it was not IBM’s problem. End of story. The fact that exactly the same model in Connecticut produced results that were different from those of the one in California did not affect the judgment of the IBM people in Fresno.

I tried to explain this to the people in the IT department at Gottschalks. I promised that I would continue working on the problem remotely. They were not a bit happy with a resolution that left them with an unusable computer that they had already paid for and a very slow one. However, they agreed to keep the new system on, as well as the communications setup that allowed people in TSI’s office to sign on to it. So, at least I would be able to gather data from afar.

I returned to New England with my tail between my legs. Two important clients were angry at me, and I could not blame either of them.

I had plenty to keep me busy for the next few months. At some point I flew to California to make up for the visit to Rob-May that I had canceled. A week or two later I flew to Bradenton, FL, to do a demo for Beall’s. After that trip I needed a few days to cobble together a detailed Design Document and a proposal.

During the periods in which I was at TSI’s office I devoted as much time as possible to trying to isolate the problem with Gottschalks’ new system and to find someone at IBM who would listen to my argument. I remember more about the former than the latter. I do, however, remember the moment when I asked an IBMer to look at an example that contained almost no programming code at all. While working in the BASIC interpreter at Gottschalks I displayed on the screen the erroneous result from a simple sum of two constants. I then performed the same task on TSI’s system and got the right answer.

The IBMer was forced to admit, “This must be a hardware problem.” A day or two later he got the customer engineer to return to Gottschalks and replace the “floating-point processor,” which I did not even know existed. Evidently it was used by BASIC and almost nothing else. I signed on and put the new system through its paces. Everything seemed to work perfectly. I called Gottschalks and scheduled another trip in November to effect the migration.

The flight out to California was not as pleasant as the one before the disastrous August trip. Upon arrival in Fresno I wrote back to Denise,”I was nearly overcome with sadness in the airport in Chicago. If this trip goes well, I will probably feel better. The last one made me rethink my whole approach to life.”

Gottschalks went from a grey box to a black one.

The November migration also occurred over a weekend. It went much more smoothly than the first one, but there were still quite a few hiccoughs.

I cleared out the TSIDATA library on the new machine. I then restored the data from the CISC box. It took six hours.

I keyed in all of the user profiles. I checked the system variables, the backup and cleanup schedules, and the automatic reply list entries. I set it up so that QSNADS was started with QBATCH. I keyed in all of the scheduled jobs. I scheduled jobs to stop and start fax support.

Todd Burke5 from IBM came in the afternoon. He had installed the operating system in August. However, he had failed to install the extended help, the previous compiler support, Advanced Function Printing (needed for faxing), and the Communications Utilities (needed for RJE6). He set up a console in the operator’s area so that it receives break messages from the QSYSOPR message queue.

DATEINFO7 was not in TSIDATA. I discovered this last time, but I forgot. I had to restore it from the old system.

I installed all changes from our system from 8/17 through 11/3. I didn’t leave on Sunday until 8 PM. I was the first to go. I was so tired that I missed my exit going back to the hotel.

I changed TOSHA_B’s user ID to TOSHA_A8 and STEPH_K’s to STEPH_M. If they are going to use ID’s like those, they should prevent the women from getting married.

Todd set up the faxing incorrectly. I don’t know what he did wrong, but the software support person had me delete everything he did and key it in again. She also had me fudge one of their files using DFU9!

When I left everything was working. David Seeto said that he felt as if a huge weight had been lifted from his back.

I’ve spent considerable time in the L.A. airport three times this year. No movie producer has yet to approach me with a multi-picture deal.

That was not the end of the story. I submitted two invoices to Ernie Escobedo for my time at Gottschalks in August and November. I did not ask for reimbursement for the dozens of hours that I had spent researching the problem and trying to get IBM to take a second look When TSI had not received payment more than a month later, I asked Ernie about them. He said that he was “not inclined to pay them.”

I wrote him a long letter in which I described the efforts that I had undertaken to get that defective new system to work. I also said that I understood why Gottschalks was still upset about the situation, but the villain in this case was IBM. The company had installed equipment that did not work and refused to recognize that fact just because the diagnostics that someone at IBM had designed did not allow the customer engineer to detect the problem. Ernie promptly approved the payment of both invoices.


Stephanie Medlock.

AxN: In 2003 Bob Wroblewski and I made a trip to California to show TSI’s online insertion order system to Rob-May and Gottschalks. That trip and Bob’s involvement with the project has been described here.

The reception to the presentation seemed quite positive, bur Stephanie never agreed to try AxN. She stuck with faxing her orders until the end.


Life in Fresno: During most visits to Fresno I stayed at a Hampton Inn that was a short drive from Gottschalks’ headquarters. I always rented a car; public transportation was not a viable option in Fresno. I found no restaurant in which I felt comfortable dining alone. For most suppers I got takeout. There was no shortage of establishments that specialized in fast Mexican food.

My only recreation was running. I was able to map out a course through the suburban streets near the hotel. Traffic was a problem at only a few intersections.

The weather always seemed good. The most peculiar thing that I remember about Fresno was the tule fog. Occasionally a fog bank would abruptly drop the visibility to zero for a short period of time. This happened once while I was there. On Highway 41, the major north-south road in the San Joaquin Valley, it caused a collision that involved a large number of vehicles. The phenomenon has its own Wikipedia page.


Epilogue: In 2000 Gottschalks acquired the Lamonts department store chain. The acquisition gave Gottschalks a presence in the Pacific northwest and Alaska. In retrospect this must have been the impetus for the upgrade to the AS/400. However, the results did not meet expectations. In 2008 the company was delisted from the New York Stock Exchange. In the next year it declared Chapter 11 bankruptcy. By July of 2009 all the remaining stores had been closed.


Robert Guinn.

1. Robert Guinn’s career after Gottschalks led him back to his alma mater, Fresno State, as is described on this webpage.

2. Frederick Atkins Inc. was a non-profit company that bought merchandise for the companies in the Frederick Atkins Group. In the late nineties quite a few independent chains of department stores still belonged to the group. A description of the concept is posted here. The company went out of business in 2015. At that point the number of independent department store chains could be counted on one hand.

3. As far as I remember, he persuaded no other company to buy the system. Of course, I did not expect him to. However, he did arrange for me to make a presentation to members of the group at a convention in Naples, FL. That adventure has been described here.

4. The Club One Casino, which was really just a card room, moved away from downtown during the pandemic.

5. I do not remember Todd Burke, but I found his LinkedIn page here. For some reason his list of experiences skips over his time in Fresno, as well as everything else in 1999 through 2018.

6. RJE is one of the hundreds of TLAs (three-letter abbreviations) employed by IBM in those days. It stands for Remote Job Entry. I don’t remember precisely how it worked.

7. I don’t remember what DATEINFO was used for or why it was not in TSIDATA, the library that contained all information that pertained to the client.

8. According to LinkedIn Tosha’s user ID would be TOSHA_G if she was still working at Gottschalks. For some reason I was not allowed to see her LinkedIn page, but I did find a reference to her here.

9. DFU was shorthand for Data File Utility. We never told any of our clients that it existed, and we never used it. It allowed the user to go in and change any field on any record of any data file. There was no audit trail whatever. This violates sacred principles of database design.