Tag Archives: Diamond Showcase

1981-1985 TSI: The Quest for the Holy Grail

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We knew what the Grail looked like, but finding it was another matter.

Systems that were designed and implemented to the specifications of each client were both fun and challenging. They were not, however, very profitable. From the beginning I was always on the lookout for a way to market one system to a dozen or more clients. It had to be a business that was unique but also substantial. Another limitation was geographic. In the early eighties there was no good way to support systems remotely. We therefore needed to concentrate on companies that were within relatively easy driving distance.

It wasn’t in the construction industry.

I realized the importance of finding such an industry in which to concentrate our efforts almost immediately. The search for this Holy Grail led us down several paths that turned out to be dead ends for various reasons.

When we first moved back to Connecticut we had not yet developed any significant software aimed at businesses. Sue had expertise working with the construction industry and IBM’s payroll package for those companies. Unfortunately, we did not have access to a list of IBM’s installations of this product.

I spent some time putting together a card file of construction companies in New England. I think that my source was the Yellow Pages in the Hartford Public Library. We may have even done a mailing to them. I am not sure that we had stationery and envelopes yet. In early 1981 the first class postage rate was only fifteen cents. So, we could have mailed to one hundred companies for $15. That was within our marketing budget.

At any rate, nothing came of this effort. For several years Sue continued to do work for those clients, but we got no new ones in any aspect of the construction field.

As soon as I had completed work on the software for Diamond Showcase (described here), I undertook research to find out how many small chains of jewelry stores there were in New England. I located very few indeed. Undaunted, I composed a letter that boasted of our success at Diamond Showcase. I only got one response.

Would you buy a jewelry inventory system from this guy?

Before my first interview with the president of Harstans Jewelers, Frank Sikorski1, and his wife (whose name and title I don’t remember), IBM had already announced the Datamaster. So, I had to persuade them to have faith not only in my ability to produce a system for them but also my recommendation that they buy a computer system that was just hitting the market. They also had to let us take delivery on the system. At the time I still looked like Tommy Chong (minus the headband and the ever-present joint), and my wardrobe was that of an impoverished grad student. Nevertheless, they agreed to our proposal.

Harstans was a family business, but there was no one with the surname of Harstans. Rather, it was a combination of the first names of Stanley Sikorski, Frank’s brother, and Harriet, Stanley’s wife. Stanley, I learned, operated a wholesale jewelry business in New York City that was the source of all of Harstans’ diamonds. Frank was the president; I am not sure what Harriet’s title was, but she was in charge of payroll and paying the bills. They used IBM’s payroll system for the former, but they did not like it. Eventually we installed the payroll system that we had written with some minor modifications.

The Harstans store in Hamden, CT. I could find no photos or mentions of the West Haven store.

The company’s offices were on the second floor above the West Haven store. There were four other Harstans stores at the time. Eventually they even opened one in the Enfield mall. I was never actually on the sales floors of any of these locations. I parked in a lot behind the West Haven store, entered through the back door, and took the stairs to the second floor.

Harstans insisted that we make one major enhancement. When a batch of new items had been entered, they wanted the system to print small tags for each one. The tags contained both the retail price of the item and the price that Harstans paid—in code. The code was BUICKSEDAN. B was 1, U was 2, etc. If they paid $523 for an item, the tag said KUI.

A Harstans ad in the Hartford Courant in 1991.

No customer paid the retail price on the tag either. The store had the peculiar policy of running a permanent half-off sale. So, if the tag said $350 the real price was $175. Competitors tried to force them to abandon this tactic, but for as long as we were associated with them, it persisted.

I visited Harstans many times over the years. Here are some of my most vivid memories.

  • Harstans had many customers from New York. The store, which was near I-95 and Route 1, did not charge these people sales tax, which was required for on-site retail sales. Harstans allowed these people to take the goods they bought home with them, but they also mailed them an empty box to prove that no exchange of money for goods had taken place on the site.
  • I locked my keys in my Celica once. I had to borrow a coat hanger to get in.
  • Harriet told Sue that she and her daughter had been at their house in Branford when some men broke in and tied them up. Some items were stolen, but no one was injured. The incident induced Harriet to buy a pistol and take shooting lessons. She always carried it in her purse after that.
  • I was working in the office in December when the store manager brought up a stack of bills from downstairs that was as thick as his fist. He wanted to count them in private. The first eight or ten were $100 bills. I stopped watching after that.
  • Frank asked me to give a speech at the Lions Club of West Haven. I told the attendees how much I liked my job. A few people asked me about horrible situations that they had had with their computers. In every case they had sent a boy to do a man’s job. Their computers were not designed for business applications.
  • Frank asked me to do something once that was almost certainly unethical. It involved writing a program that produced one page of printed output that looked vaguely like a computer-generated report—not one from our system—but actually contained fabricated numbers that he supplied.
  • The store, of course, had burglary alarms. I was occasionally the last person still working in the office. Usually people were still working in the selling area. However, on once occasion the last person downstairs had left without checking the office. When I opened the door to exit all of the alarms went off. I just strolled to my car and drove home No one ever mentioned it.

We also installed an accounts payable system at Frank’s insistence. I had already noticed Harriet’s approach to accounts payable. Her lower right desk drawer was devoted to invoices from vendors. Sometimes she took the invoices out of the envelopes, but just as often she threw the envelopes in unopened. This infuriated Frank, but there was not much that he could do about it. He was the president and she was an employee, but she was also an owner, and he was not. He was counting on the A/P system to solve the problem.

It was an ugly job, but someone had to do it.

Vendors called complaining about unpaid bills pretty often. I once heard her tell one of them that she would cut a check to them that day. She also begged them not to tell her boss about it because he would probably fire her, and she really needed the job. She got a tear in her voice while she said that. She also usually asked the vendors how much she owed them instead of looking through the invoice drawer.

To set up the accounts payable system we had to go through the stack of envelopes and invoices one at a time. We had to take Harriet’s word that some of them had already been paid. It was a humiliating experience for her, and she probably hated both Frank and me for it. When we were finally done, A/P was turned over to the lady (I can’t remember her name) who ran the inventory system.

I had an interesting meeting with the proprietor of Michaels Jewelers, a chain of stores based in New Haven. I don’t remember his name. He lost interest in our system when I told him that there was no way for two Datamasters to communicate remotely. This was becoming a bigger drawback to the design of the hardware every year.

Who cares if they buy it?

He told me that his biggest problem was inventory “lost” at his branch stores. He said that he really didn’t care that much if he sold the jewelry. It could just be melted down and resold as something that was more popular at the moment. Is there anything else that one could say that about?

Another great thing about the jewelry business is that you can depreciate the inventory for tax purposes, but in fact the value of the goods is more likely to increase rather than decrease for reasons that I have never understood. After all, they are just shiny rocks of little utility.

Unfortunately, there was not much that we could offer in the way of loss prevention, especially if the problem is focused on employees. Really good solutions to that problem were not available until at least a decade later.

One other thing that I remember is that the proprietor of Michaels called the people at Seiko “whores”. I think that he meant that they did not care who sold their watches.

I also pitched Westerly Jewelry Co. in Westerly, RI. An IBM rep from Providence drove to Westerly and brought a Datamaster with him so that I could do a demo for Larry Hirsch, the owner. The reception to my presentation was not great. I tried to follow up, but there was not much interest. If they had owned two or three stores, we might have had a better chance. Managing one store without a computer is much easier than managing several.

Not at IBM in the eighties!

What I remember most about the experience is that the IBM rep wore a yellow shirt. I had never seen any male IBM employee in anything except a white shirt. This was, of course before IBM did a 180-degree turn on its expectations about the attire of its employees.

I called the 5360 model of the System/36 the washer-dryer unit.

Harstans used their Datamasters for many years. They hired a young man named Jim Coer to oversee the systems. We had a pretty good relationship with him, but they eventually decided to buy a System/36 at a cost that dwarfed what they had spent on Datamasters. They must have also bought a competing software system that they expected to do things that we could not provide. I suspect that whoever sold them on this idea also said that no one used BASIC on the System/36 because the performance was bad. The first part of that statement was pretty much true, but the performance of well-written BASIC programs was, we later determined, roughly equivalent to that of RPG, the simplistic column-oriented language used by most S/36 programmers.

We parted with Harstans on amicable terms, but the loss of our main reference account ended the hope of concentrating on jewelry stores.

TSI’s installation at Avon Old Farms School was, by all measures, an unqualified success. It is described here. The Datamaster was perfect for their requirements, and all of the modules were successfully completed in a relatively short time.

Even before we met with them, I suspected that this installation might be the first step into a lucrative market. When I learned that Walter Ullram’s younger brother held a similar position at Westminster School in Simsbury, I grew even more optimistic. However, at the meeting that Walter set up for me with him the younger Ullram seemed only mildly interested. I followed up with a letter, but I heard nothing back.

I discovered that there was a book listing all of the private schools. It might have been restricted to New England. At any rate I mailed to the business managers of all of them and never heard anything in reply. By that time we had our hands full with other clients.

We had designed a report that provided Paul Prior of Ledgecrest Convalescent Hospital with the information that he needed to maximize his reimbursements from the state. The installation is described here. When it was completed, I decided to try to market it to the other nursing homes in Connecticut. By limiting it to Connecticut, I would only have one set of regulations to deal with.

By the mid-eighties it was becoming difficult to sell Datamaster systems. PC’s were so much cheaper. It was hard to explain why they were inferior. In response to this a developer named Gary Hoff2in Minnesota had created a PC program called Workstation Basic3 that ran programs written for the Datamaster without any conversion. TSI bought a copy and converted our report program to run in WB. I also designed add-ons so that people without the TSI G/L system could enter the appropriate numbers and the month they represented. The program would tell them how they were doing towards staying under the state’s predetermined caps.

A woman who worked for a company that sold personal computers helped me to market this product. I sent letters to all operators of nursing homes in the state. Quite a few responded, and I did a few demos and talked with a few owners. She offered them discounts on the computers. No one was ready to buy. One of them finally told me, “Our accounting firm does this for us. You really should talk with them.”

I asked Paul about this accounting firm. He said that he was well aware that everyone else used them, but he didn’t like them. He did not trust them, he said, and they charged quite a bit just to do the arithmetic for customers.

This is one of DEC’s VAX-11 780 computer. You know at least as much about it as I do.

I scheduled a meeting with the accountants. They seemed very interested in what I had done, but they wanted me to convert it all to run on the mini-computer that they had purchased from the Digital Equipment Corporation (DEC)4. I was looking for many clients, not one big one. Also, I knew nothing about their system. I had no interest in becoming a DEC programmer.

Maybe not as bad as the Vanguard TV3.

On the other hand, if I did not work with them, it was very unlikely that we would ever sell even one copy of this system, which I called CAPS5, to anyone. Since nearly every nursing home in the state used this firm, and they were the recognized experts, the project was doomed to die before it had a single installation. It was the worst (or at least tied for the worst) software launch ever.

Fortunately, our efforts in the other industry that we targeted, advertising agencies, worked out much better. That story can be read here and here.

1. The only Harstans store that still exists in 2021 with that brand is in Guilford, CT. I think that Frank Sikorski lives in La Quinta in eastern California..

2. Gary Hoff is still working in 2021 as a contract developer. His LinkedIn page is here. A few years after the CAPS fiasco Gary visited our office in Enfield. He spent one night at the Red Roof Inn and one day in our (then empty) sales office trying to get one of our System/36 BASIC programs to work on an AT using a new version of WB. He flew back to Minnesota without getting a single screen to appear. He did not get errors, but this new version of WB was unbelievably slow. He later used me as a reference account!

3. I was astounded to discover that Workstation Basic is still supported in 2021. You can read about it here.

4. After divesting most of its assets. DEC was acquired by Compaq in 1998, when TSI’s business was really taking off.

5. CAPS was an acronym. C stood for Connecticut, and S was for system. I don’t remember the rest.

1980-1981 Transition to Rockville

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Back in the Land of Steady Habits. Continue reading →

By the fall of 1980 my dream of a life as a debate coach seemed unattainable. I enjoyed coaching as much as ever, but I could not visualize how I could make an enjoyable career of it. A few colleges hired someone just to coach debate, but these highly prized positions seldom turned over. Although I had a good record, I had no strong connections. Moreover, I had no idea how to find and obtain such a job.

There was not an abundance of potential coaching positions, and the vast majority of them were for someone with a PhD who would act as Director of Forensics and would also perform other roles in the speech department. This path did not appeal to me for at least four reasons:

  1. I would need to finish my PhD, which meant doing my dissertation. This did not appeal to me at all, for reasons that are described here.
  2. I could not see myself as a faculty member of a speech department. I had little or no respect for any of the speech professors that I had met, and I dreaded the prospect of dealing with departmental politics.
  3. I would be expected to research and publish. Nothing about the field of speech communication interested me enough to research.
  4. I would be expected to teach and serve on committees of MA and PhD candidates. I would almost certainly get stuck teaching the statistics class that every grad student hated. I probably also would be the guy on the committee who forced students to deal all of the problems with the design of their studies. I cannot seeing myself approving any approach that misused statistics or drew only patently obvious conclusions. I would not mind much if some people didn’t like me, but I did not want to be the ogre of the department.

There was one other factor. Sue and I had very little money by the end of 1980. I needed to start bringing in some bacon pretty quickly. I knew that I had a real talent for computer programming, and I really enjoyed bringing an idea to life. So, I determined that I should try to help Sue turn TSI into a real business.

But not in Detroit. The neighborhood that we lived in had deteriorated markedly. The third break-in at our house (described here) convinced us that we had to move. Following the rest of the Caucasians to the suburbs would be expensive and would only address one problem. The other was that the entire Detroit area was in the throes of a severe auto recession. Finding customers there would be difficult for the next few years. Most of the rest of the country was doing better. Sue wanted to return to New England, and I concurred.

The third break-in was, in one way, a blessing in disguise. The thieves took the television and the stereo. They did not take the 5120 computer, which weighed ninety-nine pounds, or the printer. We didn’t have any valuables, drugs, or guns, but they certainly looked for them. Between the second break-in and the third we had bought renter’s insurance. So, we had fewer things to move, and the claim gave us enough money to hire movers.

I think that Sue made a short trip back to Connecticut in the fall of 1980 to look for a place for us to rent. Somehow her dad helped her find a wonderful house in Rockville. The rent was $300 per month. That was more than twice what we paid in Detroit, but it was still an incredible bargain, and it was a perfect place for a small business.

Rockville, a “village” in the town of Vernon, was less than a half-hour drive from downtown Hartford, even in rush hour. The prosperous part of the Hartford area was mainly on the west side of the Connecticut River. However, we would not have been likely to find anything comparable in the wealthy suburbs. If we did, our rent would probably have been a four-digit number.

Rockville at the turn of the century (i.e., around 1900) was a very prosperous mill town. Eight decades later it was still the location of many mansions that were once owned by the people who owned or managed the mills. One of the most impressive of the mansions was (and is) owned by the Rockville Lodge of Elks1. We rented the mansion’s Carriage House from the Elks. The address was 9 North Park St. North Park has one of the steepest slopes without switchbacks of any straight street that I have ever seen. I never tried to jog up it.

The Carriage House was a split-level dwelling. The stairway was in the middle. To the left of the front door pictured at left were levels 1L and 2L and the attic. To the right were the half cellar and levels 1R and 2R. The front door was on level 1R. Two rear doors were on level 1L.

  • Behind the house was a courtyard that was approximately twenty feet deep and twice that in width. The left side of the courtyard was open. The other two sides were brick covered with ivy. I eventually planted a vegetable garden here.
  • Level 1L contained the living room (which contained a fireplace), a dining area, pantry, and a kitchen on the far left. We used the massive barnboard shelves to serve as a divider between the dining area and the living area. A door led from the kitchen to a courtyard. A second door to the courtyard was on a landing at the foot of the stairs in the middle of the house. The only shower in the house was on that landing.
  • The half-cellar was across from the back door in the middle of the house. It had a sink as well as the oil burner, water heater, and fuse box. Above it was level 1R. The only use we had for the cellar was during my abortive sauerkraut experiment several years later.
  • Level 1R contained the main office. We placed the 5120 computer and printer and Sue’s credenza here. Eventually the office acquired additional equipment and furniture. There were windows on the front side and on the right. There were no windows on the courtyard side.
  • The master bedroom took up the front half of Level 2L. The spare bedroom housed the waterbed and later became Sue’s office. That room and the bathroom (tub but no shower) were on the courtyard side.
  • Level 2R was another bedroom with a sloped ceiling. We only used it for overnight visitors.
  • Level 3L was an attic that could be reached from the bedroom on 2R by a door at the top of three or four stairs. It contained possessions of a previous resident. We did not use it.
Key: H=Carriage House; C=Courtyard; E=Entrance Driveway; X=Exit Driveway; G=Garage; K/B=Elks’ Kitchen and Banquet Hall; B=Bar; M=Main House; W=Woods.

One-way driveways leading to the main house and the Elks Club bar were on either side of the Carriage House. The entrance could be seen from the main office on 1R and the exit from the kitchen on 1L.

The club had garage space for three cars. We were allowed to use one of them. The garage was forty or fifty feet from the kitchen door.

The grounds of the Elks club contained a fairly large wooded area. In the winter we scoured it for firewood. We could not afford to buy it at a store. We were quite poor throughout our first few years in Rockville. I think of these as the macaroni years.

The placement of the shower was inconvenient, but the only thing that I really hated about the Carriage House was the oil heat. It was horribly obsolete in 19812. I can hardly believe that I am still living in a residence with such an outmoded heating system forty years later.

When we moved in we only had one phone line. Eventually we bought a multi-line system.

Most of our friends from 1972-1975 were no longer in the Hartford area. We reconnected with Tom and Patti Corcoran, who were living in Wethersfield, the city just south of Hartford. By this time they had two kids, a boy named Brian and a girl named Casey.

I think that this photo of Casey and Brian is from 1983 or 1984.

We spent a lot of time with the Corcorans. They often fed us much better than we would have otherwise eaten. They came to visit us occasionally as well. I remember that I fixed country-style ribs and sauerkraut for them once. I don’t think that Casey tried any; in her early years she consumed only nectar, ambrosia, and the dew from daffodils. However, Brian was shocked when he took the first bite. “This is good!” he exclaimed with as much enthusiasm as he ever exhibited.

Sue registered TSI as a partnership at the town hall in Rockville. She was the president; I had no title. We never sat down and decided who was responsible for what part of the business. She arranged for her dad’s accounting firm to help her set up our books. Dan Marra3 of Mass and Hensley worked with her.

We hoped to be able to establish a relationship as the go-to programmers for IBM’s small business clients, but that did not work out too well at first. IBM went through periods when they loved the third-party programmers who specialized in IBM systems and periods when they were not eager to work with us. Early 1981 was one of the latter periods.

I tried to come up with ways to market Sue’s experience with IBM’s construction payroll system. Unfortunately, we had no access to any lists of IBM’s installations. Sue did some custom work for FH Chase Inc., a construction company south of Boston, and another firm in Boston. At FH Chase she worked with Victor Barrett4 and Mary Brassard. I also recently came upon an invoice from 1981 that Sue sent to Scott & Duncan, Inc. in Roxbury, MA, for a change to its payroll system. It was sent to the attention of Paul Williamson. I don’t remember anything about that company.

Sue sold one copy of Amanuensis, the word-processing program that I wrote, to Brown Insulation in Detroit, and I developed the retail inventory control and sales analysis system for Diamond Showcase. Sue also did some work for clients that she had contacted when we were in Detroit. They included CEI, based in Howell, MI, which owned a number of companies in various locations,

We were not making it. Sue and I were very frugal, but we were not reaching our “nut”. For one thing, the price of oil, which was at an all-time high, was killing us. I was just about at the point of throwing in the towel and looking for a job doing … I don’t know what. However, in July of 1981 IBM made an announcement that had a big effect on both our business and our personal lives. It was not the IBM PC; that came later. It was the System/23, also known as the Datamaster. At some IBM offices it was called the Databurger.

1. The Elks still own it in 2021.

2. I am embarrassed to say that forty years later we are still living in a house that is heated by oil. It makes me feel like a caveman.

3. Dan Marra lives in Colchester in 2021.

4. I am pretty sure that Victor Barrett works and lives in St. Charles, MO.

1979-1981: Detroit: The Birth of TSI

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An unimpressive beginning. Continue reading →

In retrospect it seems that it should be rather easy to pin down the date—or at least the year—that our company, TSI Tailored Systems, was founded. The fact is that it was not that big a deal at the time. Sue was already helping to support the software that Gene Brown and Henry Roundfield had installed at their customer’s sites when they proposed that she take on support of the customers as an entity separate from them.

The transition was a simple one. Sue merely had to get a DBA (“doing business as”) from the state of Michigan, which anyone can do. There were no out-of-pocket expenses. Gene and Henry allowed her to use space in theor office in Highland Park. Of course, they were no longer paying her a salary. She needed to make arrangements to get paid by the users of the systems that Gene and Henry had sold. The customers were already paying hardware and software maintenance to IBM or, if the system was new, they soon would be.

One thing that I don’t recall is what was done about phone bills. In those days long-distance calls were expensive, and at least two of the 5110 clients were not local calls. Furthermore, Sue can be gabby on the telephone. I wonder what the arrangements were for those charges.

To tell the truth, I don’t even remember talking with Sue about whether TSI was a good idea. We certainly didn’t draw up a business plan or anything like that. I suspect that she just decided to do it.

The name was definitely Sue’s invention. “Tailored” was the key word. From the very beginning the company’s philosophy was to make the system do exactly what the customer wanted. At first the original code was written by another company (IBM or AIS). After the first few years we wrote and marketed only code that we had written—every single bite of it. The concept of “open source” was not prevalent and definitely not profitable. Even if other developers had offered their code for free, we would not have trusted it. There was a lot of garbage code out there. Some of ours probably was, too, but everyone is used to disposing of their own garbage.

Any resemblance was purely intentional.

And what did the I in TSI stand for? Fifteen years later it stood for incorporated. Now it stood for nothing, but It was blue with stripes just like IBM’s log.

When did the blessed event happen? Well, all of Gene and Henry’s clients had IBM 5110’s. The 5120, which totally replaced the 5110, was announced in February of 19801. So, TSI must have been started before that. I think that Sue probably made the decision in the last quarter of 1979.

Sue’s commute was not too bad. We lived near I-94 and Highland Park was near I-75. She drove through Hamtramck, the other town that is completely surrounded by Detroit.
Sue’s credenza has, like many other large objects in our house, been repurposed as a place to stack miscellaneous junk smaller items.

I definitely know what the company’s first asset was. Sue purchased a used steel credenza and somehow got it to the office in Highland Park and from there to our house on Chelsea.

While she was still working in Highland Park Sue communicated with most or all of Gene and Henry’s customers. She told those who were using the AIS software without a license that they needed to obtain a license. I don’t know if Gene and Henry charged them or not. If so, hey must have been furious. In any case, Sue offered them a way out of a potential mess, and most agreed to the offer.

The next major event for TSI was the sudden appearance in our house in Detroit of a 5120. Somehow Sue’s dad, Art Slanetz, arranged for this. Sue told me that some guy named Smith went in on the original purchase, but he later decided not to use it. I had no role in this deal.

Those guys without ties must be customers. In those days all male IBM employees wore white shirts, ties, and suits.

We must have received one of the very first 5120’s that were installed in Detroit. I remember that we had a very difficult time to get it to work. The customer engineer (IBM-speak for hardware repairman) had spread out computer parts all over the spare bedroom, which was now the TSI office. He was in there talking on the phone with someone from IBM for several hours. It was nearly 5:00 before he got the computer to work.

Sue used the 5120 to make some necessary changes to the customers’ software. She could then send or bring the updated diskettes to the customers. This was not a great system, but it was better than any feasible alternative. I was never involved with this end of the business. I think that I accompanied her once to Brown Insulation, but that was the extent of it. In fact, the only other reasonably local account was Cook Enterprises, which was based in Howell, MI.

At one point we flew to Kansas City so that Sue could meet with the people from AIS. They were very happy that the customers who had been using pirated versions of their software had actually purchased licenses. They provided her with file layouts and other documentation of their accounting software. Of course we also stopped in to see my parents. We only stayed a couple of days.

Computers were not used for word processing in 1980. My first project was to write and test Amanuensis, a program to store and produce my prospectus and the article that I wrote with proper spacing for footnotes. It did not have a spell-checker. In fact, it lacked a lot of things. Nevertheless, it saved me a lot of time. As far as I know it was the only word processing program ever written for the 5120.

As is described here, I also used Amanuensis to produce big documents for the Benoits. We actually sold a copy of this program to Brown Insulation. It was the first sale of a system that contained only code that we had written. I don’t remember what we charged. I don’t even know if they ever used it. They paid the bill and did not complain about it.

Over the summer of 1980 I wrote the software that is described here for our Dungeons and Dragons adventures. I also wrote a program to keep track of the status of warships in the Avalon Hill game called Wooden Ships and Iron Men. The latter program was never actually used. I could never find anyone to play with.

After we moved back to Connecticut we somehow got a chance to develop an inventory system for Diamond Showcase, a jewelry store with a handful of locations in the Hartford area. I think that the home office was in Farmington.

Diamond Showcase has almost been erased from history. I found only this matchbook cover on eBay.

The company already had a 5120. Perhaps they purchased it to use for an accounting application. The proprietor wanted to use the computer as a multi-location inventory and sales analysis system. He hired someone who ran a small software company (I don’t remember his name) to find people who could do the job. The software guy interviewed some workers at DS put together a half-assed set of specifications. Somehow he heard about us. Maybe it was from IBM, but we did not yet have a close relationship with the Hartford branch.

Sue and I met with the lady at DS who was in charge of the project once or twice. We proposed to do the project for $5,000. Evidently no one else was interested, and so we got it. At that point we might have had business cards and stationery. I wrote up a contract based on one that AIS used.

The more that I think about it the more amazing this seems to me. In the next thirty-five years TSI would be involved in many situations in which we tried to convince people that we possessed the skill and the knowledge to provide what they wanted. Sometimes we succeeded and sometimes we didn’t. I can think of no other occasion on which we succeeded with such sparse credentials. We had no references and no training. Sue’s experience was not close to applicable. I had written some cool programs, but I could hardly show them output from my D&D system. In early 1981 we barely even had a business.

Maybe nobody in 1981 had credentials. Software for small businesses barely existed; we were among the pioneers. Perhaps the software guy vouched for us or at least told them that we were the best people available. At any rate, they signed the contract and gave us a deposit. I went to work.

I wrote all the software for Diamond Showcase using principles that I had internalized reading through the listings for the IBM and AIS programs that Sue supported. The key was to use three diskettes (one for programs, one for detail of transactions, and one for all the other tables) and to process transactions in batches. Although I did not know that I was doing so, I normalized3 all the files.

If you had a box of these you could run a small business.

The system actually worked fairly well considering how little experience that I had. The difficult question in supporting any inventory system is “Why does they system say that I have x of them when there are only y in the store?” This was less of an issue with jewelry. Most of the items are unique, and so the quantity on hand is always 1 or 0. The biggest challenge for a retail jewelry system was to make sure that the user does not run out of room on the diskettes. They only held one megabyte of information, a small fraction of what is used to store a single photo on a cellphone. In 2021 storage on hard drives is given in terabytes. A terabyte is a million megabytes!

TSI’s first installation should have been a momentous event, but I have very few vivid memories of it. I remember that on one of my trips to the company’s headquarters the lady with whom I worked asked me a question that I could not readily answer. She said that she liked the computer and she liked the software. She wanted to know what other printers were available for the 5120. I told her that I was sure that IBM must have other printers. I was wrong. I had to call back to tell her that the one she had was the only one available. I was beginning to learn a little about how IBM did business.

As usual, the good guy with the gun was not able to stop the hormonally delusional young man with an inferior gun.

On Monday, March 30, 1981, Sue and I had just driven the Duster into the parking lot of the DS headquarters (not a store) when we heard on the radio that President Reagan had been shot.

Later, of course, John Hinckley Jr’s2 motive for the attempted assassination—to impress Jodie Foster—was disclosed to the public. For a short period it appeared that America might be upset enough about this outrage to try to prevent a similar incident, but we settled for the usual thoughts and prayers.

1. The strengths and limitations of these systems are described here. There was no way to communicate with them from a remote location.

2. Hinckley was found not guilty by reason of insanity. In 2016 he was released from a mental hospital to live with his mother. That stipulation was removed in October 2020.

3. A Wikipedia page explains normalizing of databases. You can read it here. The principles apply equally well to relational databases and those using the indexed-sequential access method (ISAM) championed in the eighties by IBM because of better performance.