Tag Archives: Harland-Tine

1988-2003 The Enfield Pets: Part 1

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Rocky and friends Continue reading →

In 1988 Rocky and Jake, the two cats that had adopted us as caretakers a couple of years earlier, made the move with Sue and me from Rockville to Enfield. After spending their first winter indoors in Rockville, they had been allowed to roam in the neighborhood of the Elks Club. They always came back to one of our doors when they wanted food, shelter, or a massage. They seemed to have learned what was dangerous, although for Rocky earning the knowledge probably knocked him down to eight lives, as explained here.

Neither seemed to have much difficult adjusting to the change of scenery. There was so much more for them to explore, both inside and out. Rocky particularly liked the fact that when he was outside he could leap up to the windowsill near the dining area and gaze through the window at the activity going on inside. After we started opening the window for him when he did so, this became his preferred form of ingress. Rocky was a real leaper. None of our other cats ever attempted this feat.

Rocky and I watched football games. Popcorn was one of the few human foods he did not like.

Rocky loved to be petted. His favorite technique was the full-body massage, but he would accept any kind of petting by just about anyone whom he knew well.

Jake was a much more private cat. He always seemed to pick a corner and sit there silently analyzing the situation. He tolerated a little petting as the price to be paid for a constantly full bowl of Purina Cat Chow.

The night of October 31, 1988, was a sad one. Sue and I went out for supper, as I remember, and when we came back we found Jake’s dead body on the street. I buried him in the yard, but I don’t remember where.

Sue and I did not feel devastated at Jake’s demise. We had lost quite a few pets by that time. We liked Jake, and we missed him, but neither of us had formed a strong attachment to him.

I don’t remember where our next pet, Buck Bunny, a very large grey and white rabbit with long floppy ears, came from. I am quite certain that I had nothing to do with the acquisition, but Sue had no recollection of us even having a rabbit during this era until I showed her his photo. Buck’s home was a large wire cage in the westernmost small bedroom. The barnboard bookshelves were also in that room. It was a sort of library, but it held as many games as books.

We kept Buck in his cage most of the time because, like most rabbits, he had an instinct to gnaw on things. Before we released him from the cage, we placed all electrical cables up out of his reach. That was possible because, unlike Slippers (described here), he was not much of a leaper.

Sue visited her friends Diane and Phil Graziose in St. Johnsbury, VT, pretty regularly. Sometimes I joined her, but just as often she went by herself. On one of those solo trips she brought home a tiny tan and white kitten. It was so small that it fit in the breast pocket of her flannel shirt. the mandatory state uniform of Vermont.

The kitten was one of many feline denizens of the trailer park in which the Grazioses lived. It probably should have been allowed to nurse for another week or so. However, this was probably the best chance that it would ever get to avoid spending a Vermont winter outdoors. The situation worked out well. We gave him milk for a few days, and then he found the bowl of Cat Chow and the water bowl on his own.

Rocky enjoyed exploring the big yard.

Rocky had little use for the pipsqueak, but the kitten immediately made friends with Buck Bunny. They really hit it off. The kitten liked to sit near Buck’s cage, and when Buck came out they played together or just snuggled.

When the kittne was more mature we got it fixed, of course. By then it had become rather obnoxious, and so we were not a bit surprised when we learned that it was a tom. I named him Woodrow1 after Woodrow F. Call, one of the protagonists of my favorite novel of all time, Lonesome Dove, by Larry McMurtry.

After his medical procedure Woodrow decided that I was his buddy. He loved to take naps next to me. Almost any time that I went into the bedroom and got into bed, Woodrow climbed up to join me.

Meanwhile, Rocky had claimed Sue as his BFF. When Sue and I sat in the living room chairs (purchased used from Harland-Tine Advertising, which is described here, and draped with white cloth) Woodrow sat on my lap and Rocky found Sue’s. The two cats were totally different.

A very young Woodrow.
  • Woodrow liked all people. Whenever anyone visited us, Woodrow greeted them immediately. Rocky usually hid.
  • Rocky loved almost any kind of human food; Woodrow liked only Cat Chow and ice cream.
  • Woodrow was a hunter; Rocky preferred to snuggle. He exalted in his full-body massages.
  • Woodrow liked to be carried with his back down and all four legs up. Rocky did not mind being picked up, but he insisted on the chest-to-chest method.
  • Woodrow liked the top of his head to be rubbed hard, but any other style of petting annoyed him.
  • Woodrow climbed trees (although he usually waited to be helped down); Rocky never did.
  • Rocky was mostly silent. In his later years Woodrow gave off all manner of soft sounds as he walked around. I called them his “play-by-play”. Except for that one time in the flea bath he preferred not to speak English.

Woodrow and Rocky eventually became buddies. When I returned home after work, they were almost always together on the lawn next to the driveway waiting for me. The sight of them always cheered up, no matter how rough the day had been. I often sang to myself, “with two cats in the yard, life used to be so hard.” Our house was indeed a very fine house.

However, Woodrow did not abandon his first friend, the lagomorph. He still like to lie or sit next to Buck’s cage, and when we let Buck out, the two still socialized.

Actually, they socialized too much. Buck tried to hump the fully grown Woodrow whenever they were together, and Woodrow put up with it. It wasn’t just a phase, either.

Sue and I decided that we needed to get Buck Bunny fixed. I loaded him inside his cage into Sue’s car, and she drove him to the vet. She explained the problem to the doctor. He examined Buck and reported to Sue that “Buck” was actually a female.

Sue asked him why the rabbit was engaging in these activities if he was not even a male. The vet replied that he was only a veterinarian, not a psychiatrist. So, we still let the two buddies hang out together. If the rabbit (who was by then officially renamed Clara, after my mother’s mother, Clara Cernech, who had died in 1980) got too amorous, we just put her back in her cage.

I don’t remember the circumstance of Clara’s death. She was a French Lop, a breed with a lifespan of only five years. She was fully grown when we adopted her.

My favorite moments with Woodrow and Rocky were when I came home for lunch in the summertime. Both cats napped under bushes. Rocky customarily slept in the cluster of forsythia bushes in the northeast corner of our lot. Woodrow favored the burning bush halfway between the house and the driveway to Hazard Memorial School.

The one-piece table in the background was repurposed as a place to pile dead branches when we got the red one.

I liked to eat my lunch while sitting at the picnic table in the yard and reading a book.When I brought my food (no matter what was on the menu) out to the picnic table, Rocky stumbled groggily out from his resting spot. He sat on the ground next to me for a while and looked up hopefully. Then he raised his front paws up to the bench and nudged my elbow with his snout. Eventually he often leapt up on the table. He knew it was not allowed, but he could not help himself.

I always broke down and gave him a tiny piece of meat. No matter how small the morsel was, he purred loudly while he ate it, got down, and retreated back to his bush to finish his nap.

A mole’s-eye view of Woodrow.

After lunch I usually took a short nap in the yard on a mat or blanket. As soon as I had made myself comfortable, Woodrow emerged from his bush to check out what I was doing. I always slept on my side. After I had assumed the sleeping position, Woodrow walked up so that he was about a foot from my chest. He then flopped over toward me, and we both stacked a few z’s.

In inclement weather they repeated their tag-team act. Rocky begged for food at the table in the dining area, and Woodrow climbed up on the bed to join me for a nap.

The boudoir with the modesty curtain held open by the hamper.

When he was not napping with me, Woodrow moved from place to place in search of the best locations for sleeping. One of his favorite places was on a towel in the small storage area in the bathroom. He arrived there by jumping up on the clothes hamper. He then moved aside the curtain with one of his front paws and sprang into the niche. I called this obscure hidey-hole “Woodrow’s boudoir”. Occasionally when someone used the toilet or the shower, he startled people when he stuck out his head from behind the curtain to look at them with sleepy eyes.

Woodrow preferred Cat Chow to all other forms of food except ice cream. The only time that he paid much attention to Sue was when she sat down with a bowl of ice cream. Then he became more of a beggar than Rocky.

Although Woodrow loved to hunt, he was not possessive about his catches and kills. He often was seen parading around the house with a mouse in his mouth. Sometimes he dropped one at my feet or Sue’s. I had to pick them up quickly. There was a fifty-fifty chance that the poor crittur was still alive. I released many outside; after that they were on their own.

Two were distinctive. One day I was taking my daily postprandial nap in the bed. Unbeknownst to me Woodrow brought into the bedroom his latest prey, a small bird. He silently entered, crawled under the bed with his catch in his mouth, positioned himself directly below my head, and commenced to crunch the bones between his jaws. It was a very disconcerting addition to my dreamscape. Needless to say he left the remains beneath the bed for me to clean up.

A dove only weighs about 4 oz. Woodrow could carry one easily.

On another day I came home for lunch to find that Woodrow had apparently brought home a guest, a full-grown mourning dove. Evidently Woodrow had lost his appetite, but the bird may have thought that he was on still on the menu. He flew about, crashing into one window after another in a panicked attempt to escape. I finally chased him into the library, where I opened the window and closed the door. When I came home after work there was no sign of him. We have never found a cadaver, and so I presume the dove found his way out.

Imagine him with 20 sharp claws.

Woodrow was the only pet that we ever had who clearly had multiple personality disorder. His was more like Dr. Jekyll and Mr. Hyde than The Three Faces of Eve.

I called Woodrow’s alter-ego Nutso Kitty. Whenever he entered this state his eyes glazed over, and he stalked and attacked anything that moved. One day Woodrow was placidly napping with me when, unbeknownst to me, he underwent the demonic transformation. I must have moved my hand a little. He pounced on it with all twenty of his switchblades extended. After literally throwing him out of the room, I rushed to the bathroom for first aid. My hand throbbed in pain for a few days. Fortunately it was my left hand, which has never been much good for anything except typing.

This even looks like Woodrow.

In 1992 or 1993 Sue and I made a trip to Dallas to pitch TSI’s AdDept software system to Neiman Marcus (described here). We then drove our rental car to Austin so that Sue could visit her high school friend Marlene Soul. Marlene exhibited a toy she used to keep her cats active. It was a long very limp stick with a feather on the end. With every slightest move of the hand the cat was drawn inexorably to the dancing feather.

As soon as I got home I purchased one so that I could torture Woodrow. He absolutely could not resist it. After he chased it for at least an hour he hid under a chair so that he could not see it. I pulled it out every time that I thought about that bloody left hand.

We had to take Woodrow to the vet twice to patch him up after fights. Both times he had abscesses that the vet had to drain and then sew up. After the first one, I tried to teach Woody to keep his left up, but he got tagged again a few months later. I never got to see how the other cat did in these scrapes, but I doubt that he escaped without some damage.

I don’t really have many good stories about Rocky. He was consistently a very sweet cat for all of the eighteen years that I knew him. He never got into a fight, or at least he never got seriously hurt. When we brought him to the vet for shots he went completely limp when we put him on the examination table. The vet called him “catatonic cat.”

Once, however, Rocky was missing for three days. Sue and were quite concerned. I had walked up and down the nearby streets looking for him several times. I also took the car and expanded the search area. Sue and I searched everywhere in the house. No luck. However, when I checked the garage for the third time Rocky came slowly out from behind some junk. He followed me inside and nonchalantly drank some water. Within a day he showed no sign of any problem.

How, you may ask, could the cat have hidden in the garage? Why not just pull out the car and search thoroughly? Well, there was no car in the garage. It was full of Sue’s junk, packed from floor to ceiling, as is her new garage as I write this. A thorough search of the garage would have entailed taking all of the junk out piece by piece and piling it somewhere on the yard. Then, whether I found him or not, I would have had to reassemble the mess in precisely the way that I found it.

I did call for Rocky each time that I opened the garage door, but he must have been asleep or just obstinate.

Show no mercy!

Both Rocky and Woodrow stayed outside a great deal during the summer. They both were tormented by fleas every year. I felt great sympathy for them. They were obviously suffering terribly. I tried to help them.

  • I tried to pick the fleas off. During each session, I slew several dozen by squeezing them between my fingernails. I could hear their shells crack, but a few days later there would be just as many.
  • I tried flea collars. Rocky, who must certainly have had a set of bolt-cutters secreted away in the bushes, always showed up without it within a few hours. The collar helped a little with Woodrow, but there was no guarantee that the fleas would cross it. He also hated the collar, but Rocky would not lend out his tools.
  • I tried flea powder. It helped a little for a short time.
  • Flea baths actually worked, but both cats hated them. After a short struggle Rocky submitted meekly, but he also gave me a look that asked what he had done to make me despise him so much. Woodrow, of course, fought me tooth and nail. I had to don gloves and my army field jacket to pick him up. One time—I swear that this is true—he clearly screamed out the word “NO!!!!” as I dipped him in the medicated water in the tub.
Advantage was even better than Frontline.

Of course, if we did not attack them quickly, the fleas got in the carpet, and, after we got them off of the cats we had to “bomb” the house. That was not a bit pleasant.

Fortunately, the flea problem was solved when our vet supplied us with Frontline2, the monthly drops on the back of the neck, at some point in the nineties. I don’t know if there were side effects, but the product sure worked on the fleas. It was great having flea-free cats and a flea-free house.

Not long after Woodrow established residency with us, I bought a cat door and installed it in a window that led to the top of the basement. It was located just below the bathroom window. Just below the window on the basement side was the top of some shelves that were there when we moved in. From the shelves I placed a spare door at a 45° angle to serve as a ramp down to the ping pong table. A box served as a step up to the table or down to the floor.

Rocky seldom used the cat door. He preferred for a human to let him out through one of the doors or in through his favorite window. When he did enter through the cat door, he did not use the ramp. Instead he jumped from the bookshelves to the washing machine and from there to the floor. He exited the house by jumping up on the picnic table and climbing the shelves.

Other cats occasionally tried to use the cat door. Brian Corcoran gave me his Super Soaker, which proved to be very effective at chasing them away. However, the felines were most active at night, and I was not. Occasionally one would get in and help himself to some Purina Cat Chow.

I often heard the distinctive caterwauling of two or more cats that were about to engage in that furious and bloody activity known as a catfight. Once I saw Woodrow in the basement on the bookshelf near the cat door loudly warning a cat not to poke his head through. He definitely meant business. His body was crouched and taut, ready to for action. His right paw was raised with all five claws drawn. He reminded me of Horatius at the bridge.

Ours was indoors, and I only saw him from the rear before he scurried away.

There were a couple of other uninvited guests. One night I heard some very loud munching coming from the hallway. I jumped out of bed, turned on the hall light, and beheld an opossum helping himself to the Cat Chow in a bowl at the other end of the hall. I assume that the opossum was a male since it did not have a dozen babies on its back.He had evidently found his way through the cat door, down to the basement, and up the stairs. My footsteps frightened him enough that he rushed down the stairs, never to be seen again.

The story of the other remarkable intruder can be read here.

Sue and I took quite a few long trips after Rocky and Woodrow moved in, and the cat door was installed. We also invested a few dollars in a gravity-fed Cat Chow dispenser. Whenever we took a trip we left Rocky and Woodrow “home alone”. We provided them with plenty of food and water, and Sue arranged for someone to check on them every few days. This arrangement worked well for our trip to Texas (described here), our cruising tour of Greece and Turkey (described here), our trip to Hawaii in 1997 (described here), our misbegotten adventure in Maine and Canada (described here), and our first tour of Italy in 2003 (described here).

Rocky died later in 2003 at the age of eighteen. I am pretty sure that he used up all nine of his allotted lives. Even though I was much closer to Woodrow for the many years that we had both of them, I cried when Rocky died. He was so tough and such a nice cat. I really missed him.

The story of the Enfield pets continues here.

1. A better choice probably would have been “Augustus”. His personality was much more like the free-spirited Gus McCrae’s than the rigid Woodrow Call’s.

2. I later switched to Advantage II. It was cheaper and worked better.

1985-1988 TSI: Adventures in Marketing

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Building a better mousetrap was not enough. Continue reading →

When we moved from Michigan to Rockville, Sue and I knew almost nothing about marketing. When the business was closed over three decades later, we knew a lot more. Unfortunately, at least half of what we had learned was probably wrong.

In Detroit Sue had depended on IBM for referrals. When we moved we learned that the branch offices had no specific policy on this. Each salesperson knew a few of the independent software companies. Since no one in the Hartford office knew us, it was folly to depend on IBM in Connecticut.

The first year or so was the only time in the first three decades of the company’s existence that I had time on my hands. I wrote a little system on the 5120 to keep track of leads. I got most of my information from the Yellow Pages in the reference room of the Hartford Public Library.

I definitely remember sending a letter to the area’s jewelry stores. I think that we also sent one to construction companies. I do not remember how we did these exactly. Perhaps I just wrote a program on the 5120 to print letters with data from the lead tracking system. It seems unlikely that we had letterhead and company envelopes with our Rockville address yet.

I think that we got the lead for the Harstans account from the jewelry store mailing. I don’t remember any responses from anything in the construction industry. If we received any inquiries, Sue would have dealt with them.

I found a business card from the Detroit days in our basement.

After we had purchased a Datamaster with a letter-quality printer, we converted the lead tracking system to run on the new machine. We also invested in company letterhead and web-mounted company invoices. Both were Nantucket grey with light blue lettering. The TSI was striped in imitation of IBM’s logo, but we used a sans serif font.

We definitely did several mailings to ad agencies. Potter Hazlehurst responded to the first mailing. Other mailings may have at least produced a few lukewarm leads.

We received two free pieces of publicity. The GrandAd installation at Harland-Tine was featured in Basic Society News. This was described here. The other article, an interview with Dick Keiler, was published a few years later in AdWeek New England. It is described here.

We also bought our only ad ever in the same issue of that magazine. It was a waste of money.

By 1983 we began to get quite a few leads from IBM. We closed many of these deals, but most required significant custom programming and offered virtually no opportunity for additional business. What we wanted to sell were ad agency systems that took advantage of work that we had already done.

We participated in a campaign organized by a marketing manager at IBM to allow its salesmen to promote “IBM Advertising Agency Solutions.” He asked the third-party developers of ad agency software to provide a list of how their software could benefit ad agencies. Someone then took all of these items, assembled and sorted them all into one huge list, and put them into an attractive fold-out piece in which each of these advantages was claimed for “IBM solutions.”

Of course, no system marketed by anyone actually did all of those things, and some of the advantages were incompatible with others. Furthermore, none of the names of the companies that marketed and supported the software were included. The pamphlet only mentioned “IBM solutions” until the very last paragraph, which stated, “When you combine the specialized capabilities of IBM Business Partner applications for advertising with the quality control, product support and service that accompanies IBM systems, you have a comprehensive and powerful solution. One that can meet the needs of your agency today—and continue to serve you and your clients tomorrow.”

I was very upset when they sent the finished product. Set aside the atrocious grammar of the last sentence fragment. Who will possibly use this piece? IBM reps could not (or at least should not) use it because it doesn’t indicate which business partner could address which problem. No ethical business partner could hand it out because the prospect might think that the software company was claiming all of these advantages for its own product. I suppose that if we were allowed to white-out the parts that did not apply to our systems, we might be able to use it, but it would not look too professional.

When I explained that this was false advertising because the “IBM solution” described within did not exist, he was taken aback. He honestly thought that we would all be happy just to be associated with IBM. I admitted that we were. However we were ALWAYS in competitive situations. We could not afford to be associated with erroneous claims like “IBM creative applications help your writers and artists work more efficiently.” Our software did not improve the efficiency of the creative staff one iota, and if we tried to get the writers and artists to trade in their Macs for IBM iron, we would be run out of the office on a rail.

In addition, there were a couple of advantages that were unique to our approach. Of course, I had listed them, and they appeared in the pamphlet. I resented that every other Business Partner was authorized to claim these advantages, if only implicitly, for its own software.

With the help of Ken Owen of the Edward Owen Company we developed some leave-behinds that were at least a little professional looking and much less likely to get us sued. We put the write-ups of various aspects of the system in notebooks that had the company’s name and logo on it. The first batch were blue with white lettering. Subsequently we reversed the color scheme.

When we gave presentations. we put all of the handouts in folder like the one shown at left. The cover was generic enough that we could use it for any of our software products.

Our mailings for the ad agency system included self-addressed prepaid bounce-back cards on which the recipient could indicate the agency’s interest in our product. This certainly increased the quantity of positive responses that we got, but it also meant that we needed to spend more time qualifying the leads.

By 1986 Sue and I were frustrated with our sales efforts. We had been in business for more than five years. We had amassed a reliable set of reference accounts, but we were still struggling just to meet our payroll.

Sue set up some kind of business relationship with a guy named Joe Danko. I think that he was a consultant who had somehow come across our GrandAd product. He wanted to be our representative in southeast New England. Since the proposed arrangement involved no investment on our part, we agreed to it.

Sue corresponded with a former IBM VAR (as we were) named Jim Holland, who had started a business in Colorado helping others selling “turnkey systems”. Sue liked his approach, but he sold his business to a company in Paramus, NJ, called Motivational Marketing1. He convinced us to drive there for a “Motivational Marketing Working Session” in January of 1987.

We drove to the company’s offices and met with, I think, one of the founders of the company, Gary Farber2. We told him that we were having trouble closing deals for our software system for advertising agencies. We thought that we needed to hire a salesman, but we were not sure how to do it. He outlined a plan for us. It seemed pretty costly and did not directly address the need for a salesman, but if we scored even one or two deals, it would be worth it.

Two guys from the marketing company came to our office in Rockville. The older guy was named Irving; the younger one was Nick Pitasi. They told us that the first step in their plan was to contact our clients to get a more objective view of TSI’s strengths and weaknesses. Nick called everyone on our list of clients. He reported back to us that our clients loved us, and they particularly liked the fact that we educated them. This was rather nice to hear, but we already knew that we had very good reference accounts. We had thought that we were not doing a good job of using this information to our advantage.

Since we had said that we needed a “closer”, and since we already had a relationship with Joe Danko, Irving invited him to our office to interview for the job of salesman. Irving conducted the interview in Sue’s office upstairs in Rockville. I sat in. Sue might have attended as well, but she doesn’t remember it.

I was astounded at how awful Joe’s performance was. Without being asked about it, he went on and on about his involvement in lawsuits over his divorce. I would never have considered hiring him to take out the trash.

After the interview Irving told us that he thought that Joe would be OK as our salesman. Perhaps we should have cut our losses at this point. Irving and Nick might be able to help us in some way, but they certainly seemed unwilling or unable to address what we considered our most critical problem.

Their next step was to hire someone to call the presidents of ad agencies. We had a pretty good list in our lead tracking system. By this time Nick was handling our account by himself. He engaged a guy named Paul Schrenker for this purpose. Nick wrote a script for him. I could not believe how many presidents talked with him when he asked for them by name. I would have bet that he would not reach any of them.

The only person who accepted Paul’s call and expressed any interest was Bill Ervin at O’Neal and Prelle in Hartford. I visited them a couple of times, and they eventually agreed to a contract. The story of that installation is here.

One day I observed Nick while he was calling one of the presidents. It was impressive. A secretary answered the phone. Nick said, “Put Bill on, please.” When the secretary asked who was calling, he just said with supreme confidence, “It’s Nick from TSI.” The president picked up the phone, and Nick talked with him. I certainly couldn’t have done this.

Nick dropped by the office a couple of times after that. He had been in the office enough to see how things were run. By then he was familiar with how Sue would miss appointments and how disorganized she was. On one occasion I asked him whether he thought that we could make a go of it. He said that he did not see how. What a depressing moment that was.

Maybe I should have given up at that point, but I had no plan B. I was almost forty years old. I had burned through several occupations already. I did not want to start over.

When I first started to work with Sue I figured that I would do most of the programming, and she would do the rest of the work. After all, she had much more experience in business than I did, and she loved to talk on the telephone. She was certainly much more of a “people person” and less of a tireless coder She could figure out how programs worked and fix them, but I had never seen her write so much as a single program.

That was not the way that things worked out. As the years went by I took on more and more of the responsibilities. By the late eighties she was doing the accounting and the payroll, and that was about all. Even so, she could not keep up with it. The answer was not increased staff. We went through as many administrative employees as Murphy Brown.

We needed help with sales. The marketing consultants were nearly as worthless as all the other consultants that we had dealt with. We needed to hire a salesman. We terminated our agreement with Motivational Marketing in February 1988.

On March 2, 1987 (Sue’s thirty-sixth birthday), we sent out out a newsletter to all of our clients. It was three pages of 10-pitch single-spaced type on 8½x11″ paper. Mostly it dealt with hardware, but there was also half a page of information about changes that we were making to the S/36 version of the GrandAd system.

I located copies of issues numbered 1 through 6. The fifth issue, dated March 29, 1988, reflects the influence of Michael Symolon, our first marketing director. The first page of this issue announces three new ad agency clients. In addition, the first page is printed on GrandAd stationery that Michael ordered rather than on TSI letterhead. A post-it note attached to the copy that I found indicated that I was slightly annoyed that the subsequent pages did not match the cover page in either color or weight.

This issue is really meaty. I think that Michael or Kate Behart must have done most of the work on this issue and the others in this format. Issue #5 contained six pages of text and a copy of an article from the November 30, 1987, issue of ADWEEK about the installation of the GrandAd system at Rossin, Greenberg, Seronick, and Hill.3

I do not remember how many issues of those newsletters we produced. After I purchased and taught myself how to use PageMaker, the name of the newsletter was changed to Sound Bytes from TSI. At first it was 8½x11″, but the later versions were printed on both sides of 8½x14″ paper and folded to be 8½x7″. They also contained two columns per page, different fonts, and graphics. I located only one copy of each of these formats.

The main purpose of most of the subsequent newsletters was to announce new AdDept clients or new modules developed for existing AdDept clients. There may have also been one focused on TSI’s Internet insertion order system, AxN.

1. I think that Motivational Marketing still exists, but it has now evolved into a call center located in Rochelle Park, NJ. Its website is here.

2. Gary Farber’s LinkedIn page is here.

3. Much more about Michael Symolon’s career at TSI can be read here. More about Kate Behart has been posted here. The description of the installation at RGS&G is here.

1981-1983 TSI: GrandAd: The First Two Clients

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1 + 1 = a marketable system? Continue reading →

We were very fortunate that IBM announced the Datamaster in 1981, the same year that Harland-Tine (H-T), an advertising agency in downtown Hartford, began its search for a computerized administrative system. Most advertising agencies both produce and place ads. At almost any ad agency that was large enough to consider automating, those two functions were assigned to separate groups of people. All previous low-end (under $20,000) IBM computers had no way for two users to share data. More details about the Datamaster can be read here.

Harland-Tine’s offices were in this building at 15 Lewis St., near Bushnell Park.

1981 was also the year that Sue and I moved back to Connecticut. We were also fortunate that Harland-Tine happened to have the same accountant, Dan Marra from Massa and Hensley, that TSI used. Dan told Dave Tine, the president of Harland-Tine about the time and materials billing system that we had written for his firm. As Bob Dylan sang in “Idiot Wind”, “I can’t help it if I’m lucky.”

The unique nature of advertising agencies is described here. The system that we designed for Harland-Tine is described in considerable detail here.

The installation, which began in December of 1981, went pretty well. Westy Jones1, the office manager, oversaw the installation. In phase 1, which lasted about six months, the system consisted of a job costing module, production and fee billing, accounts receivable, accounts payable, and general ledger.

Near the end of the first phase Sue worked with the people at H-T to generate some publicity for both companies. The Basic Society News, a tabloid-sized monthly newspaper dedicated to the Datamaster community, published on the front page of its August 1982 edition a rather detailed account of the installation. It was a really nice write-up with well-chosen photos. We showed it to whomever we encountered.

Until I reread the article for this blog entry, I had forgotten that H-T had also purchased a second Datamaster to use for word processing. The Datamaster had outstanding WP software, but I don’t remember ever having seen a daisy-wheel printer in H-T’s office. The Datamaster’s dot-matrix printer did have a “letter-quality” mode that sort of filled in the dots, but I would not expect any advertising agency to settle for that. Agencies are all about presentation, and dot-matrix output has never really been considered appropriate for important communications.

I have no memory of anyone named Janna Sherman. Maybe she used the Datamaster for word processing.

The second phase of the installation involved the module for media scheduling—including insertion orders, media billing, and media payables—and cost accounting (client profitability). My recollection is that H-T was able to use most of what we had developed for Potter Hazlehurst without significant changes.

I am pretty sure that H-T purchased the 30MB hard drive when they for the second phase. I don’t remember whether they purchased a third Datamaster for the media department. They might have used the one that had originally been intended for word processing.

Westy is standing. The guy is an artist who had little or no involvement in the installation. This photo was probably staged.

Considering how much time that I spent on this project, I have surprisingly few vivid memories. Westy hired Diane Ciarcia2 as a bookkeeper and primary operator of our system. She was, thank goodness, easy to work with. She was good at explaining why she didn’t like something that the software did. So, we were able to make the system rather easy to use without too many missteps.

At about the same time that Diane was hired, Sandy Bailey, a wise-cracking New Yorker, was hired as Director of Finance. She and I got along very well. She must have still been there in 1988. I remember remarking that we were furiously pitching the advertising department at Macy’s in New York. She said “If you get Macy’s, you’re all set.”

In 1984, I think, Harland-Tine merged with another Hartford agency the name of which escapes me. The other agency had been one of the very first agencies in the country to automate. Fortunately for us, their system ran on an outdated IBM 5120. So, the new agency, which set up shop in H-T’s office space, continued to use our software.

This, I take it, is a Sunfish.

The new agency was named Harland, O’Conner, Tine, and White3. I never met O’Conner; I don’t even know the right pronoun to use. I occasionally saw Will White4 in his office, which contained several copies of The Sunfish Book that he wrote. I guess that it contained all that you ever need to know about a type of sailboat that I, a native of Kansas, had never heard of. You can still get a copy on Amazon.

Diane Ciarcia left the agency during this period. A young lady from Jamaica was hired to replace her. Because the system was rather stable by this time, we did not need to work closely with her. Eventually someone discovered that she had been issuing checks to accounts that she had opened under various reasonable-sounding names and booked them as production expenses for the agency’s largest account, Hitchcock Chair.

She was not able to run this scam for very long. Dan Marra discovered discrepancies using the month-end reports that our system produced. He credited the audit trails that the system provided with unearthing the scheme. H-T definitely fired her. I don’t know if she was ever prosecuted.

Everyone should agree that flavored coffees have no place in an office. If employees what to put stuff in their cups, fine. MAKE MINE BLACK!

I have one other strong memory of TSI’s first agency installation. This was the beginning of the period, which lasted for more than two decades, during which I consistently worked long hours often seven days per week. I also needed to be very alert whenever I was working. It was very easy to make catastrophic mistakes, and, as always, nobody checked my work. I had become dependent on help from coffee, especially when I was on the road.

I remember wandering into Harland-Tine’s kitchen5 one morning. I poured myself a cup of bitter black caffeine and ported it back to the accounting area. When the first few drops hit my tongue I almost spit them back into the cup. Evidently someone thought that it would be “a nice change” to add a little flavor.

The second ad agency that we landed was Potter Hazlehurst Incorporated (PHI) of East Greenwich, RI. As I recall, they responded to a mailing that we did in 1982. Sue and I drove to their office on Route 2, where we met with Russ Hahn, the office manager, and Bruce Brewster, the accounting manager. Russ said that he liked what we had done, but they also needed a system for media. He also said that they needed to be able to see a summary of the profitability of each client on one report. He showed me what he did by hand for Herb Sawyer, the agency’s president.

We drove back to Rockville and drew up a proposal. IBM proposed two Datamasters and the hard drive that acted as a server for both data and programs. One computer was designated for accounting and one for media.

Potter Hazlehurts’s offices were in this building. The parking lot was bigger in the eighties. They had about forty employees. Herb had a reserved spot for his black Celica.

On the second trip we met with Herb for lunch, which was served all’aperto. He had not been available to meet with us on the first visit. I was almost as nervous as I had been back in 1962 in my first debate in high school, which is described here. Herb was friendly but serious. I could see that he had some doubts about our ability to pull this off. In the end he signed the contract, and we went to work.

A very fortunate thing for us was that PHI billed all of its media in advance. For example, they billed in the month of November the ads scheduled to run in December,. We designed the system so that prebilling the media was the norm. This helped us in the future in two distinct ways.

  1. It was much easier to accommodate billing in the same month or a later month than it would have been if we had started with the assumption that the ads had already run and tried to come up with a way of handling prebilled placements.
  2. It gave us a valuable selling feature. If the agency already prebilled their media, the system could handle it. On the other hand, if it did not, using our system gave the agency the opportunity to try to convince their clients that they should get the invoices in the preceding month so that they paid in the month that the ads ran. In those inflationary times, receiving the money a month or two earlier could be a big factor.
In the eighties “Online” and “Mobile” were science fiction, but “Print” included newspapers, magazines, direct mail, polybags, yellow pages, and others.

A difficult decision had to be made about the design of the media scheduling system. The different types of media differed greatly. For example ads in print media generally ran only once in an issue of a publication. Broadcast ads almost always ran repeatedly, and most of the time the date and even the program might not be specified. The size of a print ad was measured in column inches. The size of a broadcast ad was measured in seconds. The most surprising thing to me was the “broadcast calendar” that began every month on a Monday.

Furthermore, some types of ads, like billboards or yellow page advertising were sui generis.

On the other hand, it would be easier for the accounting people if the important financial information was in one place. Data entry for billing and payment would be easier, and the programs would run faster.

I decided to designate one file in which all ads were defined. It contained all the financial information and all of the other information for print ads. The fields that were peculiar to broadcast were kept in a separate file. Eventually we created a file for yellow pages, too.

The key to the ads file was the client number, the ad number (usually, but not always the production job number), and a one-character version code to distinguish different sizes of the same basic ad. I never regretted handling media this way.

I spent many days at PHI. I remember every inch of the drive. Most of the morning drives were toward the east. The sun was directly in my eyes. The return trips were mostly due west, and the sun was again in my eyes. I did not own prescription sunglasses. If there were clip-ons available, I did not know about them. It was brutal.

The Burger King in Killingly is still there, but now it has a lot of competition.

There was not much in the way of retail between Rhode Island and Rockville. On return trips I would almost always stop at the drive-through window of the Burger King on Route 101 in Killingly, CT. The consistent part of my order was a large Diet Coke to keep me alert for the rest of the journey.

If, as often happened, it was late, I would also order a whopper. One time they had a special on “Bullseye burgers”, which were two regular BK hamburgers that were a little thicker than usual and cooked with Bullseye barbecue sauce. The burgers were placed on a long roll and topped with bacon. I ordered one, and I really liked it. Ever since, whenever I cook burgers for myself on the grill, I mix Bullseye barbecue sauce in with the ground beef before cooking.

Hold the cheese.

Incidentally, I have very long fingers. At the time BK advertised that “It takes two hands to handle a Whopper.” I can assure you that I was easily able to drive while holding any BK sandwich in one hand. It did get a little clumsy if I had to change gears on my Celica.

I remember that one time I worked so late that I had to stay overnight. PHI arranged a room for me at a motel in North Kingstown, the next town to the south. It was run by an Indian couple (a rarity in New England in the eighties) with forty or fifty children who had the run of the place. It was an unusual experience for a Kansan, but I did not encounter any difficulties.

I cannot remember much about any of PHI’s employees other than Russ and Bruce. I remember noticing that over half of them had Italian names.

Bruce was a little younger than I was. He was a big guy. He was really into sailing. He had a boat of his own, and he devoted most of his spare time to it. He also disclosed to me that he would really like to be a crewman on a yacht that competed for the America’s Cup.

Russ was a few years older than I was. He was a bit of a fuddy-duddy, but he always took me to lunch. I really appreciated that. When the agency’s fortunes began to slide in the nineties, he was one of the first employees to be laid off.

I am not sure of the year in which PHI closed its doors for good. At the very end Herb Sawyer was operating the Datamaster by himself and calling us for help in closing the books. I found this rather sad.

When the PHI installation stabilized, we no longer had two customers with separate systems. We had two diverse advertising agencies using customized versions of the GrandAd system. I was fairly confident that we could market it successfully.

1. I think that Westy’s last name is now King, and in 2021 she resides in Enfield.

2.Diane’s married name is Carrabba. In 2021 she apparently lives in Bloomfield.

3. The accepted abbreviation was “Hot W”. If I had been asked my opinion, I would have suggested putting Mister White first and using “White hot” for short. It is probably a good thing that they didn’t. Shortly after incorporating, they changed the name to Harland & Tine & White.

4. I think that Will White is living in Arcadia, FL, in 2021.

5. It was a real kitchen, not just a place to make coffee and keep lunches. Susan Harland often prepared gourmet meals for clients and prospects.

1981-1988 TSI: GrandAd: System Structure

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The design of TSI’s ad agency system. Continue reading →

This entry is rather wonkish. There are no funny stories. I just wanted to record the details while I could still remember them.

I gave our system the name “GrandAd”, but I doubt that anyone ever called it that. We were lucky if the users called it “TSI” rather than “Mike’s system” or “Sue’s system”. The original programs were designed to be run on a Datamaster with an external hard drive (described here). A few years later the system was converted to run on a System/36 (described here). We also converted it to run on an AS/400 (described here).

In the early eighties, administrative software systems generally fell into two categories: BICARSA (Billing, Inventory Control, Accounts Receivable, Sales Analysis) and GLAPPR (General Ledger, Accounts Payable, Payroll). Accounts Receivable was abbreviated as A/R. The GLAPPR modules were abbreviated as G/L, A/P, and P/R)..

GrandAd contained versions of all of these modules except payroll. I don’t remember even one of our agency clients using TSI’s payroll system. From an accounting perspective the distinctive features were that the GrandAd system had two separate methods of billing—media and other—that fed a rather standard accounts receivable system and a unique “media liability” module. The accounts payable system likewise had two separate sets of data entry programs, one for media vendors and one for others. If a bill from a media vendor included production charges, it could be entered in the media payables program after the media portion was completed.

None of the operating systems used by our customers distinguished between tables and data files, but our documentation usually did. In our parlance a table was maintainable by the users through simple editing. Data files could only be maintained through transactions that always created auditable detail records. Transactions were also usually entered in batches that updated the data files all at once. Changes made to items in tables took place immediately. Some important tables contained a few fields that could not be edited by the users. For example the G/L master file contained thirteen fields for the amounts for each month and adjustments. These fields could only be updated by transactions.

Every table had a unique key. The open item files for A/R, A/P, and media liability also had unique keys, as did the file with job costs by category and the media detail table. Detail files for transactions either had no key or keys that were not unique.

There was also one record-oriented specs table that TSI did not tell users about. We maintained this ourselves. It contained things like the agency’s name and address and a large number of “switches”, mostly binary Y/N designations that indicated whether the agency used optional features or the manner in which it used them.

Here were the principal tables, at least as I remember them:

  • Client: The key was a three-digit number. There was a field on this table for an “associated” client number to handle those cases where one company owned several semi-independent entities. Client #10 was usually used for in-house jobs and #11 for one-shot projects.
  • Job Type: The key was a two-digit number.
  • Job: The key was the client number plus a three digit-job number. The numbers could be assigned by the system. A few agencies had their own job numbering system. We kept this number as a twenty-character reference number. In general, 90000 was used for media billings. Every job was assigned a job type.
  • Job Cost Categories: The cost categories also had three digit keys. The categories were of three principal types: time, agency-owned materials, and vendor costs. The entries in the time categories consisted of hours worked on a job. The entries in the materials categories were dollar amounts. The vendor costs came from the accounts payable system.
  • Employee: The key was a three-character code. Initials were usually used here.
  • Rate: The key consisted of the employee code and the category number. It might also have had a date to allow rates to keep up with inflation.
  • Vendor: Vendors were keyed by a five character code and a two-digit location number. Checks were always cut to the name and address on location #0.
  • Media Type: A two digit code identified types of media—radio, television, magazine, newspaper, mailing house, yellow pages, etc.
  • Pub: Like the vendors, pubs were identified by a five character code and a two-digit number (usually 0). Every pub was associated with one vendor and had one media type. A vendor could have any number of pubs associated with it. Although the name “pub” was derived from “publication”, this table was also used for other media entities.
  • Media Ad: The key was the client number, a five-digit ad number, and a one-character version code (usually blank). The ad number was usually the production job number, but it could be something else.
  • Media Schedule: The key was the media ad key plus the pub key plus the date in the form YYMMDD and a two-digit number to preserve uniqueness. The last field was necessary because the same ad could be run more than once on the same day in the same publication or station. Three costs were stored on each record: net (the amount the agency paid the vendor), gross (net plus agency commission), and charge (the amount the client would pay).

The system provided for the following types of transactions:

Transactions were ordinarily entered in batch mode.
  • Menus specific to each type of transaction allowed for recording of new items, editing or (at least deleting) of items entered but not updated, printouts of the contents of the batch, and updating of data files.
    • Production and fee billing. Invoices could be printed on special multi-part forms or just recorded. The update program created records on the A/R detail file. Summary records on the job file were updated and entries were created in the batch file for the G/L system.
    • Media billing: Detail was selected from the media schedule. The update program created records on the A/R detail file, media liability records, and G/L batch entries. Summary records on the job file were updated.
    • Media payables: The update filled in the amount relieved on media liability records and created A/P Detail records and G/L batch entries. YTD spending on the vendor table was updated.
    • Other payables: The update created G/L batch entries. YTD spending on the vendor table was updated. For production costs job cost detail records were written and the job-to-date costs on the job file and job cost summary file were updated.
    • Checks: Invoices from vendors could be selected for payment in various ways. The update program wrote A/P detail records and entries for the G/L batch.
    • General ledger: Entries were generated by other modules, but they could also be entered one at a time. The update program wrote out journal entries and updated the monthly totals by account.
  • Live entries:
    • Cash receipts: The program to record cash received from clients updated paid amounts on open A/R items, and cash received month-to-date and year-to-date on the client table. It also wrote out A/R detail records and batch entries for the general ledger.
    • Individual disbursements: This program was used for partial payments, write-offs, and other A/P issues that were difficult to handle. It could also print checks, but that feature was seldom used by agencies.

The best thing about AdDept and also the worst thing was the month end reconciliation process. That is, it was the invaluable process that underscored the reliability of the data, but its vigor was still dreaded at the end of each month.

We provided the customers with checklists for what needed to be in agreement with what at the end of the month. For example, the total for the list of items in A/P must be the same as the balance in the A/P account in the G/L. If there were discrepancies, I showed the users the reporting tools to use to find the discrepancy and how to fix it. This could easily consume an entire day, and I often had to help them for two or three months before they understood what was causing the errors and how to fix them.

An account at one installation showed a discrepancy of only ten cents that we discovered was the result of three different errors, each of which was for more than $1,000.

I mostly dealt with the manager of the business office. However, I almost always sat down with one of the principals to go over the cost accounting report by client at least once. This report had columns for each source of income (media commissions, fees, billings for production jobs) and both direct and allocated expenses. A primary purpose of the reconciliation process was to insure that the total profit by client was the same as the total profit on the general ledger1. I tried to make it clear that the allocation of indirect expenses was only as accurate as the timesheets. If some employees (media buyers, for example) were not reporting their time accurately, the accuracy would suffer.

I have no doubt that our competitors did a lot less for their customers. Some tried to support their clients without any on-site visits. Some partnered with locals to provide hand-holding. I feel sure that they must have had some unhappy customers.

We actually used parts of this same process in TSI’s office. An unintended benefit of this rigorous approach was that it was rather easy to catch embezzlers.

The system was not sexy. The screens were green, and the output was columnar. The first few months were frustrating and difficult for almost all users. However, in the end it always saved a lot of time and produced valuable information.

One of our agency clients told us that they used a PC-based system called Media Management Plus2 to purchase broadcast commercials from radio and television stations and to evaluate the performance of the spots. We contacted Glenn DeKraker at the company in New Jersey. He told us that the software had several forms of files that it could produce to feed billing and accounting systems. We chose one of them, and wrote software on the System/36 (it would have been very difficult to do it on a Datamaster) to create records on the ads file in GrandAd’s media system from the records uploaded from the PC.

It worked smoothly from the beginning. We did not need to make any adjustments to our files at all. The users just needed to follow a simple convention when it came to naming the pubs. They had to use the call letters and a one-character code: A for AM, F for FM, and T for television.

This project taught us not to fear building interfaces with other software companies.

The original design of GrandAd was surprisingly stable, especially when the constraints under which we operated are considered. The screens supported nothing but text and had only 78 usable columns and 24 rows. The reports were limited to 132 characters on each line. The amount that could be stored on the hard drives was quite limited. If a customer ran out of room, the options were poor.

It was, thank goodness, never necessary to increase the size of any fields, although we had to pass on requests for proposals from two agencies. One was a New York agency that specialized in theatrical productions, each of which was a separate client, and a separate agency that specialized in want ads. Our biggest problem was in handling the version of the system that was used by TSI. When we started selling the AxN system to newspapers, The 999 clients allowed by the three-digit client number might not be sufficient. Besides, we did not want to intermingle the newspapers with our other clients. We decided to allow alphabetic characters in the client number field.

In retrospect we obviously should have used eight-digit dates from the beginning. We devoted countless hours in the late nineties to fixing this oversight.

1. Occasionally some G/L accounts, such as investment income, were excluded for this purpose.

2. In 2021 the company is now known as CoreMedia Systems. Its website is here.

1981-1988 TSI: Working with Ad Agencies

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What I learned from working with advertising agencies. Continue reading →

When Sue and I first met with the people from Harland-Tine in 1981, everything that I knew about advertising agencies came from watching Bewitched when I was in high school. I soon learned1 that most medium-sized ad agencies included people with the following types of jobs:

  • Account executives: These were the people who meet with the clients. Their primary function was to keep the clients happy, either by explaining what the agency was accomplishing or by keeping them in the dark. Some were also responsible for recruiting new clients.
  • Creative: Writers and artists usually worked in teams of two or three to come up with the campaigns and the ads used in them.
  • Production: These people actually executed the ideas.
  • Media: These employees communicated with the stations, networks, publications, etc. to schedule the advertising. They also made sure that the media vendor provided documentation that the ads were run as scheduled. In broadcast this was done via affidavits. Print media supplied tearsheets.
  • Administrative: Billing and other functions were done by the business office. Sometimes there were other areas as well, such as building maintenance and parties. Ad agencies liked parties.

Ad agencies preferred to measure themselves by their “billings”, a more than slightly deceptive term. An agency that describes itself as having $10 million in annual billings did not arrive at that figure by adding up the figures on the invoices that they sent to clients. The reason for this is that the broadcast entities and most magazines paid, at least in theory, ad agencies a 15 percent commission on everything that they bought. So, if the agency had sent invoices to the client for $10 million of media that it had billed, $8.5 million of it probably was paid to the media. Still, the agency billed it all, right?

Some vendors, notably most newspapers, did not give agencies commissions. Some agencies therefore marked up these charges by 17.65 percent to make them equivalent to other media. Regardless of what they actually billed, the reported billings would include the markup, not on their tax forms, but for promotional purposes.

Luis Delgado, who played Officer Billings on The Rockford Files, was also James Garner’s best friend.

In order to put agencies that that concentrated on other aspects of the business on the same footing as ones that billed a lot of media, it was common practice for agencies to use the same or similar ratios to calculate the “billings” that they reported. If a client paid a retainer, for example, of $1.5 million per year, that also was treated as $10 million in “billings”.

Further adjustments were also made, sometimes for questionable reasons. If they often used freelancers or other vendors on projects, should their costs be deducted before doing the calculation? The one overarching principle was that no one ever adjusted billings down. I once walked into an advertising agency that claimed “$50 million” in annual billings. I counted only six desks there. .

When I wanted to know how big an ad agency was, I asked them how many employees worked there. That was a better proxy variable for the amount of work that went through the agency than its billings.

Not every agency was a “full-service” agency. Some of them used a service to purchase media. On the other hand an agency in Illinois that we talked with did almost nothing but place newspaper ads for Sears. Another ad agency that used our system mostly produced point-of-sale signage for the beef industry. One “agency” in the Hartford area actually tried to talk its clients out of advertising. Instead, it promoted the idea of press releases. The agency would write them, and then try to persuade various media to run them verbatim or at least cover them as news items.

The most important equipment for an ad agency in the eighties.

An agency could be as small as one or two people. The two essential items are a telephone and a good contact list, which in my day was likely kept on a rolladex.

Some international agencies were enormous, but many agencies of any size were startlingly ephemeral. I found that most ad agencies were no more than two phone calls away from oblivion. That is, very few of them could afford to lose their two biggest clients. In the big Madison Avenue agencies when an important account changed agencies, the creative team and sometimes others involved in the account might just move to the new agency. Any agency of any size that lost one of its biggest accounts would most likely cut staff and other expenses to compensate for the loss of revenue.

The proprietors of medium-sized agencies understood this. Most had at some point experienced it first-hand. In order to maximize their chances of surviving the dreaded phone call, they tried to minimize fixed costs. They would rather rent than own. Something that could not easily be used to wow a client or a potential client seldom made much of an impression on them. The usual argument that automation improved efficiency generally fell on deaf ears.

When I did pitches to clients, I emphasized billing. If the agency was not prebilling its media—billing from the schedule rather than from invoices from the vendor—I emphasized how easy it was to do this with our system. I argued that in those inflationary times they should be making 1 percent per month on their money. So, billing two months later was like forfeiting two percentage points of their commission!

I also explained how they could easily customize the invoices for other types of jobs. Each client’s could look different. It wasn’t exactly sexy, but at least it was client-oriented. I knew well that very few agency heads were looking to make life more pleasant for their bookkeeper.

The other thing that I focused on was the profitability of client agreements. Most agency owners with whom we dealt had only a vague idea as to which clients are profitable. Few of them were good businessmen. We could show them on the system’s cost accounting reports how to analyze the profitability of clients for the month and year-to-date, and, if they found a problem, they could probe more deeply with other reports.

I think that our system served our agency clients well. I know for a fact that it helped a few of them through some difficult times.

A few aspects of the way that we handled accounting for advertising agencies were somewhat unique. These features were not really marketable unless the agency’s accountant was involved in the purchase.

I never read this book either.
  • We developed separate systems for media billing and accounts payable. They did not use the same programs used for other billing and vendor invoices. Both the billing and the A/P systems matched up the invoices with the items from the media scheduling system.
  • Non-media jobs that were billed in advance were credited to an advance bills account. The entries taking these amounts as income had to be made individually.
  • Every agency that did any kind of production or creative work kept an asset account called billable work-in-process (WIP). The system printed a list of the WIP for every active job at the end of the month. The change in WIP from month to month was booked as income.2

These methods were my own invention. I never took an accounting class in college and, for that matter only one programming. Never, however, in my thirty-five years of setting up computerized accounting systems for people did anyone challenge my credentials.

Spare me the consultants!

Some agencies recognized that they needed to computerize the administration of the agency, but they were not competent to figure out how to do it. So, they hired consultants. I absolutely hated dealing with consultants. They would begin the research process with a set of standards that they had developed, not from dealing with ad agencies or even by listening to what the agency in question hoped to accomplish, but from their experience with other companies that were unlikely to be comparable to ad agencies.

Sometimes they would send out a Request for Proposal (RFP) that outlined the requirements that they intended to impose. Often I could tell that TSI would be eliminated immediately for one reason or another. Almost never did the RFP ask if the system could be customized, or if it generated any of the billing or client profitability advantages outlined above.

Only one of our installations was produced through a consulting firm, and it was a disaster for us (wasted time), the agency (wasted a lot of money), and the consultant (law suit), That experience is described here.

The experience with advertising agencies broadened my horizons. I learned enough about the details of advertising that when the opportunity arose, I was able to make a successful pitch to Macy’s advertising department. That story is told here.

I also amassed enough details about the mindset of an advertising executive that I wrote a prize-winning short story about one. That account is here.

I never got interested in advertising, but in order to market to the New England agencies I had to follow their ups and downs. Seeing a few dramatic crashes reinforced my desire not to depend too much on any one client. That philosophy helped to sustain us through the nightmarish year of 1991, when our two largest clients both declared bankruptcy.

1. The Internet drastically affected advertising agencies. Much of what I learned is probably obsolete in 2021.

2. The American Association of Advertising Agencies (AAAA, pronounced “four A’s”) recommended a different method that was more cumbersome and less useful. Every accountant who ever saw what we did thought that it was equivalent but provided more useful audit trails, took much less time, and was less susceptible to errors.