1993-2012 TSI: AdDept Air Travel Adventures

Posted on September 12, 2021 by Mike

Getting to the clients and returning. Continue reading →

I always took the route from our house in Enfield to the airport that Google claimed took 28 minutes. At 5:30 AM I could make it in less than 20.

My routine: I always flew from Bradley International Airport in Windsor Locks, CT, which was usually identified on the departure boards at airports as “Hartford-Springfield” or BDL. We were fortunate in that almost every major airline had a presence at Bradley. The last to arrive was Southwest, which began its service at Bradley in November 1999.

I usually took one of the first flights in the morning, often around 6:00. At first Sue drove me to the airport and picked me up, but this became tiresome for me. I soon elected instead to park at Executive Valet Parking, the only lot that was north of the airport. It was easier on both of us.

The people who worked the early morning shift at Executive came to know me pretty well. The driver was usually an extremely friendly and loquacious guy named Larry. His style was too much for me at that early hour. I mean, it wasn’t even 6:00 yet. I was never in the mood for chitchat. Vacationers probably appreciated his approach more than business travelers.

The lady at the desk knew me well enough that I did not even need to show my frequent-parker card when I checked in. She even knew what I drove.

On every trip I brought exactly one suitcase and one briefcase that was large enough to hold my laptop. For several years my suitcase was a large bright blue fabric one with wheels. It was large enough to hold my pillow. I always had a hard time getting to sleep after a stressful excessively caffeinated day dealing with problems or requests at the client’s office. Having a familiar pillow helped. The suitcase’s bright color also made it easy to spot on the luggage belt, and the design made it light. I only got rid of it when the zipper broke.

When I arrived at the terminal, I checked in at the ticket counter. In the nineties I flew enough that I could use the express lane at Delta or American. Later, of course, the airlines installed kiosks that made the check-in process much easier.

Security was a breeze before 9/11/2001 (described here). Even during the busiest times (early in the morning and around 6 PM), it seldom took more than a minute or two. Since the employees worked (directly or indirectly) for the airlines, they were always courteous and tried to make sure that passengers arrived at their gate expeditiously. After 9/11 it was a good idea to plan for an excruciating period of at least twenty minutes.

In the first few years of my flying days Bradley had two terminals. Terminal B housed American Airlines and a few small carriers that I never used. Later this terminal was demolished and Terminal A was greatly expanded with two long “concourses” that connected to the central area.

In the mornings I usually bought a sausage biscuit with egg sandwich at McDonald’s in the airport. I also purchased a large coffee even though the restaurant at the airport did not participate in the long-standing promotion of “$1 for any size coffee” available at most McD’s in those days. If I was in a hurry I brought the breakfast bag onto the plane.

If I had a lot of time, I would try to find a place to sit near an electric outlet. Most airports were not designed for the electronics age. In the nineties almost no one brought a computer onto an airplane, and cell phones were even rarer. Furthermore most of the devices in those days could not hold a charge for more than a couple of hours. Consequently, as the use of electronics grew, those few seats near electrical outlet were in great demand. I knew the location of most of the outlets at BDL.

An inviolate rule was to use a men’s room in the airport before every flight. The restrooms on airplanes were not pleasant, and waiting in line in the aisle when you had to go was very annoying.

I tried to reserve window seats. I liked to look out and try to identify cities. Of course, no one wanted a middle seat. When I sat on the aisle someone always seemed to hit my elbow. I usually tried to get on the port side. If no one sat in the middle I could stretch out my right leg under the middle seat in front of me.

I always brought my computer, my Bose headphones, my CD player, several magazines, and at least one book. Some flights showed old television shows on a screen; I never watched or got a headset. I played opera music on my CD or the computer while the plane was in flight. I also played music in my hotel room, while I was running, and especially during the periods between flights in noisy airports. On one of my last trips I had been listening to Mozart’s Così fan tutte when it was time to board the plane. I left under my seat in the waiting area the CD player that contained the opera’s third CD. I never got the player back or bought a replacement for the CD.

I almost never slept on the flights out to the client’s location, but I regularly dozed on the return flights even when someone occupied the middle seat. I found the most comfortable position in close quarters was to lean my head against the little pillow that was provided to my seat braced against the window or side of the plane.

I never put anything in the overhead compartments. My briefcase, which had all my electronics and other diversions, was under the seat in front of me. If the plane was crowded, it was sometimes difficult to extract the stuff that I wanted. If I had an overcoat or a jacket, I used it as a lap rug.

I usually took the stairs down to the Baggage Claim area.

Most of the time my return flights landed late, sometimes very later. I tried to get to the baggage area before most of the other passengers in order to occupy a position near the beginning of the belt. I knew which direction all the belts ran. No airline ever failed to deliver my luggage¹ on a return trip. Nevertheless, by the time that my bag arrived—no matter how well the trip had gone—I was always angry at everyone and everything. For me air travel for business was inherently stressful.

There were a couple of banks of phones in the baggage area. Each parking lot and hotel had a direct line. I just picked up the phone and read the number on the ticket that I had been given when I checked in at Executive and told them which airline I had been on. Within a few minutes (usually) the shuttle bus would arrive. Executive would almost always have my car warmed up by the time that the bus reached the lot. Executive charged the credit card that I had on file there. The receipt would be on the seat of the car. My drives home were always uneventful.

I recognized quite a few celebrities while I was in airports or on airplanes going to or from AdDept clients. My spottings are documented here.

Weather and other close calls

In the winter I tried to avoid scheduling flights that required stops in Chicago, Detroit, or Minneapolis. Nevertheless, on quite a few occasions I ended up missing my connecting flight back to Hartford. Since my return trips were almost always in the evening, on most occasions there were no other flights that I could take. This was a nuisance, but after a while I came to appreciate that the inconvenience was just part of the aggravation inherent to traveling for business. The airline always found a seat for me on a flight in the morning and put me up at a nearby hotel for the night. I can only remember one bizarre exception. I have described it here.

Once, however, the disruptive weather had subsided in Chicago long before my United flight from Des Moines touched down at O’Hare. Earlier that day the winds in the Windy City had exceeded fifty miles-per-hour, and O’Hare had been closed for a short period. It was about 8:30 PM when my flight effected its landing there, and my next flight was not scheduled to leave until 10:00. So, even though United connections in O’Hare could require very long walks, I was not very worried about arriving at my gate in time to board my flight to Hartford.

Most of my horror stories involved United.

I did not account for what happened next. The plane usually taxied around for a few minutes and then pull into the designated gate. Not this time. The pilot parked it on the tarmac out of the way of the other planes. He then announced that there was no gate available for our flight. He did not explain why; he merely stated that he had been ordered to park where he did. Every few minutes he would make an announcement on the intercom, but fifty minutes elapsed before we finally reached the gate.

My recollection is that I ran from one of the B gates in Terminal 1 to an F gate in Terminal 2.

At that point there was almost no chance that my checked bag would be transported to my connecting flight. That failure had happened to me a few times. The airline just delivered it to my house later in the day. The big question was whether I could make it to the gate before the plane departed. I knew that it would not be easy as soon as I saw that my flight to Hartford was in a different terminal. On the other hand I was in the best shape of my life. Even carrying my quite heaby briefcase I rated that I had a pretty good chance.

I wasn’t as fast as O.J, but I was certainly not about to have a heart attack. They should have just let me board.

In fact, I did reach the gate ten minutes before the scheduled departure time. I was dismayed to see that the door was already closed. I went up to the desk with my ticket to demand that the two female agents let me on the plane. I was, of course, out of breath. One of the ladies told me to calm down. She warned me that I might have a heart attack.

“Don’t be ridiculous,” I assured them. “I am a runner. In a minute or two I won’t even be breathing hard.” This was true.

They refused to open the door. That was bad enough, but they then also refused to authorize me to stay overnight at United’s expense. They claimed that it was weather-related and therefore not the company’s fault.

I explained that my flight had landed on time, but it then parked out on the tarmac for almost an hour because United did not have enough gates. The bad weather had ceased long before this happened. The agents were intractable. I have seldom been so angry. I might have said something inappropriate.

Fortunately for me, United had plenty of customer service desks in O’Hare, and they stayed open very late. I walked over to one and explained the situation to the clerk. He told me that he did not understand why the ladies would not give me vouchers for a hotel room and breakfast.

I understood the reason very well. They were planning to leave ten minutes early, and they were already packed up. Dealing with me might actually have required them to stay another ten or even fifteen minutes.

The customer service guy issued the vouchers without hesitation. I stayed at a hotel and arrived in Hartford the next morning on the same plane that had my luggage.

Tornado

I cannot remember even one occasion in which weather prevented me from arriving at a client’s office by the scheduled time. The one time that my plane faced really serious weather was when I was flying to Des Moines in the late afternoon. A serious tornado was approaching Des Moines from the southwest at about the same time that my plane was approaching from the east. The plane was forced to land in land in a much smaller airport in Cedar Rapids. Our aircraft and crew were going to spend the night in Cedar Rapids. The flight to Des Moines would resume in the morning. So, the luggage stayed on the plane. There were no flights available to Des Moines on the evening that we arrived.

“Go out the exit. Go south until you hit I-80. Then go west.”

I needed to be at the client’s² offices at the start of business in the morning. I decided to rent a car and drive to Des Moines. I usually patronized Avis, but Avis had no office in the Cedar Rapids airport. So, I went to the Hertz counter and rented a car. The agent assured me that I could return it at the airport in Des Moines. He also gave me a map and indicated the route. This was Iowa. You can always get from one place to another with only a few turns.

I was not too worried about the tornado. Airplanes cruise at about 30,000 feet. At that altitude a tornado is quite wide. The chances of it engulfing an airplane are good. I was driving at an altitude of five feet or less. The swath of a tornado when it touches down—and many never touch down—is usually not very wide. My chances in the car were much better than ours in the plane.

In fact, I encountered some wind and rain, but not enough to bother me or my vehicle much. I made it to my hotel not much later than I would have if the flight had continued in Des Moines. The problem was that I was wearing shorts, sneakers, and a Bob Dylan tee shirt. I had everything that I needed for work in my briefcase, but all my clothes were still on the airplane in Cedar Rapids.

In the morning I checked the phone book in my hotel room. I discovered a Walmart within a couple of miles of the hotel. I drove there at about 8:00 and purchased a pair of pants and a shirt. They were not exactly elegant, but they would pass for one day. The people would just need to put up with my inappropriate footwear.

The advertising director told me that it would have been fine to come in my tee shirt and shorts, but he was not familiar with the condition of that outfit.

The only time that I felt a little frightened on a business trip involved a landing at National Airport in Washington, DC. I had heard that the runways at the airport were shorter³ than those at other major airports, and the pilots did seem to apply the brakes rather hard as soon as they touched the runway. On this one occasion, however, the US Airways pilot did not hit the brakes at all. The plane did not roll on the runway; it bounced. The pilot then immediately placed the aircraft in takeoff mode. The plane cleared the far end of the runway, rose steadily, circled back around, and eventually landed.

The pilot never explained what had happened, and the extra circuit only cost us a few minutes. Maybe we were coming in too “hot’; maybe something was on the runway. Who knows?

Food

Most of my flights occurred before 9/11. The longer flights offered meals in those days; on the shorter ones snacks were served. If the meal had more than one choice, my initial strategy was to take the one that sounded the most appetizing. After several disappointments I reversed course and chose the one that seemed less appetizing. That seemed to work better.

In the morning I ordered tomato juice with ice and black coffee. At other times I chose Diet Cokes (or Pepsi)—with the can if they would let me. I never ordered an alcoholic beverage in coach, but I usually had one Scotch on the rocks if I was in first class and on my way back to Hartford.

If the flight offered only snacks, my choices were—in order—potato chips, peanuts, and Biscoff cookies. I always passed on pretzels and anything that I had never heard of.

I substituted broccoli for the French fries.

I actually liked the food at restaurants at a few airports. I liked the babyback ribs at the Chili’s in Concourse F in Atlanta. The Usinger’s brats at the Milwaukee airport were outstanding. The Italian beef sandwiches in the American Airlines section of O’Hare were delicious. I frequented a Mexican cantina at DFW. The Taco Bell in the Baltimore airport sold beefy burritos for a while.

I found something tolerable at most of the other airports. Chicken wraps of some kind were usually reliable. I avoided fried foods and tried to eat some fruit. I usually enjoyed Chinese food, but I had bad luck with it at airports.

Puddle-jumpers

Most of my flights were at least an hour long, and I usually rode on full-sized jets. I did have a few memorable trips on smaller planes.

I flew on a small plane from Fort Meyers to Naples when I was asked to make a presentation to the Frederick Atkins Group. That flight was uneventful. I also once took the very short flight from Minneapolis to St. Cloud, MN. That flight hardly even seemed to get off of the ground. On subsequent trips to Herberger’s I rented a car in Minneapolis. The short flight was from LA to Fresno provided me with my first view of both LA smog and Bakersfield.

One short trip was momentous, not for me, but for my flying companion, Doug Pease. The Continental flight from Bradley to Newark was pretty choppy. I was gazing out the window the whole time, but out of the corner of my eye I saw Doug reach for the air sickness bag⁵. After we landed he nonchalantly threw the bag in a trash can. I asked him, “Don’t you want to keep that as a souvenir?”

Miscellaneous: For some strange reason on at least three occasions a woman with a young child waiting to board a flight approached me. Each woman asked if she could entrust the kid to me while she went to the ladies’ room (or maybe to the bar for a quick stiff one). Nothing happened.

On another occasion I sat next to a boy flying alone from Washington. I don’t remember the destination. The weather was terrible when we took off, and we bounced around quite a bit. It dd not seem to bother him at all. He had books and toys with him and was a perfect little gentleman the entire time. I had the impression that he had flown as much as I had.

Once on a trip from Bradley to, if I recall correctly, Chicago I sat in the very last row next to another computer programmer. We both ran small software companies. Although he worked on Macintoshes, and our clients used IBM mini-computers, we discovered that we had experienced similar frustrations in trying to get our businesses off the ground. We were lucky to find a niche market that lasted just long enough.I wonder how his turned out.

I could just imagine the agents at the ticket counter saying, “Oh, God, here’s another one. Put him in the back row with that other geek.”

My trip to Portland OR, on February 21, had several strange features. This is from my notes:

I drove to the airport Sunday evening and discovered that there was no place to park. I went to six parking lots. They were all full. I ended up parking in short-term parking. It costs $20 per day. Although this is outrageous, it will hardly make a dent in the cost of this trip. My plane from Hartford was totally full (most of the passengers appeared to be high school-aged). I assumed that at least some people would miss the plane because they couldn’t find a place to park, but I was wrong. From now on I guess I have to call Executive Valet Parking before I leave. If they don’t have any room, I will just leave my car at 7B and call a cab. It’s bound to be less than $140.
I wonder where all the people parked. Bradley has closed off half of the short-term parking and all of the B lot.
By contrast, the plane to Portland had only about forty or fifty people on it. …
This is a first. The crew on the flight from Cincinnati to Portland also was on the flight from Hartford to Cincinnati. Different plane; different gate; same people.

To get from the airport to the parking lot after a trip I had to call Executive. Someone ordinarily answered on the first ring. One night no one answered the phone. I hung up, waited a few minutes, and called again. The third time that I called it rang ten or fifteen times before a breathless woman answered. She took my information and said that she would be there as soon as she could. About thirty minutes later the bus arrived, and she was driving. She explained that three or four people ordinarily worked the night shift, but the others did not show up that evening. So, she had to answer the phone, go out in the lot to find the cars, drive them to the office area, and then drive the bus to the airport to pick up the customers at three different locations.

Four or five of us were on the bus at the same time. No one gave her any grief. Nothing similar ever happened again. I stuck with Executive, but I imagine that the company lost a few customers that evening.

If I could arrange it, I would work in a visit to my parents on the way to a client. This was often feasible for trips to Texas or California. Direct flights to DFW, Houston, and LA were available from Kansas City’s airport.

Yes, my signature on the back might have been more legible 25 years ago, but …

I arrived at the ticket counter at Bradley for one of those KC trips, and, to my dismay, I could not find my driver’s license. The agent would not give me my ticket without proof that I was the person who had purchased it. They would not accept my many credit cards as proof of identity. In the end they accepted my library card from the Enfield Public Library. They said that it would suffice because it was issued by a government organization. Yes, but it did not have my name on it anywhere! Isn’t the purpose of a piece of identification to show that the name on the card matches the name on the ticket?

Needless to say, I did not object. However, I knew that this acceptance only deferred my day of reckoning for a couple of days. I would certainly need to produce real ID to fly from KC to LA.

Delaying worrying about the problem was a good approach. My driver’s license was actually resting comfortably in my shirt pocket the entire time. I had placed it there that very morning so that I would not need to dig through my wallet to find my license. This was a good example of being “too clever by half.”

Luggage

A different trip that included a stop in Kansas City resulted in the most frantic half hour that I ever spent in an airport. My final destination was Des Moines. Because there were no direct flights to Des Moines from KC, I decided to rent a car in KC and drive to Des Moines. I would arrive sooner than if I flew, and I could set my own schedule. I must have played golf with my dad on that trip. I remember that I had brought my golf clubs with me.

At the end of the training/support/research session in Des Moines I flew back to Hartford on TWA. This meant that I had to stop in St. Louis. By coincidence the flight to St. Louis continued on to Hartford. This was a rare occurrence. I almost always needed to change planes when we reached the hub airport.⁴

At some point after I boarded the flight to St. Louis I noticed an anomaly on the baggage check that had been stapled to the envelope holding my ticket. Although the destination on the ticket was Hartford, the bags were designated for St. Louis. I pressed the call button for the flight attendant. When she arrived I explained the problem. She conferred with other crew members and then advised me to go to baggage claim in St. Louis (leaving my briefcase on the plan), retrieve my checked luggage, bring them up to the ticket counter, check the bags again, go through security again, walk to the gate, and reboard the plane.

I guess that there was no way to tell them not to unload my luggage.

I did all that, but it was exhausting. I had to drag my suitcase and my golf clubs up the stairs to the ticket counter. Fortunately, I found a short line there, and the trip back through security was not much of an issue before 9/11. I made it to the gate with perhaps five minutes to spare, but I was completely spent. The rest of the trip was blessedly uneventful.

On quite a few flights a crew member attempted to say something humorous over the airplane’s intercom. I only remember one who was really able to pull it off. The flight was on United from Bradley to Chicago. My recollection is that it was in the evening. The head flight attendant was absolutely hilarious. Almost all of the people in the cabin—who usually pay little attention to announcements—were in stitches. I only remember one line. It occurred when she was advising us to fasten our seat belts to prepare for the landing. She began with, “The captain reports that he has found an airport…”

1. On one flight to Pittsburgh, at the time a hub for US Airways. I could not find my big blue bag on the conveyor belt. I went to the agent. She found it for me. She said that it was the only piece of luggage on my flight that was not directed to another flight.

2. The client was Younkers, a chain of department stores based in downtown Des Moines. Much more about the AdDept installation at Younkers is posted here.

3. In fact, the longest runway at National Airport was less than half the length of the runways at the other major airport in the Washington area. It was also much shorter than the runways at Bradley.

4. I can remember only one other time that my flight continued to my final destination after a stop at a hub. It was a Continental flight from Bradley through Cleveland to Houston. I was the only passenger who stayed on the plane, but the crew for the second leg was the same. This was in the days that the airlines served food. The flight attendant apologized to me because the meal on the second leg was the same as she had served me on the flight from Hartford. I ate both meals. I have almost never turned down free food.

5. While I was working at TSI I never got sick on an airplane. However, on our vacation in Tanzania in 2015 I had an absolutely awful experience on the first leg of our journey from Serengeti to Katavi. The tale of woe is told here.

1997-2014 TSI: AdDept Client: Stage Stores

Posted on September 4, 2021 by Mike

People and events at SRI/Stage Stores. Continue reading →

Everyone with whom I dealt—and there were a great many people over the course of seventeen years—-called the large retailer based on the south side of Houston “Stage Stores”. Even their LinkedIn pages refer to Stage Stores. However, our contracts¹ were definitely with a company named Specialty Retailers, Inc. (SRI). The checks that we received were from SRI. This always seemed strange to me, but I managed to piece together from various sites on the Internet something of an explanation.

I spent many hours at the headquarters building on South Main. The visitors’ parking was perhaps thirty to the right of the palm tree.

SRI was incorporated in 1988. I was unable to discover who the original stockholders were or who ran the corporation. I also have no idea what, if anything, SRI did in its first four years of existence.

In 1992 the company purchased a Colorado-based retail company named Fashion Bar, Inc., which had seventy-one stores. The larger ones were branded as Palais Royal or Bealls². The rest were known as Stage Stores. In the nineties SRI purchased a large number of other stores. Most of them bore the Stage logo. SRI’s headquarters at 10201 South Main³ in Houston was known locally as Stage Stores, and that name, as you can see in the photo, was displayed prominently over the entrance. The only stores that were actually located in Houston were branded as Palais Royal. I recall actually purchasing a leather belt in one of them. Many people in Houston knew about Palais Royal, but Stage Stores and SRI were probably not on their radar.

In late 1996 or early 1997 Doug Pease, TSI’s Director of Marketing, received a call from Brenda Suire⁴, the Director of Finance for Stage’s Marketing Department. Doug and I flew on Continental Airlines to Intercontinental Airport in Houston to meet with Brenda and some other employees. We were somewhat surprised by the length of the drive from the airport to Stage’s headquarters.

The blue route on the map at left suggests driving through downtown Houston. That route would only be considered if the trip was in the middle of the night. We always took the western loop on I-610.

On the second day in Houston I demonstrated the functionality and design of the AdDept system at the local IBM office. It went over very well.

I recently found in my notes from January of 2001 some of the items that were included in the contract that resulted from that presentation and subsequent negotiations.

I was surprised to discover that in 1997 Stage paid us over $8,000 for the expense payables, sales, MM Plus, and AdSEND (!) interfaces. No wonder we made so much money in those days. We have no choice but to give them the assistance they need to get the first three working. They don’t use AdSEND any more, thank goodness, and I am pretty certain that no one remembers that they paid for this. I don’t remember coding an expense interface for Stage, but we clearly did it in 1998.

As part of that initial contract the programmers at TSI wrote a great deal of new code. Stage Stores had more stores and fewer merchandise departments than the first few AdDept customers. In most of their markets they operated only one store. They were therefore much more interested in the ratios of media dollars spent on each store to the amount of sales that the store generated than in sales and expenses by department. To provide this information we wrote code to accept sales by store from the corporate systems. We also wrote a set of reports that showed the ratio of advertising expenses to sales for each store.

No one at Stage Stores had previously examined the broadcast (i.e., radio and television) advertising too carefully. The buys and audits were done by a lady (I don’t recall her name) from Reynolds Communications. She used SmartPlus⁵ software to make the schedule and audit the spots that each station ran. Stage soon discovered that she had been spending much too much money on television buys, especially in one-store markets in Louisiana. She knew that the company had a store in those markets, but she had no access to sales data.

As often seemed to happen in AdDept installations, this unexpected revelation allowed Stage Stores to save enough money on an inefficient use of funds to justify most of the cost of the entire system.

Brenda, Floyd, and Denise Bessette at TSI’s office.

Training and installation: In 1997 Stage sent three employees to TSI’s office in Enfield for several days of intensive training: Brenda, Floyd Smith⁶, and Hugo DuBois⁷. The emphasis of the training was on how to get the most out of the AdDept software in their environment.

Floyd was Brenda’s right-hand man in the business office. For the first few years—which (for reasons unrelated to the system) were rather chaotic—Floyd was the liaison between TSI and Stage. Hugo, a native of Belgium, managed the department’s local area network. He mainly worked with the production and creative people. I am not sure why he came to Enfield. Hugo’s only role in the project was to connect the network to the AS/400 and to install and configure the software on individual PC’s and Macs so that the department’s employees could access the AdDept system.

After the AS/400 had been delivered, and the network was connected to it, I flew to Houston to install the AdDept software and configure the database. Over the next few months I returned to help them deal with problems, to show them how to use new features, and to gather ideas about further development. I soon discovered that there was a better way to get from Connecticut to Stage. On most trips I flew on Delta or American and landed at Houston’s smaller airport, Hobby. Not only was it much closer to Stage, but there was usually a better choice of flight times.

Denise, Floyd, Hugo, the top of Brenda’s head, and Steve Shaw at TSI’s office.

Within a year or so the system was running fairly smoothly. Then in 1998 Brenda left Stage Stores, and for a while Floyd ran the advertising business office. His primary assistant was Toni Young⁸. One of the primary AdDept users was Renee Mottu⁹, who managed the expense invoices.

Fortunately for TSI, for the next year our involvement with Stage was reduced to answering phone calls and resolving mundane issues. I say “fortunately” because even though Stage Stores declared Chapter 11 bankruptcy in 1999, the effect on TSI’s bottom line was minimal. The effect on daily life in Stage’s advertising department was for a considerable period much more severe. My notes after a visit to their headquarters in January of 2000 stressed that “Those poor people spend half of their time trying to persuade newspapers to run their ads.”

Karen is in the red jacket. The man who is obscuring Floyd is, I think, the Advertising Director.

Brenda was replaced by Karen Peltz, who had held a similar position at Foley’s¹⁰, the chain of department stores owned by the May Company that was also based in Houston. At the time Foley’s had been using AdDept to solve various problems in its advertising department for five years. I had worked with Karen at Foley’s, but only a little. Eventually Floyd moved to another position at Stage Stores, and Toni Young managed the day-to-day operations of the marketing business office thereafter.

I had only a few interactions with Joanne Swartz¹¹, the Senior VP of Marketing, and the guy who was Advertising Director. I do not remember his name. I think that Karen reported directly to Joanne.

I dealt with two people in the media area. The woman’s name was Deidre Prince¹¹. I do not remember the guy’s name, and it is not in the notes. I also remember Sandra Green, who used AdDept for buying newspaper space. She seemed to have a lot more difficulty using the system than anyone else did.

My notes: I discovered quite a few email messages that I sent back to TSI’s office from Stage. They are dated between October 1999 and January 2001. I’ll start withe the earliest one

The New Skin bottle and the shaving/ medical kit that I kept it in.

Not a great start today. I woke up at 6 AM. I got up and stumbled around the hotel room for a few minutes. I ironed some shirts and pants. At 6:55 I shaved. I looked in the mirror and saw Dracula. The blood was pouring from my lip. It took over 40 minutes for it to stop bleeding. I painted the New Skin on it. I got dressed and went to Stage. The New Skin held until almost 5 PM. Then I bled all over my shirt and pants, but this time I got it to stop in only about five minutes. Life on the road is so glamorous.
Renee Mottu is looking for suggestions as to how to remove two possums that have taken up residence beneath her mobile home. She rejected my idea of sending in a dachshund. She said that the possums would eat a dog.
I didn’t get to run tonight. Toni Young told me about a good trail. I put on my running duds, followed her directions, and drove around for about 25 minutes looking for the place. I never found it. I drove back to the hotel, got some food, and settled into my room to watch “Norm” and “The Drew Carey” show.

I am pretty sure that the woman with the big hair to the right of Floyd is Renee Mottu. I don’t remember the names of the other two ladies.

The first paragraph refers to a blue-black circle that appeared on my left lower lip in the nineties. It has never caused any pain, and it has not bled in the last decade or so. The story of Renee and her possum continued for a few visits. Before reading the above I had totally forgotten that for a while Norm McDonald had a network television show.

The following are from the subsequent two days on the same trip.

It was in the 80’s here yesterday, but it felt cooler. There was almost no humidity, which is rare for Houston. Floyd’s office was freezing. He has an electric heater in his office. We had it running most of the day even though we had six people crowded around his PC all day long. I brought sweaters, and I will wear one today.
Stage has network printers. We sent a 40-page report to Floyd’s printer about noon. It was still in SND status when I left at 6 PM. Floyd said it will sometimes not print until the next morning. Have they ever complained about this? I think the culprit may be the faxing. They were faxing all day yesterday.
I noticed at Stage that their floors must not be very level. The pieces of their desk units come together at angles. I also noticed that some units were raised off the floor as much as an inch on one side.
I don’t think that I could possibly in good conscience approve more than five months for the palm tree research project at this time.
How much do you think is the monthly fee that Reynolds Communications charges Stage to handle (including auditing and approving invoices from stations) their broadcast advertising?

I don’t remember the precise answer to the last question, but I am pretty sure that there were two digits to the left of the comma. The next set of emails came from the trip that began on January 11, 2000.

This Silver Medallion card expired many years ago.

I was dreading the flight to Atlanta. I envisioned myself standing in line with the common people now that my silver medallion card has expired. I was delighted to discover that my ticket still says “Silver Medallion.” Half of the flight got on with the medallion status group.
The phone on my seat on the flight from Hartford to Atlanta has a little LCD display. It discloses the NASDAQ closing price every few minutes along with advertisements for various ways to spend your money on the phone.
A lady on the Atlanta flight has striped hair. Not streaks, stripes. She has brown hair intermixed with ½” blonde stripes. I guess it is a look.
The flight from Atlanta to Houston sat in the gate for about 20 minutes. Then we got in the usual long line to take off. It must have been over 100 degrees in the cabin by the time we hit the skies. The guy in the seat in front of me pushed his seat all the way back. I have therefore had to turn 45 degrees and put my laptop on my lap. Even so it is uncomfortable to type. Thankfully there is no one next to me.
Listening to Kiri Te Kanawa sure beats listening to salesmen. On my last few flights the planes were full of families and college students. The passengers on both of Tuesday night’s flights have been mostly middle-aged men.
I still have a 45 minute drive ahead of me after this flight, which won’t get in until about 11:00 central time. I need some caffeine.
I used the air conditioner in the car all the way from the airport to the motel.
… Renee Mottu asked me to hire her. I told her that we needed experienced, or at least trained, programmers. She pressed me on this. She said that she was sure she could learn programming and that Floyd would give her a good reference. By the way, she said all of this in front of Floyd.

I remembered to ask Renee what happened to the possums living under her trailer. She said they were still there. I repeated my recommendation about the dog. She said she didn’t have one. I said she should borrow one. She asked me (!) if I knew anyone who had a dog she could use. Later I heard her walking around intoning “Does anyone have a dog I can borrow?”

I think that by 2001 Stage Stores must have been emerging from bankruptcy and resuming their strategy of expansion by purchasing other chains. The biggest of those was the acquisition of Peebles, a chain of 125 department stores based in South Hill, VA.

For some reason the management at Stage wanted to keep track of all expenses and co-op income of the Peebles stores separately. This was the first, but not the last, time that I installed a second AdDept database on the same AS/400. There was still only one set of programs, but each user had two AS/400 user ID’s. Their profiles determined which database would be used.

Here are some of my notes from January of 2001:

Leaping Lanny Poppo became one late in his wrestling career

The meeting in the afternoon went well. Joanne, the advertising VP introduced me as “the resident genius.” The project has been scaled down. We need to be able to do accruals at the store level for media and production at the store level. We also need to be able to do prepaid to expense. One unusual wrinkle is that they do not want to allocate creative costs to stores. They want to be able to get ratios of advertising expense to sales from AdDept, but we must be able to reconcile this with what is in the G/L.
I was glad that I was an outsider at this meeting. The politics was just barely below the surface. Chuck, who I think is the CFO, put Joanne on the spot about something that was not even on the agenda. Their explanations were not at all impressive. The experience had the happy effect of reminding why I did not like working at a larger company.
Toni Young says that she thinks that Renee Mottu never got rid of her possums.
It turns out that what Stage really wants to do most is to start using what they have and what we have previously proposed—SmartPlus interface, sales interface, and expense payables interface. They spoke of the SmartPlus interface as if it were a done deal. I don’t recall them purchasing this module. I brought back the file layout for the expense interface. I did not come back with a lot of specs for new projects. Believe it or not, they want another week of my time. Both Karen and Joanne (the Senior VP) seriously asked me to stay over the weekend and spend next week in Houston. I didn’t tell them this, but I don’t think that I could have lasted for 24 days.
01/07/01: I was surprised to discover that in 1997 Stage paid us over $8,000 for the expense payables, sales, MM Plus, and AdSEND (!) interfaces. No wonder we made so much money in those days. We have no choice but to give them the assistance they need to get the first three working. They don’t use AdSEND any more, thank goodness, and I am pretty certain that no one remembers that they paid for this. I don’t remember coding an expense interface for Stage, but we clearly did it in 1998. I will write up a quote to change it to work the way that the new documentation states.
Toni Young said that she thinks that Renee Mottu had not solved her possum problem.
I saw a sign at Stage Stores offering a $3,000 bonus to any employee that refers someone hired as a senior analyst in IS. The candidate must have five years of COBOL or Oracle experience.

Evidently I had already scheduled most of the rest of the month of January 2001 to travel to other clients so that if I had agreed to stay in Houston over the weekend and the following week, I would have been on the road for twenty-four days in a row! In those days we were charging $1,000 per day for my time. If Stage had still been in Chapter 11, I doubt that they would have proposed spending another $7,000 for another week of my presence. The bankruptcy court would have needed to approve the expense.

AdSend was a service offered by the Associated Press for sending the images of ad layouts to the newspapers. Hugo once told me that the company had twelve T-1 lines (TSI had one), and, according to him it was not nearly enough.

The neighborhood: Stage seemed to be a nice place to work. The headquarters was a fairly nice building located on the south side of Houston. They always provided me with a comfortable place to work, and there was ample parking in spaces reserved for vendors. The building also had a cafeteria that offered good food at very reasonable prices. I always ate lunch there, usually by myself. Many employees arrived at work early and ate breakfast there.

I took this photo of Enron Field under construction. It is now called Minute Maid Park.

It was not too easy to reach by a car driven from the south. Just north of the building Main Street became a divided highway with restricted access. Since I always stayed in a hotel north of the building, I had to drive my rental car to the first exit, drive under the highway, and then take the access road back to Stage’s driveway.

Most of Houston’s explosive growth had been in other directions. There was not much south of Stage’s location. However, just north of the building were the medical centers for which Houston was famous and Enron Field, which is where the Houston Astros played after the Astrodome was abandoned in 1999. I got to see (and photograph) the construction of the new stadium.

According to Yelp Marco’s is closed, but it still has a website.

I usually stayed in a Hampton Inn a few blocks from the stadium. My favorite restaurant was a Mexican place called Marco’s. Located in a hard-to-reach strip mall near my hotel, it was where I first became acquainted with tacos al carbon, one of my favorite dishes. Marco’s had ridiculously low prices. I often told the manager that they should open restaurants in the northeast. They could have doubled their prices and still filled the place every night.

During a couple of multi-day trips to Stage I met up with Sue’s cousin, Mark Davis, for supper. He worked for Exxon Mobil. We usually at an Olive Garden. The conversation was better than the food.

I jogged on the streets near the hotel nearly every evening when I visited Stage. I worked out a route that kept me on streets that had very little traffic.

Eventually I discovered a delightful dirt track that surrounded a golf course in Memorial Park. I drove there every chance that I got. A loop around the track was a little less than three miles. I usually did two loops. There is no chance that I would ever move to Texas. However, if I did, it would be to Houston, and the primary motive would be to gain access to this track every day.

The people: I was quite surprised by the LinkedIn pages of the people with whom I worked at Stage. We had not done much work for the company after 2008 or so. Consequently, I really had no idea who was still working there after that. I discovered that many of them remained at Stage Stores quite a long time after I last saw them or talked with them.

TSI’s initial contact, Brenda, departed in 1998. I don’t know why she left Stage so soon after we did the installation. There might be a story there. I don’t recall ever hearing her name mentioned again.

I have many memories of Floyd. He was definitely a family man. He was always cheerful and business-minded. He always ate lunch at his desk. His office was not very large, but it had two doors, which he kept open. Some people used his office as a shortcut to get from one part of the marketing department to another. I was surprised when he and Toni seemed to switch jobs after Karen arrived. That was never explained to me. Floyd was employed by Stage Stores until 2011.

I was acquainted with Karen from her days at Foley’s. When she arrived at Stage, she made it clear to me that one of her top priorities was for the department to make better use of AdDept. A Republican, she assured all of us in January of 2001 that George W. Bush “will not be that bad.” After his two incredibly stupid wars and an economy that totally tanked while he and his cronies watched helplessly, most historian vehemently disagree.

Karen was, to my amazement, an avid biker—not mountain bikes, Harleys. She and her husband rode up to the big gathering in Sturgis, SD, at least once. I have always told people that if you saw me on a motorcycle, you can be certain that I will also be smoking a cigarette and showing off my piercings and tattoos.

Karen worked at Stage until 2013, twice as long as her stint at Foley’s. Her LinkedIn page lists no jobs after she left Stage Stores.

I remember that Hugo drove a Saturn—as did I during that period. His, however, was a coupe. If I had known that Saturn sold two-door cars, I would have bought one. Hugo stayed until 2017.

I did not really have much personal contact with Joanne, aside from that one meeting that they asked me to attend in 2001. I do remember that on one occasion I overheard Renee accosting her in the hallway. Renee said, quite loudly, “Joanne, I need a raise!” If Joanne replied, I did not hear the answer. Joanne left Stage Stores in 2012.

Toni apparently never left Stage Stores. The more that I worked with her the more that I respected her.

When I met Deidre I asked her if she was related to Diana Prince. She did not know whom I was talking about. I guess not everyone was a fan of Wonder Woman on TV and in the comic books.

I think that Deidre was our main contact when I showed the A^xN¹² system to the department in 2003 or 2004. They enthusiastically endorsed it and used it until they outsourced the buying of newspaper space to an outside company. Deidre left Stage in 2011.

Epilogue: I think that our last major dealings with Stage were the implementation of A^xN and the Peebles project. Nevertheless, they were still using AdDept when TSI went out of business in 2014.

Unlike most retailers Stage Stores continued to expand in the twenty-teens by acquiring other chains. In 2017 Stage acquired the assets of the Gordman’s chain of department stores and quickly converted all of them to sell off-priced items. This worked so well that they began to convert most of their other stores to the same format. In the November 2019-February 2020 quarter sales were up 19 percent¹⁴.

Then the pandemic struck and Stage Stores was stuck with a lot of debt and 738 stores that could not be expected to generate any revenue in the immediate future. The price of the company’s stock plummeted. In May of 2020 Stage entered Chapter 11 again, and in August it announced that it was liquidating all of its holdings.

1. For some reason SRI insisted on a new contract every year. We had contracts with all of our AdDept clients, but all of the others were open-ended.

2. There is also an unrelated chain of department stores with the Bealls moniker that is based in Florida. My unsuccessful pitch to that company is detailed here.

3. Years after TSI was closed SRI moved to an office building at 2425 West Loop South. I tried to use Google Maps to find the Main Street building with which I was so familiar, but I failed. I think that it must have been demolished.

4. Brenda’s LinkedIn page is here. I had trouble remember her last name. I sent an email to Floyd Smith asking if he knew it. He replied, “Sure. She is also on Facebook..” Confused, I asked again. Floyd wrote, “Suire is her last name. Sorry about that spell check changed it last time.”

5. The Media Management Plus product was renamed SmartPlus. I think that this may have happened when the company was purchased by Arbitron, the rating service. On the Internet I found a very detailed description of what SmartPlus did. It is posted here.

6. Floyd’s LinkedIn page is here.

7. Hugo’s LinkedIn page can be viewed here.

8. In 1997 I was only 49. I was shocked that year to learn that Toni Young, who was younger than I was, had a grandchild who was by no means an infant. Her LinkedIn page is here.

9. I found no LinkedIn page for Renee Mottu. Her Facebook page is here. I was surprised to discover that it contained even less than mine does.

10. A great deal more has been written about the AdDept installation at Foley’s. The account is posted here.

11. Joanne Swartz’s LinkedIn page can be viewed here.

12. Deidre Prince’s LinkedIn page is here.

13. A^xN was the name that I gave to TSI’s Internet program for management of insertion orders that AdDept users sent to newspapers. Its system design is explicated here. The marketing history is described here. Stage’s use of the system was one of the main reason that the number of subscribing newspapers grew so large—at one point over four hundred!

14. The Philadelphia Inquirer picked up this story from the Washington Post and posted it here.

1993-2006 TSI: AdDept Client: Foley’s

Posted on July 22, 2021 by Mike

May Co. division based in Houston. Continue reading →

I remember getting two phone calls from Beverly Ingraham¹, the Advertising Director at the May Company division based in Houston, Foley’s. The first one came in early 1993 before we had hired Doug Pease to handle our marketing. I spoke with Beverly about AdDept, TSI’s administrative system for large retail advertisers. She had learned of it from one of our mailings.

Foley’s flagship store at 1110 Main St. was demolished in 2013. I am not sure what replaced it.

I informed her that we had installed the system at a “sister division”, Hecht’s. I emphasized that it had been helping the employees at Hecht’s with their monthly May Company reports as well as many quotidian administrative tasks. She asked me to fly to Houston and show the system to them. Although I don’t remember the occasion, I must have spent a day or two talking with potential users, primarily Richard Roark² in the business office at Foley’s off in one of the top floors of the flagship store on Main Street. The demo must have been at an IBM office. Sue might have come with me to Houston, but neither of us remembers the trip. We met Beverly and Linda Knight, the Senior VP of Advertising³. The people at Foley’s all seemed enthusiastic and exceptionally nice, as they did every time that I visited there.

After we returned to Connecticut, I wrote up a proposal to run the AdDept system on the F10 model that had recently been introduced by IBM. There is little doubt that I also included quotes for some custom programming—I forget the details.

I was very excited about this. I knew that Foley’s advertising must have had money because the May Company had recently merged the D&F division, which had been based in Denver, with Foley’s. The combined operation would be run from Houston. That gave them stores in Arkansas, Louisiana, Texas, Oklahoma, New Mexico, Arizona, and Colorado. The May Co.’s purse strings were bound to be a little looser than usual.

I was also excited because I was quite certain that most of the work that we had done for Hecht’s would be usable for Foley’s with only minor adjustments. For once we seemed to be on familiar ground.

Over the next week or two I talked with Richard Roark about some of the items in the proposal. When I finally got the second call from Beverly, she did not immediately say that the project had been approved. I had to ask her. She said, “Oh, yeah. Sure.” She then corrected my assumption that Richard Roark would be the liaison. She assured me that she would tell me who it was, and she did a little later.

I remember very well my first visit to Foley’s in May of 1993 to install the system. I flew on Continental Airlines from Bradley to Intercontinental Airport⁴, which was twenty-three miles north of the city center. I took a shuttle bus to the Hyatt Regency Hotel, which was only a couple of blocks from Foley’s headquarters.

The Hyatt featured a lobby that was both luxurious and sometimes very noisy. A bar was right in the middle of it, and the area above was open all the way up to the roof, thirty stories up. It was like an echo chamber or a natural amplifier. So, half of the rooms had windows that viewed the lobby. After my first stay there I always requested a room with an outside window.

That’s the Hyatt’s bar way down there in the middle of the lobby.

The elevators all had glass walls on the lobby side. I am not ordinarily affected by heights or tight locations, but the rapid descent in these glass cages made me quite uneasy.

I distinctly remember my first stroll to Foley’s from the Hyatt. It was March. I knew that I would not need the overcoat that I had worn to the airport in Connecticut, but I did have on a wool suit. The lobby of the Hyatt was very cool. I went through the revolving door and I was smashed in the face by the heat and humidity. It was like walking into a sauna.

By the time that I ~~swam~~ walked the few blocks to Foley’s big brick building, I had grown tolerant of the humidity. However, I was not expecting to see ten or so mendicants sitting on the sidewalk near the employees’ entrance. This crew was not the aggressive kind I had encountered in my life in Detroit and visits to New York. They just seemed hopeless. I don’t know why, but I was shocked to see this in Texas.

I don’t actually remember too much else about that day. That is a good thing. In TSI’s thirty-five year history we only had a few near-disasters or crises, and I distinctly remember each one.

I recall that one of our first big assignments for Foley’s was when the Houston Chronicle bought out the Houston Post and its assets in 1995. Foley’s was by far the largest advertiser in both papers. They ran dozens of ads every week, and the newspaper coordinators had already recorded the schedules for both papers for several months ahead.

Their first requirement was a list of all ads that were scheduled to run in the Post but not the Chronicle. That was not difficult; I wrote a query to produce the list. They would need to decide what to do with those ads and adjust the schedules for the Chronicle where necessary.

Next, they needed to delete all of the ads scheduled for the Post. This was was a little more difficult. I had to replicate exactly the process that would have occurred if they canceled them individually. That meant that I had to write history records for each deletion, and all subsidiary files and summary records needed to be updated as if the deletions were being done one at a time.

Finally, they needed me to find all the ads in the Chronicle that were full depth (the longer dimension), which, if memory serves, was twenty-one inches. All of these ads would be one-half inch deeper because the Post’s presses, which the Chronicle planned to use going forward, cut the paper to that size. That meant that the costs (Foley’s kept track of actual costs billed by the papers and costs marked up to reflect production expenses that they showed the merchants) had to be recalculated.

Since any paper could change its size (and many subsequently did), I made this one into a program that could be attached to a menu available to the users. Since AdDept’s rate calculations had been externalized into separate callable modules, this was also not too difficult. History records and updates of subsidiary files and summaries were required for this step, too.

They needed all of this in just a couple of days. There was no test environment. No one helped me, and no one tested the code that I produced. On TSI’s developmental system I simulated a few ads of each type and tested the code on them. When I felt satisfied with it, I sent the code to Foley’s over the phone lines, crossed my fingers, and ran the programs.

I must have done a pretty good job. No one complained.

Visits to Foley’s were frequent during the nineties. Sometimes they wanted training, but usually they wanted to describe enhancements that they desired. Two of the trips had a comical aspect. The first one was when I asked Sue to take one of the early trips for me. I cannot remember what the objective for the trip was. She did not have a credit card in those days, and she forgot to bring any cash. Fortunately, someone at Foley’s cashed a check for her, or she might have needed to join the beggars clustered by the employees’ entrance.

On another occasion I wore my running shoes on the flight to Houston. When I had arrived in Houston, as usual I took the shuttle to the Hyatt. When I opened my suitcase at the Hyatt, I was aghast to discover that I had brought only one leather shoe. How could my valet have been so careless?

I recalled that I had seen a Payless Shoe Source, at one time a division of the May Company, between the hotel and Foley’s. I bought a pair of black leather shoes at Payless for $20. They were so uncomfortable that I threw them away as soon as I arrived home after the trip. However, they saved me from embarrassment during the three days of that visit. I figured that my misbegotten purchase was the equivalent of a bargain-priced rental for less than $7 per day.

One of Robert’s most important jobs was to keep the printers clean and full of paper.

Our first liaison at Foley’s was Robert Myers⁵. I think that he must have come from the IT department. He helped to set up a system whereby the store managers could view the contents of their ads on systems in their stores before the ads were run. He tried to get me (of all people) to market the arrangement to other retailers. I suppose that he meant that we should try to offer it as an enhancement to AdDept, but the guts of what he had done involved infrastructure that was unique to Foley’s. I didn’t understand most of it, and I was too busy with things that I understood a lot better to devote time to learning it.

Robert attended nearly all of the training sessions when I came to Houston, and he did a good job of writing up software requests when I was not around. He was one of our best liaisons.

That is Robert talking and facing the camera. The bearded guy in the foreground is Doug Pease⁶. This picture was not taken at Foley’s. I don’t recognize the other three.

Robert once expressed the opinion to me that XML would become the solution to all of the interoperability problems of software systems. I had read a little about it, but I did not understand it. He did not do a good job of explaining it. He may have been right, but to my knowledge XML never entered the main stream among software developers. TSI implemented a lot of interfaces with software from other companies. Sometimes we sent them files, and sometimes AdDept received and processed files. We never considered using XML.

One day Robert took me on a road trip. This must have been over a weekend, probably the one in which I oversaw the migration from the F10 that Foley’s initially purchased in 1993 to a faster model with more capacity, the 270.

We drove down⁷ to the Johnson Space Center (now called Space Center Houston). We spent some time at the exhibits that they have about manned space flight. It was OK, but ever since I was required in 1967 as a member of the varsity debate team at the University of Michigan (explained here) to argue against the concept of putting an American on the moon, it has always seemed to me that it was an expensive and dangerous idea with very little payoff. So, I was not as gung-ho as most of the visitors to the center.

I found notes that indicated that I went out to dinner with Robert Myers and his wife in 2000. I have no clear recollection of the occasion.

The May Company determined that AdDept should be installed in all of its department store divisions. The process of reaching this decision is described here. Robert was assigned by the May Company to help with the installations at several other divisions. On a few occasions we crossed paths at other divisions.

Left to right are Charisse Cossey, who was the TSI liaison after Robert, Sharon Mullins (the second-in-command), Beverly Ingraham, Ralph Annunziato, and Angela Hurry. That’s my big blue mug in the foreground. This room was called “The Wall Room” because the ads for the current week were always displayed on the wall.

Beverly Ingraham had a nameplate on her desk that said “Bevo”. I don’t know whether she was an alumna of UT⁸, or if it was a play on her name. Maybe both.

I remember doing one project that Beverly was especially interested in. The IT department was able to provide us with sales by department by store by day. I wrote a program to convert this file into a usable format for AdDept programs. We then used the information in reports and screens for each merchant that showed them in each market the total costs of their ads (or parts of ads) and the associated sales.

The ability to provide this kind of information was a big feather in Beverly’s cap. This was the first of several TSI projects aimed at evaluating the productivity of the advertising. The concept was actually more useful as a sales tool to show the power and reach of the AdDept system than as a practical tool for the advertisers. If more than one media was employed for a sales event, it was impossible to attribute which of the ads produced the results.

I don’t have distinct memories of most of the projects that we undertook for Foley’s. For the ones after Denise Bessette became VP of Software Development (as explained here) I only wrote up the requests. I don’t have an excuse for forgetting the ones between 1993 and 1997 I probably did most of the coding myself.

This is Robert at a buffet lunch at the department. I don’t remember the reason for it.

I unearthed some notes for a visit in 2000 about insertion orders for newspapers. Foley’s two newspaper coordinators were Hedy Wolpa⁹ and a lady named Leila, whose last name I don’t remember. I was shocked when they told me that they had not been faxing insertion orders to the papers directly from the AS/400 because they could only order by date, not by publication. They thought that this made it difficult for them to specify positioning (such as “Back page of main section”) while ordering. I also learned that they also did not realize that they could specify much longer special instructions as well.

This would never do. They had paid us to provide insertion orders in the precise format that Foley’s had specified, and they had paid IBM for the faxing hardware and software. We might have even gotten a commission on that. Furthermore, TSI needed for them to be ordering in AdDept so that we could switch them to using the product that we were about to release, A^xN (described here).

I think that this picture was taken at Filene’s. Robert is seated with two fingers raised. I don’t recognize the other people. That’s definitely my yellow spiral binder on the table.

While I was at Foley’s I wrote a new front end program for the insertion orders. It allowed them to order for one paper at a time. They were very happy; it was just what they wanted.

Denise hated for me to do things like this on the road. She did not want me to modify any code on the fly. I understood that. In this case, however, I thought that it was better to beg forgiveness rather that to ask permission from Denise. The top priority of this trip was to get Foley’s on board for insertion orders. They became an enthusiastic users, and all their papers subscribed to A^xN¹⁰ a soon as we made it available.

Foley’s was, by most measures, our best client. They used almost every aspect of the system. They even used the SmartPlus interface for broadcast that was originally designed for the GrandAd system for ad agencies. Their agency, which was in Dallas, sent them files with schedules and audit data.

Several Foley’s users also became very adept at using Query/400 to design some of their own reports. They used this product as much as or more than any other client. They sometimes used their queries and a product called ShowCase Strategy without any assistance from TSI.

As of 2000 TSI had delivered and installed approximately 200 custom programming projects to Foley’s.

1. Beverly Ingraham was promoted to Senior Vice President of Advertising at Foley’s in January of 2000. She held that position until the division was dissolved after Macy’s acquired the May Company in 2006. I am pretty sure that she went to the Macy’s Central division in Atlanta and headed the advertising department there for several years. I think that in 2021 she lives in Spring, TX, twelve miles north of the airport. If I am correct, then she is my age and therefore probably retired.

2. Richard Roark’s LinkedIn page is posted here.

3. In 2000 Linda, who was by then known as Linda Knight Quick, resigned as Senior VP of Foley’s to take a job at Penney’s. Foley’s sued to prevent this because of a non-compete clause in her contract. I was unable to determine how the situation was resolved.

4. In 1997 it was renamed George Bush Intercontinental Airport.

5. I have a note from January of 2000 that indicated that he was doing Internet development for Foley’s IT department using Cold Fusion, but I do not know what he has been up to in the last two decades.He helped me identify some of the people in photos of employees from Foley’s and other May Co. divisions. He also said that his association with TSI changed his life, but he did not explain how.

6. Doug Pease was TSI’s most successful marketing director. Much more can be read about him here. I think that Doug and I must have stopped at Foley’s as part of a marketing trip to Stage Stores, also in Houston. That installation is described here.

7. I wonder if I had a rental car for that trip. Robert lived a long way from downtown Houston. He generally took the bus to work!

8 The mascot of the University of Texas Longhorns is a steer named Bevo. The current one in 2021 is Bevo XV.

9. Hedy Wolpa’s LinkedIn page can be viewed here. She worked at Foley’s for thirty-one years!

10. The design of A^xN is described in some detail here.

1994 TSI: The Second Crisis

Posted on May 24, 2021 by Mike

The I in TSI comes to stand for Incorporated. Continue reading →

This entry requires quite a bit of background.

When we were still living in Detroit, Sue Comparetto founded TSI Tailored Systems as sole proprietor. I helped her occasionally in the early days, but for the most part she did it alone. She never had any employees or, as far as I know, a business plan. She inherited a handful of accounts from her former employer. At first she had an office in Highland Park, a small and dangerous city surrounded by Detroit. Then, when TSI somehow obtained an IBM 5120 computer, she set up shop in the spare room in our house in Detroit.

Having the computer in Detroit allowed me to learn BASIC. Having access to the programs and listings from AIS, the company that wrote most of the software that Sue supported, allowed me to learn how business programs could be structured. We were self-taught. I had taken exactly one college-level programming class at Michigan in 1966¹; Sue had none. Neither of us had ever taken an accounting or marketing class. In fact, neither of us had ever even sold or helped market anything.

When we moved back to Connecticut, Sue registered TSI as a partnership. We worked together, but we never really agreed on who was responsible for what. I considered myself much better at programming than Sue was. I therefore expected to do the bulk of the coding (including software for TSI to use) and for her to handle nearly everything else. The way I thought of this was: she does the phone stuff; I do the computer stuff.

The first additional task that I felt obliged to take over was marketing. In Detroit Sue had never needed to find new clients. She was given a bunch of them, and she hoped that IBM would provide her with additional leads. When we moved back to Connecticut, however, we lost the ties with the Detroit IBM office, and it was difficult to make new arrangements. We had only a few clients and lousy credentials.

I copied company names and addresses from the Yellow Pages.

We scrambled to get a few custom programming jobs. I did nearly all the design, coding, implementation, and training. I pulled together a mailing list from phone books at the library and wrote letters to businesses that I thought might be interested in systems designed for our clients. We never made a lot of money this way, but it did generate some business. Eventually, IBM also gave us some leads.

We hired a receptionist/bookkeeper, Debbie Priola, and a programmer, Denise Bessette. The former freed up time for Sue almost immediately. The latter consumed quite a bit of my time for a couple of months, but eventually she helped a lot. Unfortunately, she decided to return to college and cut back on her hours at TSI. More details about the early years of TSI can be read here.

Both Sue and I found most of the decade of the eighties to be enjoyable but frustrating. The programming was fun and very challenging. Almost all of TSI’s customers appreciated our approach. However, we never came up with a good way of monetizing our efforts. The ad agency system, GrandAd, did better than the “anything for a buck” approach that we had been forced to use in the beginning. However, our market was effectively limited to agencies that were within driving distance and were too large for a PC system. In that reduced market, it was difficult to make enough sales to get by. Eventually there were so few reasonable prospects remaining that a change in strategy was essential.

I was convinced that our future lay in selling AdDept to large retail advertisers across the country. There was no real competition, and there seemed to be a good number of prospects.

I don’t think that Sue agreed with this change in focus. She had always favored local businesses over large corporations when purchasing something, and I am pretty sure that she also preferred dealing with smaller businesses over dealing with corporate executives. The fact that both of our first two AdDept clients declared bankruptcy and left us with tens of thousands of dollars of noncollectable invoices reinforced her attitude.

Sue had always been a night person. I was the opposite. I always was out of bed by 5AM or earlier. I usually became very sleepy around 9:30PM. I then took a shower and read a few pages of a book in bed. I was almost always asleep within a minute or two of turning off the lights. I stuck to this routine for decades, and I still do in 2021.

At some point in the eighties Sue developed a sleeping problem. She liked to watch late-night television, but she almost always dozed off in her chair. She slept very fitfully, waking up with a start and then falling back asleep. This went on for a long time—months, maybe years. Finally she went to a doctor. He prescribed a sleep study. It was not a surprise that it confirmed that she had sleep apnea. For reasons that I have never understood Sue was reluctant to purchase and then use the sleep machine. The models sold in those days were big, expensive, and ungainly. Even so, breathing well while sleeping is critical to good health.

I suspect strongly that this long period in which she was not getting enough oxygen when she slept impaired her performance at work and elsewhere. She regularly came in to the office late—very late. She was late for appointments. She missed appointments all together. The books were never closed on time. She repeatedly put off providing the accountant with tax information, even though the company’s operation was not a bit complicated. There were many other issues, but the worst thing, from my perspective, was that she made employees call the people with whom she had appointments in order to make excuses for her.

To the best of my knowledge none of the people whom I listed relapsed even once.

In 1987 or 1988 Sue gave up smoking. At almost exactly the same time, Denise did, too. So did Patti Corcoran, Sue’s best friend, and, halfway across the country, my dad. This was like a dream come true for me. I had never taken a puff, but for years I had worked in smoky offices and had taken Excedrin for headaches. When TSI’s office was declared smoke-free, my headaches went away forthwith, and they never returned.

Sue, in contrast, had a very difficult time quitting. She put on quite a bit of weight, which amplified the sleep apnea problem. She was also more irritable at work and at home.

I must mention one other factor: Sue never throws anything away. Okay, if it has mold on it, or it is starting to stink, she will discard it. Otherwise she stuffs things for which she has no immediate use in bags or boxes.

When I first met Sue, she was renting one room in the basement of someone’s house. It was not cluttered at all. She seemed to have no possessions except a water bed, a record player, and a few albums. By the early nineties we had a house of our own with two rooms that had no assigned function, a garage, an attic, and a full basement. All of them soon became full of junk. Both of our cars had to park outside because the garage was wall-to-wall miscellany.

TSI’s headquarters in Enfield was nearly as bad. Sue’s very large office was the worst. Strewn about were boxes and paper sacks full of correspondence and memorabilia. Her desk was always completely covered, and post-it notes were everywhere.

In the rest of the office stood several file cabinets. Of course, every business must retain records, and one never knew when the company might get audited. It was also critically important to maintain good records about contacts with clients and prospects, and our business, in particular, needed up-to-date listings of programs, which we had by the thousands. So, we had a lot of important paperwork.

No more mainframe announcements, please.

However, in TSI’s office could be found many other things, which by any measure were totally useless. One day I undertook to throw away the announcements that we constantly received from IBM about its products. These documents formed a stack about four feet high. 90 percent of these missives were about mainframe products. There was absolutely no chance that we would ever work with any of these machines. Even the remaining ones (all of which I intended to keep) were seldom of any value because the information might have been contradicted by a subsequent notice.

Sue asked me what I was doing, and I told her. She immediately got very upset and even started to cry. She just could not stand for anyone to make the decision to discard anything that she considered hers. I realized at that moment this was a reflection of a very serious problem. I put all the notices back in the file cabinet.²

1994: It was the best of times; it was the worst of times.

The business was finally taking off. Our new salesman, Doug Pease, was demonstrating that he was ideal for the job. The nationwide retail recession had ended. The retail conglomerates with money (or credit) were gobbling up smaller chains, and in most cases this worked to our advantage. We were approaching a position in which we need not ever worry about competition. Most of us were working very hard, but we were getting new clients, and it was exciting.

The problem was Sue. She was hardly involved in any of this at all. Her behavior was becoming really unprofessional. Doug complained about her often. She kept hiring assistants, and they kept quitting. I could not find out where we stood financially because our books were so out of date.

On a couple of occasions I was stretched so thin that I asked Sue to take trips to clients for me. I did not think that technical expertise would be involved. I just needed someone to find out what the users needed. The first one was to Macy’s East in New York. Sue never told me what happened, but the people at Macy’s told me years later that they had made voodoo dolls representing her and stuck pins in them.

The other trip was to Foley’s in Houston. Sue flew all the way there and then realized that she had brought no cash. Her credit cards had all been canceled by the issuers. Fortunately, she had a checkbook, and Beverly Ingraham, the Advertising Director at Foley’s, cashed a check for her.

In May of 1994 Sue and I took a very important road trip to Pittsburgh. We met with Blattner/Brunner, an ad agency (described here), and Kaufmann’s, a chain of department stores (described here). Both of these sessions went quite well. When we returned to Enfield, I was required to spend a lot of time working on the proposal for Kaufmann’s. It was the most complicated and difficult one that I had ever done, and if I did not do a good job of analyzing and estimating the difficulty of each element, we could suffer for this for years.

So, I asked Sue to follow up on Blattner/Brunner while I was working on Kaufmann’s. Sue had been there for the session in Pittsburgh. There was no one else I could turn to. She completely fumbled the ball. I was quite angry, but I knew that it would do no good to nag her about it.

On the other hand, I appreciated the fact that she was the founder of the company. These opportunities never would have happened if she had not started the ball rolling back in Detroit.

The day finally came when I just could not take it any more. I told her to go home and not to come in to work any more. There was no argument and no tears. She told me that I was making a big mistake and just left.

No one else thought that it was a mistake.

Within a day or so I approached Sue with the following arrangement: TSI Tailored Systems Inc. would be registered as a Chapter C corporation.

I would be president and have 55 percent of the stock, and Sue would would be treasurer with 45 percent. We would hire a new accountant to handle the corporation, and the bookkeeper would report to me. It would be my responsibility to make sure that the books were closed on time, and the taxes were paid on time. I would also do our personal taxes. We would fund the corporation with the difference between our accounts receivable and our accounts payable. If it needed cash (as it did a few times), I would loan as much as necessary to the corporation at a reasonable interest rate.

Sue was not happy about it, but she agreed to this. She did not even argue about the salary amounts that I set.

Our new accountant’s name was Sal Rossitto². He guided us through the transition. He advised us to set up an Limited Liability Company³, but I insisted on a true corporate entity that issued stock to its owners.

Setting up the new corporation was fairly straightforward. We had to open a new bank account. I found it to be a fairly simple matter to close the books every month within a day or two of the end of the month. We also set up a 401K with matching funds, a profit-sharing plan, and a good health and disability insurance plan from Anthem. None of this was difficult.

I am not sure who took over handling of the payroll after Sue left. TSI eventually hired Paychex to do it. Denise collected the time cards from the employees and submitted the requisite forms to Paychex.

Our accountants loved our Nov. fiscal year. They could work on our taxes in a less busy season.

I made one very good decision. We set our fiscal year to run from December 1 through November 30. We paid bonuses and made contributions in November. This gave all the employees the entire month of December to spend or save for tax purposes.

Dissolving TSI was a much more complicated task. Sue and Sal met often over the course of several months to unravel issues in the partnership’s books. I remember, among other things, some kind of ugly situation with regard to sales tax in California regarding the way that the installation at Gottschalks occurred. At the end of this process Sal confided to me that he now understood why I wanted to set up a real corporation.

We also ordered new letterhead. Ken Owen worked with me on the logo. I eliminated the stripes and the lean of TSI. The color around the TSI was pure blue. The colors to the left of that block went from a very light blue gradually darker almost to pure blue. The effect worked better on the computer screen than it did when printed.

For me the most important thing was to reestablish blue as the company’s color. It started with a light blue as shown at the top of the page, but over the years it had somehow evolved into something that was more green than blue. I hated it.

The next few years were boom years for TSI. I worked my tail off, and my travel schedule was a killer. I didn’t care. We had finally turned the corner, and the future looked very bright.

Life at home, however, was very difficult. Sue was obviously unhappy. She probably thought that I intended to dump her. I still loved her; I just did not want to work with her any more. I was quite sure that the company would do better without her.

displayed no interest in finding a job. This surprised me. She had had quite a few jobs since I met her. She really liked a few of them. She could summon up a great deal of enthusiasm about new projects, and she loved meeting new people. I could think of several occupations that she would fit very well.

Instead, she leased some space in an old office building in a questionable part of downtown Springfield, MA. She then fixed it up and rented it out to dance teachers who needed a place to give lessons. I don’t know how much of our money she lost on this venture. I am not sure that she even kept records of it. She certainly didn’t ask my opinion about it.

On weekends we still drove to Wethersfield to visit our old friends, the Corcorans, regularly. That helped quite a bit.

At one point Sue awarded herself a vacation. She drove to New Orleans to see a guy that she knew from high school who was into social dancing. She stopped at some other places along the way. I never asked her about what happened on this trip. When she returned she did not offer any details.

Eventually things got a little better. After the trip to Hawaii (described here) in December 1995 the situation became more tolerable for both of. At least we had some money to spend and save for the first time ever in our relationship.

1. The course that I took as a freshman at U-M taught a programming language that was unknown outside of Ann Arbor. It was called MAD, which stood for Michigan Algorithm Decoder. We wrote our programs on 80-column punch cards.

2. Perhaps you are wondering why I gave in without an argument. It was because I recognized quite early in our relationship that Sue was expert at playing the “Why don’t you …? Yes, but …” game described by Eric Berne in his best-selling book Games People Play. A pretty good write-up of the “game” is posted here. This is also the reason that I did not press her about the sleep apnea.

2. Sal Rossitto died in 2002. His obituary is here.

3. The purpose of an LLC is to protect the “members” from being personally responsible for debts and obligations undertaken by the company, but it is not as completely separated as a true corporation.

1971 SBNM March-June Part 3: Activities

Posted on October 25, 2020 by Mike

Off-duty activities with my Army buddies. Continue reading →

Our free time was seldom boring at SBNM. There was always something interesting going on.

Golf: All military personnel could play at the SBNM Golf Course (now called Tijeras Arroyo Golf Course) for only $5 per month. The nine-hole course had just been opened to the military personnel when I arrived.

I never played at the base’s course, and no one whom I knew played there either. The reason was simple. The University of New Mexico Championship Course, which at the time was rated one of the one hundred best courses in America, allowed military personnel to play for the incredible bargain of $10 per month. None of us had much money, but we all thought that it was worth $5 per month to play on a really nice course.

It is easy to see in the diagram at the right that there are not many water hazards on the course. There are also very few trees. In the desert grass or, for that matter, weeds only grow if watered daily. The sprinkler system watered the fairways, the greens, and the rough on this course, but that still left a fair amount of territory between the fairways that the desert had reclaimed. The sand there was much coarser than the sand in the traps. If you just clipped the ball, you could play out of it. If you hit even a fraction of an inch behind the ball, the only certain result was that your clubs would get scratched up.

The biggest hazard of all was the wind. You had to play the wind on every shot. The best players were able to keep the ball low. One day the wind was blowing so hard that balls that had come to a stop on the green were subsequently blown off to the fringe.

Most days I played with either Don Beeson or Terry Burnett or both. I remember that Terry had a Volkswagen; I think that Don also had a car. Don hailed from the state of Washington. I think that Terry was from Ohio. Since they both were in other platoons, scheduling times to play was sometimes a little difficult.

Somehow I got recruited to play on the MP Company team in the SBNM golf league. Don, who was a much better player than I was, may have recruited me. The other two guys whom I remember were Sgt. Sanders, who was, I think, in the headquarters platoon, and a guy from Florida. Both were also better than I was.

Sanders was Black and a lifer. He was a very sociable guy who just loved to play golf in any weather. I think that both Don and the guy from Florida aspired to be professionals. Expectations for me were low. My role was basically to keep the company from forfeiting matches. The merger must have forced the league to be terminated prematurely. I only recall two or three matches. I don’t remember our record, but it could not have been very good. Many of our opponents were really good. I was usually overmatched.

My teammate from Florida had played on golf teams at school and in leagues. He knew a few tricks of gamesmanship that he explained to us. He reportedly once really threw an opponent off his game by mentioning to a teammate how a pro had really improved his grip by focusing on the placement of his right little finger—the only part of the body that has absolutely no role in a golf swing.

I tried to play as often as I could. In theory one could play every day when working shifts if you hurried out to the course at dawn for swing shifts and immediately after day shifts. I played a lot, but I could not keep up that pace. When I started working regular hours in the Law Enforcement Office, I could sometimes play nine holes on weekday evening in addition to any time on weekends.

I don’t recall that we ever called ahead for tee times. We did not have easy access to telephones. Neither do I ever recall anyone at the course ever being upset about us playing in groups of two or three either.

A highlight of many rounds of golf was the break after nine holes at the Lobo Grill. There was never a decision about what to order, but one needed to be ready to respond to the official state question of New Mexico, “Red of Green?”

Wiffle Ball: The other primary participation sport was Wiffle Ball. I don’t know who owned the bat and ball, but as soon as they were introduced, they were an immediate sensation.

The Wiffle Ball field was approximately the red rectangle in the image at left. MW designates where my room was. The buildings at the top did not exist in 1971. I don’t remember the building on the left or any of those trees either.

We used a tee shirt or something similar for home plate (lower left portion of the red rectangle) and first base. We played “pitcher’s hand” for ground balls. The pitches were slow. No one called balls and strikes, and it was not considered unmanly to “take” a pitch because it was too fast. There were no walks, hit batsmen, doubles, or triples, and there were very few home runs—fair ball fly balls beyond the field of play. Strikeouts—swinging strikes only—were also rare, but I got a few with my devilish sinker.

We usually played with one infielder and one or two outfielders. The most valuable defensive fielder, by far, was Tom Bedell. His skills at catching flies and grounders were only average, but he introduced the concept of infield chatter that elevated the play of his teammates. His vocalizations went well beyond the “Hey, batter, batter” that I remembered from 3&2 baseball. He got everyone chattering when he called out “How about some hustle out there? Let’s see some of that old aratchadagga.” I am not sure how may English words were represented by that last collection of sounds.

Of course, the wind was always a factor. If it was out of the east, it could easily scoop up a potential home run in right field and deposit it on the foul side of third base. Any fly ball that was caught was considered a great victory.

Unfortunately, the game eventually met a fate reminiscent of what befell the Arnold Palmer Indoor Golf Game in Allen Rumsey House. One guy from another platoon was just too good. Batting left handed, he hit a home run to right field almost every time that he came to bat. He even hit homers off of my sinker, which indicated that 1) he was digging pitches out of the dirt; and 2) the bat was striking the side of the ball that was half-filled with holes. I honestly don’t know how he did it.

Off-Base: If someone with a car was trying to get a group together to go to an event, I was usually up for it. The most memorable of these outings was the evening of Friday, June 11. Four or five of us got tickets for a concert at the Albuquerque Civic Auditorium featuring two British groups, Mott the Hoople and Jethro Tull. These are my recollections. I might have some details wrong.

I am not sure who comprised our group. I am almost certain that Tom Bedell was there, and I expect that at least two of Tom Brachna, Bob Willems, and Al Williams came. If so, then we were all at least 21, which made us older than most of the others in attendance. We also had military haircuts and no females with us. Anyone would have immediately guessed that we were from the base.

There was open seating. We brought a blanket and sat on the floor. We were not within ear-blasting range of the speakers, but we had a good view of the stage.

Tremendous applause greeted Mott the Hoople when the five of them appeared. I had never heard of them, but they evidently had an enthusiastic following. After they had warmed up for a few minutes, the lights were extinguished in favor of a few spotlights. Aiding the illumination were hundreds of small orange dots throughout the auditorium. These were supplied by attendees who had been waiting for a little privacy to light their joints.

I didn’t rate M the H’s performance very highly, but a large portion of the crowd was really into it. At the end most of the people were on their feet applauding in appreciation.

There was a delay of quite a few minutes while Jethro Tull got set up. I really liked the song “Aqualung”, which had been released in May. I had bought the album of the same name and listened to it often. I did not realize at the time that Jethro Tull actually consisted of Ian Anderson and whoever was with him at the time. I think that the group that we saw included Martin Barre, John Evan, Jeffrey Hammond-Hammond, and Barriemore Barlow.

I thought that Tull’s portion of the concert was by far the best that I had ever attended. I especially appreciated Evan, the keyboard player. With Anderson’s flute and Evan’s piano, the sound seemed much richer than most rock bands produced. My favorite number was “Wind-up”, which they played both in the middle and at the end.

For me the strangest thing was that the reception to J T’s performance was much less enthusiastic than the ovation that M the H received. I also noticed a lot fewer orange dots in the auditorium. When the lights came back on, the explanation was a little clearer. Many of the stoners who came for M the H had fallen asleep.

The gimmick was that you could see through the ghost where her bikini should have been.

I remember the evening that a bunch of us went to the local drive-in for a double feature, The Ghost in the Invisible Bikini and Dr. Goldfoot and the Bikini Machine. Vincent Price’s portrayal of Dr. Goldfoot did not earn him any accolades, but Goldfoot was a much better movie than Ghost. We had a good time goofing on both flicks.

Al Williams and I went to watch two athletic contests. Both were beyond the end date of this entry, but it seemed silly to make a separate entry for them. Neither involved the Air Force at all.

The first was a high school football game at what was, I think, the only stadium in the city with lights. I don’t remember which teams were playing, but one of them had a Black running back (of which there were not a lot in the Land of Enchantment in 1971) who was shredding the rushing records in New Mexico. I don’t remember his name, but he had even been featured in an item in Sports Illustrated.

He ran over, around, and through the opposition in this game, too, easily reaching the 200-yard mark. However, high school in New Mexico does not have the reputation for producing athletes who achieve greatness at the college and pro level. A few years later, when I still remembered his name, I searched for any mention of this runner. I could find none.

On Thursday, December 23, I rode with A.J. Williams in his Toyota to “the Pit” to watch the finals of the Lobo Classic basketball tournament. The Lobos played St. John’s. It was fun to watch as a disinterested observer; it was not decided until the very end.

I am no expert, but it appeared to me that UNM had better athletes, and they certainly had the home court advantage. Nevertheless, the Redmen prevailed 95-92. Before I researched the game, I would have bet any amount of money that Lou Carnesecca had coached St. John’s that night. In fact, Frank Mulzoff coached the winners. Carnesecca was coaching the New York (now Brooklyn) Nets that year, but he returned to St. John’s in 1973. The St. John’s team that we saw later made it to the semifinals of the NIT.

Al and I also made one wardrobe-enhancing trip. We went to a store in Albuquerque that specialized in cowboy boots. I purchased a rather plain brown pair with squared toes. I wore them whenever I was off-duty. They also lasted me through five or six years of civilian life.

Al had more difficulty finding a pair. He had small feet with extremely high arches. I don’t think that he was able to get his foot into any that he liked. For the first (and only) time in my life someone was envious of my flat feet and narrow heels.

I seem to recall that some guys took a couple of days of leave and drove to the Grand Canyon. I regretted that I decided not to go.

Grub: The meals in the mess hall were actually pretty good. About once a month the mess hall featured tacos at lunch. This was a big attraction.

I don’t remember anyone complaining very much about the food in the mess hall. Still, ours was a group of healthy young men; many of them had a proverbial hollow leg. Some may have had two.

Almost everyone kept something in his room to snack on. The commissary and BX had a wide assortment to choose from. My favorite was an obscure offering called Chicken in a Biscuit. I liked the taste well enough, but I think that the big attraction was the low price.

This Pop ‘n’ Taco in Albuquerque looks very familiar. I think that we went there in 1971.

A.J. Williams often organized late evening runs for tacos. The destination was always Pup ‘n’ Taco, where the tacos cost only $.18 each. I would usually order four or five of them; some guys ordered more than that. I cannot explain why they tasted so good; there are not a lot of ingredients, but they really knew how to assemble them.

I discovered that Albuquerque was the only place outside of California that had Pup ‘n’ Taco restaurants. Taco Bell, whose tacos are certainly adequate, purchased most of the Pup ‘n’ Taco franchises in 1984. Three locations in Albuquerque that the Bell did not want changed their name to Pop ‘n’ Taco and operated for up to three decades. I am sad to say that even those are now closed.

It is hard to believe, but a restaurant named Pancho’s Mexican Buffet provided an endless supply of Mexican food for only $1.25. They did not serve water, and beverages were extra. You filled up your plate the first time by going through a buffet line. If you wanted more, you raised a little Mexican flag at your table, a waitress (I am pretty sure that all the servers were female) came to your table, took each person’s order, and promptly brought them all to your table.

One day some guys in the second platoon decided to test the concept. Four or five of us skipped lunch. That evening we rode in someone’s car to the nearest Pancho’s for supper. We all went through the buffet line, being careful to select as few carbohydrates as possible, and we all used the little flag on the table to order seconds. Some guys got thirds. Everyone had to order at least two iced teas. We all had a great time, confident that Pancho’s made no profit on us.

I remember waking up at about two o’clock in the morning in rather urgent need of a trip to the latrine (bathroom to you). I arrived to find that I had to wait. All of my dining companions were already there. The next morning we all agreed that the joyful experience of supreme Mexican bloating was enough to outweigh a little discomfort in the middle of the night. However, no one ever organized another trip to Pancho’s.

I made more than a dozen business trips to Houston in the late nineties and early twenty-first century. I often passed by a Pancho’s. I was on an expense account, and I could get absolutely delicious Tacos al Carbon at restaurants that were more convenient. I never went to Pancho’s, but I was happy to see that that unique dining experienced had survived.

Unfortunately, the corporate offices shut down all corporation-owned Pancho’s in 2012 and removed all traces of the company’s existence. By 2017 some independently owned franchises in Houston had either closed entirely or converted to Cuban Cafes. I think that there are still some independents open for business, but I don’t know how closely they resemble the originals. I am pretty sure that none remain in Albuquerque. The one that we patronized on San Mateo Blvd. definitely closed in 2017. Unless it drastically changed its approach, I doubt that, that it could have survived the pandemic.

So, if you are looking for cheap and/or delicious tacos in Albuquerque, you are on your own.

Movies: I seem to recall a group of us going to a movie or two in town, but I don’t remember any details. We might have attended a Marx Brothers festival. I think that there was an “art theater” near UNM.

We went to the base theater many times. I even went by myself at least once. It only cost $.35. How could you go wrong?

I have pretty vivid memories of two movies that we saw at the Sandia Base theater. In both cases our little group of white guys in the military was a distinct minority.

The first was The Wizard of Oz. The majority of the audience was children, most of whom had never seen the movie. They may not have even been familiar with it. It might have been a scary experience for them; those flying monkeys certainly scared me the first few times that I saw the film. Some of those kids might have fallen in love with Dorothy or with the music. Some might have thought that the special effects, which in 1971 were already 32 years out-of-date, were inadequate to the task. A few might have just thought that the whole thing was silly.

Everyone in our group, on the other hand, had seen it at least four or five times. We came for the perfections—the perfect casting, the perfect music, the unbelievable aggregation of small people who each performed perfectly. We also came to goof on the imperfections—the lion’s tail, the wrong shoes, the rope that came loose from the balloon, and everything else. I am almost positive that we enjoyed the movie more than any of the kids. I did not notice any of them imitating the scarecrow’s stumbling walk on the way home.

The Wizard of Oz is one of my two favorite movies of all time, and it is best enjoyed in a theater. There is nothing that I would change about it.¹ I even agree with the decision to cut Ray Bolger’s incredible dance. It would be nice to have the last verse of “If I only had a brain”, but the plot had no used for a flying scarecrow.²

The other striking movie was Little Big Man. What an experience this was! Imagine watching a western film in a theater in which the Indians in the audience outnumbered the white people by a considerable amount. It wasn’t so much that this movie was enjoyable. The massacres were too disgusting for that. Viewing it in this setting was, however, a real eye-opening experience. Also, Old Lodge Skins beautifully delivered one of the all-time great lines: “Sometimes the magic works, and sometimes it doesn’t.

Real cardinals always wear galeri.

There were not many parties. I remember that Tom Bedell and I went over to Jim Anderson’s house one evening. There must have been someone else, too. I don’t think that Tom had access to a car.

In preparation for our arrival. Jim and his wife had filled their bathtub with cans of (if memory serves) Budweiser and ice cubes. I had at most one can. Tom taught everyone a drinking game called Cardinal Puff. I contacted him by email a few years ago to get the precise rules. He could not remember them. The only thing that I remember is the phrase “Once a cardinal, always a cardinal.” One version of the entire litany is described here.

A bunch of us went to a bar a couple of times. I remember that Tom Brachna caught me looking at a waitress’s legs. I was embarrassed.

Bridge: I asked around a lot, but the only person in MPCO SBNM who would admit to me that he played bridge was Terry Burnett. One evening Terry and I were partners at the ANAF Club’s weekly game. They had a handful of tables, but they did not use duplicate scoring. We played for a few minutes at one table and then moved to the other. The winner was the team with the most total points.

This method of scoring makes for a horrible game. If you don’t get the cards, it is almost impossible to win. Also, if someone at any table gets great cards, there is not much that you can do. We only played once.

“I’m just a dandy lion.”

1. On second thought I judge that both the lyrics and the gestures in the lion’s song could use some work. The “sissy” and “dandy lion” references are no longer considered acceptable usage, and the limp wrist gesture also seems out of place. Furthermore, what the heck does “clever as a gizzard” mean?

2. The deleted footage can be viewed here.

Wavablog

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