2022 Return of the Variants

Dairy for 2022. Continue reading

My notes from 2022 are rather comprehensive. Tournament bridge finally started again in that year. My experiences at the sectional tournaments in New England have been recounted here. The events sponsored by District 25 (D25) are described here.

I decided to organize this blog entry chronologically. Several other major events that occurred during the year received their own entries. Links to those entries can be found in the appropriate month.

I was looking forward to 2022 with hope of a return to some degree of normalcy. Both of the bridge clubs in which I played regularly seemed to be doing fairly well, and tournaments were scheduled nearby at the unit (state), district (New England), and national level. Furthermore my wife Sue, my friend Tom Corcoran, and I had an exciting trip planned for May. Finally, although the U-M football team lost its last game of 2021 badly, it was a gigantic improvement over the team that won only two games in the first year of the Pandemic.


January: On New Year’s Day the temperature reached 50 degrees. I walked five miles outdoors with only one stop. I also found René Conrad’s (introduced here) LinkedIn page.

Ohio State was lucky to beat Utah 48-45 in the Rose Bowl. Both teams had great offenses and terrible defenses.

On the next day I received an email from René. I wrote back to her, but there was no further interaction.

On January 3 I brought the car into Lia Honda because the windshield washers were not squirting. The service guy told me that mice had chewed a hole in the hose. He put in a new one and advised me to put traps in the garage in which the car was stored.

On the morning of the 4th I used the Dealer4 machine at the Hartford Bridge Club (HBC) for the Wednesday evening game at the Simsbury Bridge Club (SBC). I encountered no problems that I could not immediately resolve. On the way home from bridge I bought some mouse traps.

At the Zoom meeting of the HBC Board of Trustees (BoT) the big news was that Linda Starr, the director who had sent out so many clever emails during the shutdown via MailChimp, was resigning from communication duties. I thought about volunteering, but at that point I was still busy with my work for D25.

On January 6 I caught a mouse in a trap that I had set near the wooden chest on the northern wall in the garage.

I suspected that I might be charged by the BoT with finding and/or training a replacement for Linda. So, I asked for and received copies of Linda’s write-ups of what she did in MailChimp. It was certainly nice (and unusual) to work with someone who had thoroughly documented her responsibilities.

The traps for the first two mice were set just to the left of this chest.

On January 7 I caught a second mouse in a trap set in the same spot.

I had ordered a blue sweatshirt with Michigan spelled out in yellow (actually maize) from someone on Espy. I received it on January 8. I already had on that I liked a lot, but the collar and the cuffs were quite frayed, and it was a little too big. The color was right and it seemed comfortable, but the letters were not precisely yellow. They had blue specks in them. I decided that it was close enough, and I did not send it back.1

On the 10th I caught a third mouse. By then Bob (the cat) seemed to have moved into the new bedroom with Sue. Bob and our other pet for 2022, Giacomo, were black cats. They were both introduced here.

The plain old mousetrap of decades gone by still worked perfectly well.

I cooked carne asada tacos using a seasoning packet that Sue had purchased, but I did not think much of them. In the national championship game Georgia beat Alabama with s fourth-quarter rally. U-M finished third in the final voting, the highest that they have been since the shared national championship of 1997-98.

On January 11 a fourth mouse was executed for illegal residency in the garage.

The computer in the office at the HBC was on the fritz. I had to make the the boards for the SBC game on Wednesday manually. John Calderbank and I somehow finished first out of twelve pairs.

On the next day I trapped mouse #5. In the morning game at the HBC the boards did not match the hand records. Somebody messed up when making the boards

I caught no more mice in the garage, but on the fourteenth I trapped one in the kitchen. They can run but they love cheese too much to hide.

On January 18 Giacomo had trouble getting to his feet. That was also day on which I learned that after the latest rebooking of the cruise for May, Tom was not on the same flights as Sue and I. Tom remembered that we had paid extra to be on the same flights.

Linda had made .pbn files on Tuesday evening for me to use when making the boards. On Wednesday the 18th at 9 am I made boards for the Simsbury game. We had four tables at the SBC.

On the 20th Giacomo was frantic when he could not get to his feet, but he finally made it. He could get around OK after that. Obviously his 19th year is going to be a difficult one for him. He had never been ill or injured. Occasionally he coughed up a hair ball, but that affliction is common to almost all long-haired cats.

On the next day I made a MailChimp “audience” (the MailChimp word for contact list) for the HBC using my laptop. I had to reuse the audience that I had previously created for emails from the president of the Connecticut Bridge Association (CBA) that welcomed new members.

Not a litter box.

On January 22 Sue’s cat Bob had for some reason spent the last three nights in the bathtub in which I take a shower every evening. This morning he left behind a turd when he departed. I did not thank him for it.

Tom negotiated with Viking and got us all on the same flights: SwissAir to Budapest and British on the return.

On January 23 I walked nine laps (five miles) wearing a mask in the Enfield Square mall to investigate using it as an option for exercising in foul weather. What a sad place! Hardly anyone was shopping in the few stores that were open. The two restaurants each had one table occupied. No one seemed to be in the movie theater. I encountered a dozen or so walkers, some with dogs! An obese guy in a white strapped undershirt with a shopping cart full of stuff was at the Asnuntuck kiosk. He had plugged in some kind of weird machine. This trip inspired me to keep a rather complete log of my subsequent walks. It has been posted here.

On the next day my left lower back was sore in the morning, but it did not prevent me from walking another five miles.

On January 25 both sides of my lower back were sore when I woke up. If I did not know better, I might conclude that I was getting old.

The Tournament Scheduling Committee (TSC) for District 25 (D25) scheduled another meeting for Wednesday night, the only time all week that I cannot attend! This infuriate me. I complained, but I did not know whom to be angry at.

I learned that Unit 126 (Connecticut) was facing the possibility of holding two major face-to-face STaC2 games a week apart.

On the 26th I could barely walk with the pain in my left lower back. For some reason lying down made it worse. I immediately took an ibuprofen tablet. It helped a lot.

On the next day I spent an hour and a half on the rowing machine; the back felt OK.

On January 28 a “bomb cyclone” was predicted to arrive at about 10 pm. I forgot to pay the bill for the Chase credit card because Sue was “checking” the charges. I received a nice email from Rick Cernech. He was living in Florida and was either working as or had worked as a cruise planner.

There was plenty of snow on January 29. I decided while using the rowing machine that the creaking sound that I could hear in my bedroom was really coming from the shelves in the basement directly below it.

Joe Brouillard, a co-chair of the committee that was running the event, reported that the American Contract Bridge League (ACBL) had finally posted the schedule for the summer North American Bridge Championship (NABC) that was scheduled for July. The preparatory work that Joe and his team (of which I was in charge of email publicity) did for the NABC has been documented here.

On the last day of the month I decided to try to bleed as many of the radiators in the old section of the house as I could. Since boxes, bags and furniture were virtually everywhere, this was not an easy task. One that I was able to get at in the living room started pissing after I bled it. It was extremely difficult to get the screw back all the way in. The hot water burnt my hands pretty badly, but I finally prevailed.

I watched episode 1 of season 2 of the series “Resident Alien.”3 It didn’t seem as good.as the first season, but I still enjoyed it.


February: On Groundhog Day only five pairs registered for the evening bridge game at the SBC. I had to cancel the game. Eric and I were first at 68% in the morning game at the HBC. In the afternoon game online Sue by tied for first. Her partner was John Willoughby.

In the evening I went to see Verdi’s Rigoletto at the Cinemark in Enfield Square. About ten people were in attendance. I thought all of the performances were quite good, especially Rosa Feola’s portrayal of a more Gilda who was more mature than usual. However, I hated the production decisions in the last act.

On February 5 I sent 20,000 emails for the NABC. I played pretty well but got a bad result at the HBC game with Peter Katz. I realized that I had forgotten to send the invitational email to SBC players on Friday. I set Outlook up to remind me to do so on Fridays and Mondays.

On February 8 I received the toner that I had ordered from Ink Technologies LLC.

February 11 was astoundingly warm—55 degrees. I walked 3.5 miles outside. Sue’s left big toe was very sore from gout.

The next day was 60 degrees! I finished the blog entry on Enfield Square, but I planned to update it as stores closed and (hopefully) opened.

On February 13 I received a mysterious email from Floyd Smith in response to my query about the name of his boss at Stage Stores (introduced here). It said “Sure. She is also on Facebook.  Good luck and great to hear from you!”

Two inches of snow appeared on the grass, but the surfaces were clear. I drove Sue to the Urgent Care place on the north side of Hazard Ave. for her toe. They prescribed some drugs for her.

On the next day Sue’s toe was much better. I drove her to heart doctor. The appointment was for 10:15. I made sure that she was awake by 7:45. Nevertheless, it was 10:50 by the time we reached 1699 King St., which is just north of East Windsor. They would not see her. We were home at 11:30. The temperature only reached 20 degrees, which made it one of the coldest days of a very mild winter.

On February 15 I received this email from Floyd: “Suire is her last name.  Sorry about that; spell check changed it last time. “

That evening the HBC’s Planning Committee held a Zoom meeting. Earlier I had committed to playing in the Swiss game at the HBC on February 27 with Ken Leopold, Y. L. Shiue, and Frank Blachowski. Frank and Y.L were very good players with a lot of masterpoints.

On the 17th the temperature reached 60 degrees, but it was very windy.

At a Zoom Meeting the D25 Executive Committee (EC) approved the Gala tournament on May 19-22 (coinciding with the dates that I planned to be in Europe on the cruise). The plan was to charge full price for events with lots of hospitality. I abstained; the other representative from Unit 126 (U126), Sonja Smith, did not attend. She may have already moved to North Carolina.

On February 18 the temperature hit 55 degrees in the morning but it fell throughout the day. I had to return the toner to Ink Technologies. I ordered the wrong thing. The company gave me a partial refund of $31 out of the original charge of $78.

On February 21 Russia sent troops into breakaway provinces in eastern Ukraine. I walked four miles outdoors in the rather warm 52 degrees. Rob Stillman and Y. C. Hsu agreed to play as the third pair for the Wednesday evening game in Simsbury. Sue will play with Maria Van der Ree.

On February 23 it was 72 degrees when I left the HBC after winning the open pairs game with Eric in morning. An email at 3:00 from Judy Larkin informed me that Ida Coulter could not play. Minutes later Renee Janow and Lucie Fradet asked to play. Sue was too tired to play, and so Judy ended up playing with Maria. I played terribly. I was stressed out from juggling the schedule.

On February 24 Russia invaded Ukraine. I walked nine laps in the mall.

In the Swiss on the 26th we lost our first two matches on flukes. We came back to win the last three by 18, 18, and 20 victory points to finish second out of twelve. YC made 6NT after he underled his A.


March: For Sue’s birthday party on March 2 at the SBC she brought cupcakes for everybody. There were only 3 tables, but we had a good time.

On the next evening Sue and I went to supper with Tom at the Puerto Vallarta Mexican restaurant. The tacos al carbon were not as good as I remembered them. Tom ordered his usual gigantic bowl, which was no longer on the menu. I don’t remember what it was called.

On March 6 I walked 5 miles outside. The temperature was 62 degrees, but I needed to circumvent many puddles from the snow melting.

On March 9 about two inches of snow was on the lawn. The streets had been cleared, but Eno Hall was closed, and so the SBC could not hold a game.

By March 10 I had read the following books from the Enfield Public Library: T.C. Boyle’s Talk Talk; Max Barry’s The 22 Murders of Madison May and Lexicon. I liked Lexicon the best, but they were all good.

On March 18 the temperature hit 76 degrees, a new all-time record for the date. I walked five miles in a tee shirt. I learned that the Xiaos (aged 10 and 13) won the 0-10K Swiss at the NABC in Reno. The two youngsters

On March 20 Sue and I played in the “8 is enough” Swiss with Mayank and Aarati Mehta. Finished in the middle because of a hand in which Rob Stillman and Ronit Shoham bid 4 against Sue and me, but the Mehtas let Y. C. play 3.

On March 27 there was no pee or poop in the litter box. I brought the box upstairs, and Giacomo took a pee and then lounged in the box. He had never done this before. It was not a good sign.

On March 30 Ken and I won a five-table STaC game at the SBC. Sue and I could not find Giacomo when we returned to Enfield.

The cat’s door as seen from the back yard.

On the next morning I found Giacomo’s body lying in the back yard just outside of the cat door. He had not gone outside in weeks, maybe months, and he had not been downstairs for days. Nevertheless, he must have used up all of his remaining strength to descend the stairs, walk over to the ramp, climb up the ramp to the cat door, and exit through that door.

He was a wonderful cat. I really mourned for him, and I still miss having him on my lap while I watch television. More details about long relationship with Giacomo before the Pandemic can be found here.

In the last few years of Giacomo’s life I apparently became allergic to something about him. Several times I had rather severe outbreaks of hives, and I got the sniffles when he sat on my lap. After he died these symptoms disappeared.

I did the income taxes using FreeTaxesUSA.com. My federal tax was $0, and I received a refund of over $900 from Connecticut.

A lot of other things happened on the last day of March. An oil bill for $780.52 arrived. I brought the litter box, which now is officially Bob’s, back downstairs. While I was doing so, I fell into some empty boxes and bruised my left hand. It hurt, but it was not fatal. The Sony audio recorder that I ordered for the cruise arrived. I played with it enough to feel fairly comfortable using it.


April: On the 2nd of the month M&T Bank took over our previous bank, Peoples United Bank, which had a few years earlier purchased United Bank. United had purchased Rockville Bank, from which I negotiated our final mortgage, as documented here. This changeover seemed to go rather smoothly, and I like the new website slightly better than the old one.

Bob has found the litter box. Thank goodness.

Peter and I won the six-table STaC game at the HBC. On consecutive hands grand slams could be made in hearts. We only bid one of them, but no one else took all the tricks on the other one.

On April 6 the switch for the lights in the basement did not work. Two days later I got it to work, but it was difficult. Eventually this problem disappeared or maybe I just adjusted to the toggle.

On April 11 I received the second booster shot at a pharmacy in Springfield. Sue had already gotten hers

On April 15 I downloaded the VeriFly app that Viking had recommended for my phone and eventually got it to work. This was a complete waste of time, and it stressed me out. It was never needed or, for that matter, useful on the entire trip.

On April18 Ken and I learned that we had been dumped as teammates for the upcoming Grand National Teams (GNT) online qualification tournament by Felix Springer and Trevor Reeves again. Details can be found here. I was not looking forward to the online part again, but I thought that we would have a pretty good chance of qualifying. Playing in the GNT in Providence in July had been my goal for many months, and I had avoided accumulating masterpoints throughout the Pandemic in order to maintain my eligibility. I ordinarily do not hold grudges, but I still feel bitter about this more than a year and a half later.

On April 29 Peter Katz and I won the last Saturday game at the HBC before it went on hiatus. There were only three tables. I faked out Y. L with a terrible overcall.


The huge hump of hair on Bob’s back was an embarrassment to all of us.

May: Something incredible happened on May 2. Sue took Bob to the veterinarian. She learned that the big clump that had been on his back for years was just hair. The vet shaved it off, and it never grew back. How can this be? He would not let us touch it; why was it so sensitive? What cat has that much hair? What made it keep growing for such a long time? Sue said that the vet said that it was just bad grooming. He also said that Bob was at least thirteen years old.

That cat never ceased to amaze me. After his haircut he suddenly liked to be petted, he also became more friendly to me. One untoward result was that I developed very small bumps around my ankles that were itchy and a little painful. I must have been allergic to him or at least his dander.

I downloaded the Uber app for possible use in Vienna to get back to the ship from the opera. The rest of the bizarre preparation for the European cruise has been catalogued in some detail here.

I learned that thirty staff members of Henry Barnard School have Covid-18! I did not realize that the school even had that many employees. The state of Connecticut was showing a 9.4% positivity rate. The good news was that Germany’s level, which I had been following closely, was down by quite a bit. The other three countries on our itinerary were also improving.

The European cruise trip began on May 5. The incredible story of that day and the rest of the journey is well documented here. One thing that is not related there is the fact that the little bumps on my ankles cleared up while I was in Europe. The ones on my right ankle began to reappear in June or July.

On May 23 I mowed the lawn, which had by then become a jungle. While doing so I realized that I had to attack the poison ivy, which was much more prevalent than in 2021. I ordered some Roundup that could be sprayed on the plants from Amazon.

Only five pairs had registered for the Wednesday night game in Simsbury, but I had not yet heard from Lori Leopold. She could usually find a partner on short notice.

The next morning brought another frustrating bridge game. When I got back to the house I needed to cancel the Wednesday evening game at the SBC because only five pairs had registered.

I brought to the Verizon office on Hazard Ave. the Pixel 2 cellphone that had failed me on the cruise. The tech guy at Verizon showed me that the phone was considerably thicker in the middle than on the edges. He explained that this was a symptom of overheating. So, the phone was officially dead. In retrospect I concluded that the transformer in the cable that connected the phone to the outlet in my cabin must have failed to convert the current to 110 at least once on the cruise, and the European current fried the battery or something. I kept the phone plugged in virtually all of the time that I was in my cabin.

We planned on eating at the Kebab House before entering the Cinemark at Enfield Square to see the opera, but it was not open. We watched the rust-belt production of Donizetti’s Lucia di Lammermoor. The character of the priest just did not work. Otherwise, the first two acts were very moving, but the third act was a total mess until Javier Camarena’s outstanding performance near the end. The many interviews during the breaks. were insipid. Sue and I settled for popcorn for supper. Incredibly she stayed awake throughout the performance.

On May 25 I discovered that our mortgage on the house was completely paid off! I was not expecting this news for several months.


June: At some point in June Sue purchased for me a new (well, new to me) cellphone. This one was a Samsung Galaxy S7. It was similar to Sue’s, and so she could sometimes help me with it. A year and a half later I still hated it, but not as much as I loathed the Pixel 2. The Samsung had not ordered any pizzas for me, but, then again, I had not downloaded the Slice app. I could almost never figure out where the app that I wanted to use was hiding, and it randomly plays YouTube videos and other stuff from the Internet. I figured out how to answer the phone in a minute or two, but it took me eighteen months to figure out how to hang up.

On the 1st I learned that Sally Kirtley, the director at the SBC, had tested positive for Covid-19. Ken had to direct at the Wednesday night . Ken and I won easily.

On the very next day Sally came to the ACBL’s walk-through in Providence. I very much enjoyed talking with old friends like Paula Najarian.

On June 13 I received two bottles of Roundup that I had ordered from Amazon. I immediately went outside and sprayed the poison ivy that was growing along the fence on the north side of the yard. Two days later I sprayed the poison ivy again. I wore a mask during both sprayings, and I was careful not to get any on my skin or clothes.

The Federal Reserve raised interest rates to combat the serious inflation that began after the country reopened. Any moron could see that the main culprit had been pent-up demand from the shutdown, and the secondary cause was shipping holdups. Nevertheless, I had to peel a sticker off of a gas pump at Costco that claimed that “Biden caused this.”

I met Mike Barke, a geography professor at the Northumbria University, and his wife Vivienne on the cruise. Mike had recently published a book entitled Newcastle upon Tyne: Mapping the City. As soon as I got back to the U.S. I ordered a copy. It finally arrived on June 17. It was both beautiful and interesting. It made me want to visit the Tyneside area.

The Longest Day game on June 21 at HBC very annoying. There was much too much noise. Donna Feir pressed everyone to play faster and then canceled the last round because the pizza had arrived. This turned out to be a super-spreader event for Covid-19.

From an email from Cindy Lyall, the treasurer of the CBA, I earned that U126 lost $4,000 on the tournament in Orange. Ouch!

On June 23 Mary Whittemore reported that her name was missing from the “Top 200 List” on the CTBridge.org website. I asked the CBA board members if anyone knew why. Don Stiegler sent me a correct list. It showed that many names were missing from the one on the website. Evidently no one knew how that page got updated on the website. Bob Bertoni, who died in 2021, set up the website and, because the unit had no webmaster at the time, did all of the updating.

Graham Van Keuren.

On June 29 Sue and I attended a potluck supper at Sue’s church, the Somersville Congregational Church. I always feel very uncomfortable at these religious gatherings, but this one was tolerable. After supper we listened to Graham Van Keuren’s presentation on his vacation with his spouse Eric in Israel. I recorded it on my audio recorder. It was a good presentation, but it certainly did not make me want to visit what I considered to be an apartheid country.

On June 30 Dr. Anthony Fauci announced that he had Covid-19 for the second time. This news astounded me. Did he take no precautions? The Pandemic was finally running rampant at the HBC. Only five tables were occupied on Tuesday morning, and the evening game was canceled. Only three tables appeared on Wednesday, and the Simsbury game was canceled. Both of the games at the HBC on Thursday were canceled.


July: The big event of the month was the Providence NABC. I attended most of the event, but Sue decided not to go. I kept notes on my laptop and wrote them up a little later. They have been posted here and here. It was good to see some familiar faces, but the bridge games were not much fun.

The tournament was another super-spreader of Covid-19. Almost everyone with whom I played or associated caught the virus. I almost ripped the driver’s side mirror off of my car, and the hotel rooms were never cleaned. However, I avoided getting the disease. So, in a period of about two and a half months I had survived three super-spreader events—the cruise, bridge at the HBC, and the NABC. I credited my collection of free N95 masks that I had amassed from giveaways at various retailers.


August: I was hoping to have a party at the SBC to celebrate my seventy-fourth birthday. Not enough people were able to attend on the 17th. Instead, I decided that the SBC would have a Christmas party on August 24. Twenty people attended, and so we had five tables and lots of food. The players gave me a $100 Amazon card and $20 in cash. I was a little upset that Sue and I arrived so late because she, as usual, was not ready on time. I had made beef Stroganoff that needed to be heated up in the slow cooker. I crawled under the table and plugged in the pot, but I neglected to turn it on.

On August 26 the refrigerator stopped working. Panic set in. Sue and I resolved to deal with it the next morning. By then it had resumed functioning. If we ever figured out the cause of the outage, I made no note of it.

Throughout the period from my arrival back in Enfield after the cruise up to the end of August the weather had been hot, and I had spent every spare minute working on the journal for the Grand European Tour. On August 28 I finally finished it and sent an email to quite a few people announcing that the journal had been posted on Wavada.org. I was quite pleased to hear back from both the Barkes and the family from Saskatchewan.

A Big Y Express replaced the Shell station.

I noticed that the Shell station on Hazard Ave., which had been operational since we moved to Enfield in the late eighties, was closed.

On August 29 I received a long email from Tom Caputo, whom I had worked with at both Lord & Taylor (described here) and Saks Fifth Avenue (here). He was looking for a job at the age of 60. He asked me if I knew about anything being available. Since he knew very well that I had had nothing to do with retail for at least eight years, he must have been desperate. Maybe he thought that I had kept in touch with people more than I had.

I also received an email from Mike and Vivienne Barke.

August closed with an incredibly disappointing Ocean State Regional tournament in Warwick, RI. I had a rotten time, the attendance was abysmal, and the district lost money. The details have been posted here.


September: On September 13 Bob decided to take over Giacomo’s old position atop the back of the couch in the living room. On the next evening he lost his balance (something that Giacomo had never done in eighteen years) and tumbled off the back. He was in a panic and tried unsuccessfully to climb up the drapes to regain his perch.

On the following evening Bob had clambered back into Giacomo’s old spot. When I seated myself in my chair a few feet away, he obviously wanted to come join me, but he was evidently afraid to land on the pillows that were arrayed on the couch’s cushions. I moved them out of his way. He then descended to the sitting level and, after executing calculations in his walnut-sized brain, made the “mighty leap” to the armrest of my chair. He sat peacefully on my lap for a few minutes. Then he got nervous, peed on me, descended frantically to the floor, and did his “breakdance.” Much more has been written here about the misadventures of this very strange feline.

After sleeping comfortably for a month or more on beds in hotels and cruise ships, I judged that I needed a new mattress. The one that I had been sleeping on was more than thirty years old and was a little too short for me. Sue selected one for me as a late birthday present. It arrived on September 14. The delivery people set it up and took away the old one. Sue, of course, kept the obsolete pieces that held it off the floor. I found them leaning against the bookcase in the hallway. The new mattress was considerably better than the old one, but I still woke up with a backache more often than not.

On September 16 I talked with someone from the town of Enfield about the tax bill that I had received that day. It contained a significant interest charge because I did not pay the July installment. The simple reason for my delinquency was that I had never received a bill. It turned out that the mortgage holder, Peoples United Bank, had payed the portion due in January. The mortgage schedule indicated that five payments were remaining when the bank declared that it was fully paid. I was sent a notice of this, but I was never apprised of the bill from the town that the bank must have received. The lady with whom I talked refused to waive the interest charge. Since the bank that held the mortgage at the time that the bill was sent no longer existed, I did not have any recourse except to pay.

On the same day using my free MailChimp account, I sent an email that I had previously composed to try to improve the attendance of the players with less than 500 masterpoints at the upcoming sectional tournament in Orange.

The bookshelf fell onto the bed in 2023. The light is now attached to a screw in the wall.

On September 17 two items that I had ordered from Amazon were delivered. The first was a reading light that I would be able to clamp to the bookshelf above the new bed. The second was a book by Daryl Gregory entitled We are All Completely Fine. I liked this book much less than the one by Gregory that I had read on the cruise, The Spoonbenders.

Bob had mysteriously disappeared on September 16. He returned two days later and spent all day and night by the stove. Something was apparently wrong with him, but we were not too concerned. His behavior had always been eccentric.

Eric, Motoko Oinaga, John Debaggis, and I finish second out of ten in the Swiss event held at the HBC on September 18. We were the #8 seed. Eric and I bid and made slams on two of the last three hands to win the round by 24. We lost only to the winners—Lesley Meyers, Laurie Robbins, Felix, and Trevor.

Sue made an appointment at the vet for Bob on September 20. I heard him at some point after 4 a.m. on the 19th. At 5:45 I brought the litter box upstairs and shut the door to the basement, but when Sue woke up Bob was nowhere to be found. I opened the door to the basement. He came in about 9:30, and I shut the door to the basement again.

Before my bridge game on September 20 I placed Bob in the cat carrier, but at some point he somehow escaped. Sue was able to get him back in and took him to his 12:30 appointment. We found out that he had a tumor in his mouth or throat. There was not much hope for him, but the doctor gave Sue some medicine for him. Sue gave him the drops when I got back from bridge and could hold him. He needed them twice a day. I was so involved that I forgot about my Zoom meeting of the HBC Planning Committee.

We probably should have put Bob down when we heard about the tumor. He had always been Sue’s pet. She had to make the decision, and she could not do it.

On the last day of the month I sent a second email for the CBA.


October: On October 3 Sue started giving Bob antibiotics and steroids. He started eating a little better. Sue took him to the vet again on the 18th. He was still not eating much even though Sue was diligent about preparing meals that were both nutritious and easy to swallow.

Southbridge Hotel and Conference Center.

The October 19 Simsbury game was canceled. I drove Sally to Southbridge to check out the hotel that we would be using for the tournament in October, which was named the Spectacle Regional because the hotel was the administration building of the defunct American Optical Company. The ground floor was very modern, but the the playing area not very large. The restaurant, which was called Visions, was not open except for groups.

On the same day Sue’s cousin Robby Davis was found dead in his apartment.

On October 21 I had breakfast with Sue and Mark Davis. Mark was very involved in a gigantic project involving his ancestry. For some reason I have almost no interest in exploring mine. Someone from the Spokane branch of the Wavada sent my dad a lot of research that she had done. Sue got it from him and put it somewhere. I have never seen it.

On October 22 there was no game at the HBC. I went by myself to see Cherubini’s Medea at Cinemark at the Enfield Square. Sondra Radvanovsky gave an outstanding performance in an opera that had not been performed since Maria Callas played the title character. A carnival was set up in the mall parking lot.

On October 24 I drove to the mall for a walk. I forgot my little blue mp3 player, and I wore the wrong shoes. I had to drive back home and start over.. A girl in a red suit made of balloons and a small backpack was walking stiff-legged around the mall. I think that she was supposed to look like an astronaut.


November: The first week of the month was unseasonably warm. On the 7th it was 67 degrees at 5 a.m. and 80 as I drove through Hartford at 1 p.m. after playing with Nancy Calderbank for the first time in the mentorship program. She had asked me to teach her 2/1.

On November 8 I finished writing the Bulletin for Southbridge and sent it to Sally for printing.

In the mid-term elections the Republicans, as expected, won the House of Representatives, but the Democrats held onto the Senate after Senator Warnock won another runoff.

I received a bill from Somers Oil for $798.86!

The hilarious postscript to the Grand European Tour occurred on November 8, almost six months after I departed. Sue and I were in the living room when we heard the unmistakable sound of claws shredding paper. Sue rose from her chain, hurried into the kitchen, and yelled, “Bob, what have you gotten into now?” She snatched a paper bag from beneath his claws. When she looked inside she found the passport for which she had searched for several days back in early May. She should have just asked Bob where it was.

11/23 Sue and I spent Thanksgiving alone. I sent the following email to the Barkes and Steve Flamman:

I hope that you are all doing well.

I thought that you might be interested in this. Two weeks ago my wife Sue and I were watching TV in our living room in the evening when we heard the unmistakable sound of our cat Bob shredding something made of paper in the kitchen. Sue sprang from her chair to prevent further damage. She found that Bob had somehow discovered a small paper sack and had pulled it out onto the floor. Sue retrieved it from him and discovered her current and expired passports as well as a few other items that had been missing for over two years.

Incidentally, I included two photos of Sue unsuccessfully trying to negotiate a deal with Viking on the Day 0 page of my journal and one that she took of Bob on Day 12.

Today is Thanksgiving in the U.S. It is hard to find things to be thankful for lately, but I am definitely thankful for the friends that I made on the cruise in May.

I had more to be thankful for three days later. Michigan defeated Ohio State 45-23 at the Horseshoe in Columbus to win the eastern division of the Big 10 for the second year in a row. They did it without the Big 10’s best running back, Blake Corum. Donovan Edwards filled in for Corum very well. The Wolverines finished the regular season 12-0.


December: A week later the Wolverines beat Purdue in the Big 10 title game 43-21. They have qualified for the four-team College Football Playoff for the second year in a row.

December 8 was the tenth anniversary of our wedding ceremony. Sue and I are about as unhappy as we have ever been. Sue blames her health and various inanimate objects. I blame the house.

Curtis Barton, the president of D25, sent an email to members of the Executive Committee indicating that all senior employees of the ACBL had been fired. He then sent a correction that said that, according to Mark Aquino, who as Regional Director should know, “fired” is not the right word.

On December 9 Sue suddenly screamed, “I hate my life!” I was thinking that I hated our house, which was a pigsty. I also resented that almost whenever I needed something I must ask her where it was. Usually she did not know and said that she would look for it. In addition, we had so much junk everywhere that every time I that I went to get something I must remove four or five other items and then replace them in the right order. The refrigerator, for example, was always full to overflowing. THERE ARE ONLY TWO OF US!

However, as always, I said nothing because I did not want to trigger a tearful reaction or a panic attack.

December 12 brought the first snow of the season.

At 5 a.m. on the next day the weatherman on WTIC AM reported that it was 8 degrees in Granby and 19 in neighboring East Granby.

On December 17 I bought a rib roast. Sue forgot about Tyesha’s confirmation. Then she also bought a rib roast because she forgot her shopping list, and my phone was off because I forgot to turn it back on after bridge.5 I discovered that for weeks she had been leaving me voicemail messages that I did not know about. We have become two incompetent old farts.

On December 21 we had five tables at the SBC game. Sue and I arrived too late for the holiday party because Sue went to the store at 4:30 p.m. to buy the fruit that she had promised to bring. The players gave me $130.

On December 23 very strong winds uprooted the pine tree in the front yard. I heard a loud crashing sound at about 5 a.m. The tree fell straight towards our house, but there was no damage at all because the top section landed harmlessly on the patio between the old section of the house and Sue’s garage.

The high temperature the next day was only 19. I got a letter from ConnectiCare. The premium for my dental policy went down from $79 to $56.

We did nothing special on Christmas day. Sue may have watched It’s a Wonderful Life,6 but I didn’t.

Crystal Lake Construction, the company that cleared the snow from our driveway and sidewalks chopped up and removed most of the fallen tree. They came back later for the stump.

On the same day I received an email from Mark Aquino about the new training required for directors at sectionals, On the 27th I met with the HBC directors after the bridge game. Peter Marcus, who generally knew these things, had reported that the new rules applied only to events with masterpoint limits in excess of 500.

On the last day of the year Michigan lost to TCU 51-45. Early in the game J. J. McCarthy threw two interceptions that were returned for touchdowns. It was a wretched end to an awful year.

A week later TCU got clobbered by Georgia in the championship game. U-M would have done better, but they probably would have lost.


1. By the fall of 2023 a small spot had appeared on the front of the sweatshirt. It looked like a grease stain, but on closer inspection it was obvious that the exterior had worn thin. I could hide the blemish with ink from a Sharpie pen, but that was not a good permanent solution.

2. STaC stands for “sectional tournament at clubs”. These were games held at clubs that awarded more points, and the overalls included all of the participating clubs. Regular STaCs paid silver points. The points in Royal STaCs were evenly split between black, red, gold, and silver points.

3. “Resident Alien” was originally shown on the Syfy channel. Sue and I watched season 1 and season 2 on the streaming service called Peacock. At the time it was free on Cox cable. Eventually they wanted people to buy monthly subscriptions and restricted the free option so much as to make it worthless.

4. Apparently Peoples United Bank wanted our mortgage off of its books when it was taken over by M&T bank. The five mortgage payments that I saved by this action more than covered the cost of the July tax bill, but someone should have told me that that amount would be due.

5. I did not learn how to put the Samsung cellphone on “vibrate” until much later. It was easy to do but not a bit intuitive.

6. All year long Sue watched TCM during every waking (and many sleeping) moment.

1999-2000 TSI: Finding the Best Person

Our attempt to hire René Conrad. Continue reading

In the second half of 1999. after my sister Jamie Lisella had left TSI (explained here), the situation at the company was simultaneously the most exciting and the most perilous of its entire experience. On the one hand, business was very good; our services were much in demand, and the relationship problems of the previous few years were pretty much behind us. We had a good staff that could produce great code on a reasonable schedule. We also had plans to move into a new office in East Windsor that we were designing to fit our needs (described here).

However, the company did face some serious issues.

  • TSI had no marketing director, and we had done no marketing of any note for at least a year.
  • TSI no longer had an administrative assistant. I had take over these tasks, and I had better things to do.
  • The size of the potential market for new sales of our primary product, AdDept, an administrative system for retailers, was dwindling, mostly do to mergers and consolidations in the retail industry. Another factor was the fact that AdDept was already installed in a large number of locations.
  • The computer that we knew best, the AS/400, had limitations that made it difficult to sell to companies that were not familiar with it. Specifically, the screens and output were not considered “modern”.
  • The Internet posed a serious challenge. At the end of the century every business could see aspects of the opportunities that it offered, but few could see a clear pathway to using it profitably.

My partner, Denise Bessette, and I discussed these issues fairly often. We knew that we were understaffed in critical areas. Although a good case could be made for getting a new marketing director forthwith, the previous marketing person, Doug Pease, had left the company a few years earlier because I asked him to stop selling new AdDept systems for the simple reason that our existing clients were so demanding that we were struggling to keep up with their requests for new programming. It seemed to me that we should address our other problems before we hired someone to generate more sales.

I was aware that René Conrad was frustrated with her position as planning manager at Kaufmann’s in Pittsburgh (introduced here). I had great respect for René and her work. In the wake of Jamie’s departure I discussed with Denise the possibility of asking René to work for TSI. Denise was receptive to the idea, but there certainly were a lot of detail that needed to be put in order.

After talking with René over the phone a few times in August of 1999 I sent the following letter to her:

I have been thinking a lot about this. I also met with Denise. As usual, she had some good ideas. It seems to me that there are three things we need to address: 1) a job description that we all can live with; 2) a solution to the relocation problem; 3) a suitable compensation scheme. You may have other issues, too. If you do, I would greatly appreciate it if you would tell me as soon as possible.

1) Job description

You asked me if this was Doug’s job. The answer is no. We hired Doug to sell AdDept systems. We hoped he would be able to do other things, but the only other one that he was accomplished at was setting up time and action plans and agendas. In the last five years we have taken an immature product with a small client base and made it into a comprehensive administrative system used by a large portion of the most powerful and successful retailers in America. What we really need now is someone with insider knowledge to help us shape our company for the next 10-15 years. This is the primary role we would like you to pay. We realize full well that this is much less structured than what you are used to. We hope you would look forward to the challenge and can adjust to this type of environment. The second most important objective would be to relieve some time pressure from Denise and me. I hope that you would be able to relieve me of some of the training time either by eliminating the need for it by improving our documentation or by taking some of the trips yourself. The other side of the coin is that neither Denise nor I can afford to take on new unbillable responsibilities. The case in point is supervision of the administrative assistant. Jamie did this work for such a long time that she required very little oversight. I don’t see how we could afford to hire you if you did not supervise this person. I don’t see how this job can be performed from anywhere except our office, certainly for the next few months. You will have an awful lot to learn about how our company works. You know all about Kaufmann’s and a little about the other May divisions, but we have 17 other clients. We work very closely together at TSI. I don’t see how this could be done by phone. We also do not have the infrastructure for remote use of our system. We have a dial-up connection through the network, but it uses phone lines.1 We would spend a fortune on long distance if someone had to dial in to our system, and, of course, that is the only way to dial in to our customers. Setting up an internet connection is expensive, and we would probably have to hire someone to do it. It also drags security issues in as well.

2) Relocation

I don’t exactly know how to sell you on Connecticut. Our new office promises to be very nice. You will have the biggest office with three windows. We will make sure that you have whatever you need to be productive. I have made a commitment to everyone to make the work environment so nice that people will love to come to work.

As I said, we have no death marches.

I think you will like working with our staff. If there was any negative feeling in our office, it left with Jamie. We are in the process of hiring an administrative assistant.2 If you don’t like the person we hire, you can get someone else.

The area is pretty nice. The weather is certainly no worse than Pittsburgh’s.

We are two hours from Boston, which is full of activity. We are only three hours from New York by train. Vermont is only 1.5 hours. The long island shore is an hour or so.

You will have to make new friends. That is never easy.

We would REALLY like you to come see what we have to offer. Denise is eager to show you Northampton, MA (about 20 minutes north), where she went to school.

3) Compensation

I am pretty confident that the compensation issue can be worked out without much difficulty. I told you about how much Doug had been making. I neglected to tell you that 2/3 of that was in commissions. I think that we need to revamp the compensation scheme somewhat. Doug concentrated on new AdDept sales. It took him a few years, but eventually his efforts outstripped our ability to support the new customers. I get the distinct impression that you aren’t interested in that kind of job. We want to sell AdDept systems, but we think we need to develop other sources of income as well.

We propose that you receive 35% of the profit on hardware sales; 10% of the revenue on AdDept sales (assuming I take all the sales trips by myself); 20% of AdDept module (e.g., CAPS interface) sales; and 50% of “project management” income. The last would be defined as any trips (at $900 a day) that you get customers to agree to let you take. If you can persuade them to pay you without taking a trip, all the better.

You will be part of the process of developing new products or services. We will negotiate with you what percentage you get.

The starting base salary would be $50,000. e will agree to pay you an additional $2,000 per month as salary in lieu of commissions for the first twelve months. If your commissions were $500, $4,000, $800, and $3,000 in the first four months, you would be paid $2,000, $2,500, $1,500, and $2,300.

We have done no marketing in more than two years. Nevertheless, in the next year I think that one AdDept sale is almost certain (Carson’s)3 and one is likely (Dick’s)4. It is possible that Dick’s will happen very soon, in which case I will have to pay Jamie commissions. There are two almost certain hardware sales (Carson’s and a box for Saks Inc.). At least three or four customers could definitely use faster boxes, and the new 170’s are very attractive.

Adapting to life in a small company will not be easy for you. On the other hand, I think that the profiles of TSI and René Conrad mesh well. We are stable, free of debt, and full of kindred spirits. We need a smart, aggressive, well-connected person. You’re it.

Have you seen the W.C. Fields movie, “The Bank Dick”5? Fields’ character Edgar Soucè (accent grave on the last syllable) has a prospective son-in-law named Og Oggleby who works in a bank. Fields is trying to talk him into embezzling money to invest in shares of stock in The Beefsteak Mine. The pitch is “You’ve got to take a chance when you’re young.” Soucè explains, “My uncle Huffnagle, a balloon ascentionist, took a chance. While he was aloft in his balloon one day, he espied a haystack 2,000 feet below him He took a chance. He jumped out of the balloon and aimed his flight at the haystack.”

“Gosh,” says Og. “Did he survive?”“Uh, no,” says Soucè. “But that’s the point. If he’d been a younger man, he might have. You’ve got to take a chance when you’re young.”

We contacted René, and arranged for her to fly to Connecticut and spend some time talking with us in our new office. We bought a round-trip plane ticket for her and arranged for her to stay at the nearby hotel, which was, I think, a Best Western at the time.

I picked up René at Bradley on, I think, a Saturday morning in December 1999 or January 2000. Denise drove in from her house in Stafford. We tried to explain that the situation at TSI was very positive, but we wanted to hire someone who could help us face the issues of the twentieth century. René’s biggest concerns were the fact that she was used to fixed goals and rewards for meeting them and whether her presence would be required in Connecticut. Unbeknownst to me she had strong ties to Pittsburgh and was not impressed by the social scene in the Hartford-Springfield area.

A few days before Denise and I left for our trip to PartnerWorld in San Diego I received a letter from René in which she declined our offer. It was disappointing but not surprising. When we got back from San Diego, I wrote up my thoughts for Denise’s consideration and then on February 7 I set this letter to René:

Denise and I were disappointed but not very surprised to receive your letter. I think that the three of us would have had an enjoyable and successful time working together, but there is more to life than work. At least, I think I read that somewhere.

We both gave careful consideration as to whether the job could be performed remotely. We also examined whether there was a feasible arrangement that involved two weeks here and two weeks there. The thing is that we want someone we can work closely with, and we just don’t see how that would be practical without the person being in the office. Denise and I often have impromptu conferences, and I think that the close sharing of ideas has helped the company immensely. Our primary objective is to find someone with slightly different experiences and a somewhat different outlook to join in the process.

We are still convinced that you would have been the best person for the job, but we accept that we now have to look elsewhere. We both look forward to working with you.

We did not get to work with her for long. In 2002 the May Company moved the administration of the Kaufmann’s stores to the headquarters of the Filene’s division. René began working with a local non-profit theatrical organization, about as different from TSI as imaginable.

TSI did not get to add Dick’s, which is also in Pittsburgh, to its client list until 2004. On a training trip I met up with René. She showed me where she worked, and we had supper together.


What if?: It is difficult to say how different things would have been if we had hired her. In the short term there might have been very positive results. I wrote on February 17, “It occurred to me in a fit of melancholy at 5 PM on Friday that René Conrad could probably have forestalled the Cato fiasco. She could also probably have taken the Meier & Frank trips, or at least one of them.”

On the other hand, she could not have helped us much with the May Co. It is almost impossible to imagine getting much more work from them. Perhaps she could have penetrated the barriers that Macy’s set up, and we could have continued our relationship with them after the grand consolidation. Even if she did, how would it have helped us.

I don’t think that she could have helped much with AxN. Denise came up with a great solution to the problem of marketing it to newspapers. I cannot imagine what René she could have figured out a way to use the connections we established between advertisers and newspapers for some other purpose that was valuable to one or the other.

While working on this project I contacted René through LinkedIn. Her page is here.


1. In 2023 it is strange to read about concern about telephone charges. At the time we used MCI for long distance. Every month our bill was in the thousands..A few years later our network and Internet connections made it feasible for employees to sign on to our AS/400 from home through a local carrier. In fact, one of our programmers, Michael Davis (introduced here), did this from Pittsburgh after changing from local employee to remote contractor. Denise worked from her home on Cape Cod during the last year of so of TSI’s existence.

2. The administrative assistant whom I hired was Nadine Holmes (Introduced here).

3. I can hardly believe that I was ever “almost certain” that TSI we would get Carson’s (introduced here as P.A.Bergner). Steve VeZain must have told me or Doug something that I later repressed.

4. The Dick’s Sporting Goods installation has been described here.

5. I planned to insert a link to this routine, which I consider the best comedy sketch ever, on the Internet, but I could not find it posted anywhere.

1999-2002 TSI: The Million Dollar Idea

The genesis of AxN. Continue reading

In large measure this entry is based on and inspired by a set of recently discovered messages that I sent to my partner, Denise Bessette, about new projects that we were researching or working on. The first email was dated in late 1999. The last was in early 2001. The messages portrayed an exciting but scary time for both of us.

By the middle of the nineties it was evident to us that the way that TSI had been programming in the past fifteen years was becoming obsolete or was at least losing popularity. In 1992 Microsoft left IBM at the starting gate when it released Windows 3.1, the first version of its operating system that featured a graphical user interface (GUI) and was also stable enough that large corporations took it seriously. One could still make the argument that text-based software systems like the ones that we had developed were appropriate for many business tasks—in fact, most of the most important ones. However, if you did, you were probably dooming yourself to the fate of typewriter salesmen.

Great if you have just 2 fingers.

In fact, systems like AdDept and TSI’s other systems were branded by many of the magazines of the day as “legacy systems”. The emphasis of the new approach centered around the appearance of the screens, which now featured colors, images, text boxes, radio buttons, and varied fonts. They were certainly more interesting to look at than anything that we had produced. The mouse was the thing! The keyboard was only used when absolutely necessary. Whether they were as efficient or as easy to use was debatable, but, as I already noted, we were well aware of what had happened to the typewriter salesmen.

Another thing that happened during the middle of the nineties was the explosive growth of the Internet. All software developers wanted to be a part of it, but few were exactly sure how to approach it. I knew that we needed to figure out what aspect we should concentrate on, but it was not an easy decision to make. A few early participants made a lot of money, but an awful lot of ideas were catastrophic failures.

The Search for a GUI: I spent countless hours researching ways that we could provide a GUI for the AdDept system that did not involve a complete rewriting of the hundreds (and growing daily) of screens that we had already implemented. Every developer who worked on IBM midrange or mainframe systems must have been faced with the same problem. We all wanted a way to provide a system that looked modern but also took advantage of the thousands of lines of functioning code that had already been written.

I don’t know why, but IBM was not much help in this endeavor. Instead, in the late nineties IBM became a strong proponent of an object-oriented programming language developed by Sun Microsystems called Java. This was a startlingly new language. The first version was released in 1996.

I bought and read ten separate books that purported to teach Java programming. The structure of the language was consistent with the first principle of its design: “It must be simple, object-oriented, and familiar.” Well at least it was simple and object-oriented. The structure of the code was nothing like what I was accustomed to. Its main orientation was to a computer display, which it considered a set of objects, each with a set of properties and methods. That approached worked well enough for a screen, but how would it work for other things? After downloading the software development kit to my laptop and spending hundreds of hours mulling the contents of those books, I could do all of the exercises in every book, but I had not the slightest clue how to begin to code a system to manage any aspect of retail advertising. In fact I could not replicate even one screen of the AdDept system.

I did not completely discard the notion of using Java somehow, but if we did, we would definitely need some help. As I look back on this, maybe this is the reason why IBM was so crazy for Java.

The Spreadout Project: Users of TSI’s systems seldom complained about the look or feel of our data entry screens. Those screens would never have won any design awards, but the formats were completely consistent throughout the application, and everyone knew that they got the job done efficiently. Furthermore, they knew that TSI could implement requested changes rapidly and at moderate costs.

What they did not like much was the look of the reports, which was limited to one non-proportional font—Courier—with no images or even styles like italics or bolding. Many, if not most, of the people who used AdDept were quite good at making and manipulating spreadsheets. They were used to controlling the format of the output, and they liked the flexibility. For example, if they wanted someone to concentrate on one column or row, they could easily change the font, color, or style for just those cells.

Several clients asked us if it would be possible for us to produce an Excel spreadsheet as the output from designated programs in AdDept instead of or in addition to printed reports. I did not know if it would be possible, but I said that I would look into it. I dubbed this project “Spreadout”.

It was rather easy to produce an output file that contained the same rows and columns as the report, and we implemented that option in a large number of AdDept reports. The user could then download that file to their PC. That file could then be loaded into Excel with the rows and columns intact. However, the fields (or cells) in the file contained only text or numbers. It was not possible to download formulas for totaling or designate any kind of formatting. Furthermore, the process of downloading the file was not exactly speedy.

I tried to figure out what it would take to produce code that could provide files that could be opened in Excel with predetermined formulas and formatting. I found some documentation from Microsoft of the Excel files, but I never could concoct a way to provide what our customers asked for. Furthermore I never heard of anyone else who had accomplished this, and —believe me—I searched..

I did, however, managed to provide an alternative that proved popular to some clients. Almost all the AdDept customers used Hewlett-Packard printers that were accessible by the AS/400. HP sold books that documented the format for files in HP’s printer command languages, PCL 4, PCL 5, and PCL 6. I could then write code to produce spooled files that contained the output in exactly the format that the client specified. The downside was the considerable amount of coding required for each report, many times as much as it took to produce it in the Courier-only. It also required an extra step to send the output directly to the printer without being reformatted.

However, a few clients were so insistent about the need for a precise format that they were willing to pay the price. These reports were almost always the ones that they distributed to other departments or to higher-ups.

If anyone else ever did a project like this for the AS/400, I never heard of it. Unfortunately, I never figured out how it could be marketed as a stand-alone product usable with other AS/400 software.


As the new millennium approached, we—that is, Denise Bessette and I—felt that we needed to expand TSI’s horizons. In January of 2000 we flew to San Diego for IBM’s PartnerWorld conference in the hope of making contact with people who could advise us how to adapt to the need for modernization and the Internet. That enjoyable but frustrating experience has been described here.


On February 25, 2000, I took the time to write up in a fairly detailed manner how, given the inherent limitations of a small business like ours, TSI should to proceed in trying to develop a second line of business. Here is a portion of that memo:

General principles:

1. We should get the best people available to help us.

2. We should maintain AdDept as a dependable source of income. Whether we should invest a lot of time and/or money in enhancing and marketing AdDept is still to be determined.

3. We should try to leverage our assets better. Our income is too heavily dependent upon the number of hours put in by Mike and Denise.

4. We should assume that the economy will remain strong for another two years. On the other hand, we should avoid debt or at least large amounts of debt in case this assumption turns out to be false.

5. We should add new skills that are more marketable. That means learning some subset of Windows, object-oriented programming, and the internet. We should be thinking past the next project to the one after that if we can.

6. We should look for partners with skills and assets that complement ours.

7. We should not be deterred by the fact that some of these principles seem incompatible.

8. We need to act fast. Pursuing René2 cost us seven months. On the other hand we might have gone down some less profitable paths if she had been on board.

I think we should take the following steps as soon as possible.

1. Find out what it takes to get our existing clients to use AdDept for insertion orders. The following clients are not using AdDept for IO’s: Macy’s East, Neiman Marcus, Filene’s, Saks Fifth Avenue, and Hecht’s. I checked Herberger’s. They have ads through March 29, 2000, at least. Macy’s West is apparently starting. Gottschalks ran insertion orders yesterday. I don’t know about Meier & Frank, but I can take care of that on my trip.

2. Find out which advertising departments have access to the internet and would be willing to use it to check on insertion orders. I don’t think that this would be a problem with most of them. Unfortunately, we don’t really have anyone in the office who can do this for us.

3. Make an appointment with Ken Owen3 to run the idea of a clearinghouse for insertion orders by him. He may be very interested in working with us on it. I have quite a bit of respect for him. At the very least, he is smart and completely honest.

4. Run the clearinghouse idea by at least one of our clients. Why not schedule our trip to New York and run it by Tom, Chris, and whoever their ROP person is?4

5. Run the clearinghouse idea by at least one newspaper or someone who knows how newspapers think about these things today.

6. Start trying to package and market AdDept and/or AS/400 products and services. We need to maintain or enhance our cash position over the next six months.

7. We should find out what, if anything, the National Newspaper Association (NNA)5, the AAAA6, and AP AdSEND have done in this regard. The AP is a potential partner in this venture. I once had a copy of the NNA’s EDI spec7, but I seem to have thrown it out when we moved. I will see what I can find on the Internet.

Requirements for hiring a marketing/client services person:

1. He/she must be able to get along with Mike and Denise. This includes having a good work ethic. I think Doug barely met these qualifications.

2. Must be able to get along with the clients.

3. Must be willing to spend a lot of time on the phone.

4. Must be able to talk to decision-makers and occasionally presidents of corporations without looking foolish. Doug could do this, but his ability to identify the real decision-maker was just so-so. He was also almost always overly optimistic, but this might be necessary to offset my tendency to see the negative side of everything.

5. Must be able to refrain from overselling.

Pluses:

1. Intelligence. Determination can go a long way to overcome deficiencies in this categories, but I don’t think I want to try to explain things to someone any duller than Doug.

2. Retail experience.

3. Newspaper experience.

4. Other advertising experience.

5. Good business sense.

6. Sales experience.

7. Computer experience.

How to proceed.

1. We can run an ad in the Courant. There are almost as many classified ads for sales and marketing people there as for programmers. The only major retailer in the immediate area now is Ames, and they run no ROP. Therefore the chances of finding someone in Hartford who understands retail advertising are slim.

2. We can contact a headhunter. We don’t have to pay unless we find someone, but we will have to pay plenty if we do. It might be worth it if it speeds up the process.

3. We can advertise on the Internet. Does that cost money? If so, how much?

4. In interviews I think that we should consider dangling a carrot of a spinoff of a .com company for the insertion order clearinghouse. I am not exactly sure how to present this idea to someone. Maybe we could offer them a percentage of the new company with the understanding that we would try to sell it once it has become established.

In retrospective I find it impressive that I was able to earmark in advance so many important issues that TSI would face over the next few years. We made some mistakes, but we made a lot of good decisions.


A month later, on March 25, 2000, I mailed a letter to our contacts at all of the companies that used AdDept. I solicited their opinions on what TSI’s priorities should be in the new millennium. Here is a copy:

TSI is in the process of evaluating how best to allocate its resources over the course of the next year or so. Our highest priorities will remain providing excellent support for existing installations and responding to requests for custom programming from existing clients. However, there are a few additional projects that we are considering. We are very interested in learning what our existing clients think about them.

1. Menu maker: This is a fairly simple idea both in concept and in implementation. You would be provided with either a PC/Mac program or an AS/400 program that would allow you to create your own menus. The menus would reside in a separate library so that they would never get mixed up with the standard AdDept menus. You would provide the name for the menu and the heading text. For each option you that want to add, you would be allowed to select from a list of AdDept programs and menus. You could also enter your own command or an IBM command (e.g., WRKQRY). If you selected an AdDept menu or program, the description and the online help would be filled in for you, but you could override the text to make it say what you wanted.

2. GUI front end: Most software companies that market systems of a size comparable to AdDept have budgeted more than $1 million to “modernizing” their data entry screens to use a “graphical user interface” that is consistent with the methods used by Windows and Mac programs. It is now technically feasible to create a fairly nice GUI front end for AdDept for much less than that using products available from third party vendors. However, there is still a considerable capital outlay involved. We also estimate that it would take at least half of a man-year of labor. Furthermore, the PC or Mac would have to meet certain minimum requirements. Terminals would still use the green screens. TSI’s support regimen would be more difficult. The interactive programs would probably run slower on older AS/400’s. They may actually run faster on newer boxes.

3. Output to Excel: We believe that it is technically feasible (albeit difficult) to create a file from the AS/400 that is usable by Microsoft Excel with no intervening steps. It is a relatively straightforward task to download data files (or even spooled files) to spreadsheets today, but many intervening steps are required to get something presentable. TSI’s proposed method would allow you for each report that is eligible for this kind of treatment to designate (and permanently store) the formatting of the worksheet—report titles, column headings, “fit to page”, and most of the other values in “File, Page Setup.” You would also be allowed to designate fonts and sizes for the report title, the column headings, the body text, and each level of subtotals. The subtotal values would be formulas, not simple values. The same program could be used for data files that are produced by queries. The resulting worksheet could then be edited as needed. You can even edit, add, or delete lines in the worksheet. The subtotals will automatically be updated. Most simple reports could be reformatted to use the proposed program. It might be difficult or even impossible to generate some complex AdDept output using this approach.

4. Insertion order clearinghouse: We have long thought that the methods used for reserving newspaper space leave too much room for error and are overly labor-intensive, both for the advertiser and for the newspaper. The purpose of this project is to make the ordering process easier and to minimize the potential for miscommunication.

Instead of faxing the orders, the AS/400 would send them electronically to TSI. We would post them on a website. When the newspaper reps sign on, they would see all orders for them from all advertisers who are using this service. They would be able to add comments or questions and confirm them electronically with or without reservation numbers. They could also print the orders and, eventually, download them directly into their reservation systems. When you sign on, you would see all of your orders. It will be immediately obvious which ones have been confirmed, which have been read but not confirmed, and which have not been read yet.

What do you think of these ideas? Do you have any ideas of your own? We would greatly appreciate it if you would communicate your feedback to us at your earliest convenience. The last thing that we want to do is invest a lot of time and money in something that is of little or no perceived value to our clients.

I don’t recall receiving any substantive responses to this, but around this time Steve VeZain sent me a rather lengthy email that explained some of the priorities for Saks Inc. Our dealings with him and his company are detailed here.


Net.Data: At some point I became acquainted with an online forum called IGNITe/4007. This was a website where AS/400 developers could pose questions about using the AS/400 for applications for the web. Although some IBM experts participated, the forum was not run by IBM, but by a former IBMer named Bob Cancilla8, who worked for a company in Rochester, MN, the home of the AS/400.

Bob also wrote the book shown at left that explained how to use the AS/400 as an Internet server. IBM disdained the approach of its customers using a book written by someone who had actually gotten the AS/400 to function as an Internet server. Big Blue preferred that its customers spend hundreds of dollars on classes or thousands of dollars on consultants rather than $15 or $20 for a book. They also championed something called WebSphere to manage applications written in Java. During February and March of 2000 I had puzzled over the Redbook that documented this product. I was nearly ready to give up on the idea of using the AS/400 for anything related to the Internet until I found Bob’s book and website in April of 2000.

I purchased this excellent tome and followed most of Bob’s advice. I successfully configured TSI’s model 150 as an HTTP server to serve web pages to browsers and as an FTP server for exchanging data files. It was possible to use the AS/400 as an email server, but Bob advised against it. We elected to use AT&T for sending and receiving emails for our employees. We later configured our AS/400 to send outgoing emails through the SMTP (simple mail transfer protocol) server. Eventually IBM decided that it was a bad idea to have its own proprietary HTTP server and supported a version of the Apache server used by almost everyone else.

At that time the most popular scripting language for web-based applications was PERL. IBM never supported it on the AS/4009. Instead it provided its own language, which was called Net.Data (pronounced “Net Dot Data”). This was the only web language that could be used on the AS/400, and no other system in the history of the world ever used it. We obtained a copy of IBM’s handbook on Net.Data (posted online here), and I determined that we could probably use the language for what we wanted to do. Here is what I wrote about it at the time.

I signed on to the IGNITe400 website and registered as a member. It’s free. You can ask questions there. I looked at a few of them. Bob Cancilla himself answered some of the questions! I also looked at IBM’s Net.Data website. It is full of information.

I printed out a lot of documentation. I am now convinced that we can do what we want to do with HTTP server and Net.Data. This is exciting. Buying that book was a great idea. The links alone are worth the price. The biggest difficulty that I see will be working out the process of getting the orders from our customers and then from others.

… I have more than doubled my knowledge about the AS/400 and the internet in the last two days. Moreover, I think I could do it! I think that we should try it some time this coming week.

Net.Data was an interpreted language, just as BASIC was on the Datamaster and the System/36. The programs (which in web parlance were called scripts or macros) were not compiled into executable machine code. Changes to the scrips took effect as soon as the programmer made them. So, a developmental environment was a necessity. The time it took the processor to interpret the code and generate the HTML code that the browser could understand made all of the programs considerably slower than the compiled BASIC programs on the same machine. However, they were lightning fast compared to Java, the approach blessed by IBM.

So, I taught myself how to use Net.Data to deliver interactive scripts for a browser (at the time the main choices were Netscape Navigator, Internet Explorer, and whatever Apple called its browser before Safari). The language itself was relatively easy to understand, but programming for numerous constantly changing browsers was much different from programming for a very stable AS/400 and its 5250 user interface.

I also had to learn the Common Gateway Interface (CGI), which was the method of reading from and writing to files on the AS/400. This was totally different from what we were accustomed to. Our programs had always read the files a record at a time even after we switched to the AS/400’s relational database. With Net.Data it was necessary to execute an SQL statement that returned a set of data—rows (records) and columns (fields)—that was stored in an array (called a table in Net.Data). It was then necessary to loop through the rows of the array. I was already somewhat familiar with SQL, but I needed to learn how to use “joins” to do complicated selections.

These two volumes got a workout. The binding on the HTML book split in two years ago.

I also needed to buy books on HTML and JavaScript. If I had realized before I started that I needed to learn all of this, I might have deemed that the project would require more time and effort than I could afford. However, by the time that I realized what I was up against, I had invested so much time that I was not about to abandon the project.

There was no syntax-checking of Net.Data macros, and, at first, there was no editor to help by color-coding the statements. So, when I ran into a problem, which happened quite frequently, I had to search elsewhere for help.

Life got a lot easier when IBM put its Redbooks on CDs.

In researching for this blog, I found a pdf online for a Redbook (technical manual) that IBM published for people like me in 1997. It is posted here. Even a quick glance will make it clear that writing applications for the AS/400’s HTTP server would be a daunting task. For example, it contained this statement: “Net.Data Web macros combine things you already know such as HTML, SQL, and REXX with a simple macro language.” I did not know HTML at all, I knew only a little SQL, and to this day I have no idea what REXX was. Also, the Redbook neglected to mention that it was not really possible to write interactive programs without JavaScript.

I hung in there. Here is one of my last messages: “I feel a lot of pressure to work harder. I want this new project operational yesterday. It is going to be difficult at first. I want to get over the hump.”

I spent a lot of time in the IGNITe/400 forum. My best source of information was a guy from (I think) New Zealand, of all places. I never met him in person or even spoke with him on the phone. His name was Peter Connell, and he helped me through every difficult coding problem that I encountered. Not once was he stumped. By the time that I was well into the project, I was able to provide solutions to coding problems that others described.


TSI’s Internet Project: Even before Denise and I attended PartnerWorld, we had pretty much decided that our best shot at developing a successful Internet product would involve insertion orders, which is what newspapers and magazine call reservations that they receive from advertisers for ROP (display ads), inserts, polybags, or any other kind of advertising. TSI’s AdDept customers sent their reps at newspapers a schedule that listed all of the ads that they wanted to place for a specified period—usually a week. Most of them faxed this information to the papers. The rep at the paper examined the schedule. Sometimes questions required phone calls. Sometimes requests (such as designated positioning in the paper) could not be accommodated. Even after final approval the schedule was often changed by the advertiser before the ads ran, sometimes with very little advance notification.

Newspaper ads were expensive … and valuable.

Errors on both sides were not rare, and they could be quite costly. The newspaper often gave the retailer free ads to make up for the mistake. The advertiser’s loss might be much greater. In the nineties and early twenty-first century ads in newspapers were the primary vehicle for communicating with customers. Mistakes in the ads could cost the retailer thousands in sales, and they were embarrassing to the advertising department. Occasionally heads rolled.

In 2000 most retail advertisers faxed their schedules to the newspapers. If the line was not busy, the phones were rather reliable. However, what happened to the schedule after the fax machine received it? Was the printout legible? Did the rep ever get it, and, if so, what did he/she do with it. What assurance was there that the fax that the newspaper used to compose the paper was the final version?

We thought that the Internet might provide an opportunity to speed up this process and to improve its reliability. My first idea was to replace faxing with email. If the AS/400’s (free) SMTP server were installed, AdDept could compose and send to the newspaper an email that contained the schedule. Wouldn’t the newspaper rep immediately print the schedule? If so, how was this better than faxing? Doesn’t it just add another step? Besides, email is demonstrably less reliable than faxing. The worst that usually happens with faxing is that the output is blurry or even unreadable. Emails, in contrast, can be held up by any Internet Service Provider (ISP) that handles the message, and there could be dozens. So, the schedule might never make it to the rep’s inbox.

Eventually Denise and I settled on using FTP to send the schedule from the client’s AdDept system to TSI. Thereafter TSI’s AS/400 managed the whole process using a combination of BASIC programs and Net.Data macros. Details of the actual design are posted here.

After Denise and I agreed on the design, several details still needed to be settled:

  1. Who will do the coding at TSI?
  2. Who will pay for the service, the advertiser or the newspaper?
  3. How much will we charge?
  4. How will we market the product to our clients and their newspapers?
  5. How can we entice advertisers that did not use AdDept to use this method for insertion orders?
  6. Can we take advantage of the link established between TSI, the papers, and AdDept for other modules?
  7. What will the product be named?
  8. Will the project be part of TSI or a new financial entity?

The answer to #1 turned out to be Mike Wavada. I expected that I would eventually train Denise or one of the programmers so that they could at least support the existing code, but it never happened. It astounds me to report that this was a one-man coding job from day one, and no one else at TSI ever learned Net.Data. Hundreds of papers and most of the AdDept clients relied on it starting in 2002 and continuing through early 2014. Think about this: Between 2003 and 2012 I took six vacations in Europe and one cruise in the Caribbean. There were no serious incidents!

Questions 2-5 are addressed in the entry about marketing of AxN, which is posted here.

From the outset I was hoping that the nexus connecting newspapers and the retailers through TSI’s website could be used for other communications as well. The most obvious one was for the delivery of the files that contained the layouts of the ads. Nevertheless, I was reluctant to pursue this for several very good reasons. The first was that the Associated Press already had a huge head start with its very popular product called AdSEND10. There were also several other companies that offered similar services.

The other thing that gave me pause was the potential legal liability. It seemed to me that if we failed to deliver an ad correctly and/or promptly, we could easily be sued. A fundamental tenet of TSI’s operation had been to avoid any activity that might occasion a lawsuit. Throughout the first two decades of its operation, TSI had successfully avoided litigation. Also, we knew nothing about the process of sending ads electronically, and the AP already owned satellites that it used for this purpose. I also learned later that AdSEND had twelve dedicated T-1 lines, and one of TSI’s clients told me that that was not nearly enough. TSI eventually installed one T-1 line that easily handled the insertion order traffic generated by AxN.

An idea that I liked better was for the newspapers to transmit their invoices electronically through TSI’s servers to AdDept users. I even came up with a cool name for this: e-I-e-IO, which stood for electronic invoices and electronic insertion orders. My idea was to provide a program to feed the newspaper’s billing system with the information from the insertion order, and to feed the retailer’s AdDept system with the same information. I did a little research to see if one software system for billing or accounting was dominant in the newspaper industry and discovered that this was decidedly not the case. So, we would face the prospect of persuading one paper at a time, or, at best, one chain of papers at a time. Furthermore, someone else had already claimed the URL that I really wanted: eieio.com.

The name that I picked for the new product would still work if we came up with other ways for TSI to serve as a nexus between advertisers (A) and newspapers (N). It was AxN, which was pronounced “A cross N”. The A and the N were always portrayed in dark blue Times New Roman. The x was always in red Arial.

That leaves question #8. Denise was always in favor of making AxN a separate financial entity. However, we never found a way to extricate it from the rest of the business. We looked at the revenues separately, but we never even did a separate P&L for it.


1. René Conrad was TSI’s liaison with Kaufmann’s, the May Company’s division based in Pittsburgh. Both Denise and I had a very high opinion of her. When Doug Pease left TSI in 1999, we tried to hire René. Details of the AdDept installation at Kaufman’s are posted here. The unsuccessful pursuit of René is documented here.

2. Ken Owen is a friend and was a client. The latter role is explained here. By 1999 Ken’s business had drifted away from creating and placing ads for clients to software for the Internet. He gave us a little free advice, but the role for him that I envisioned did not materialize. I communicate via email with Ken every year on March 4, the holiday that we celebrate together—Exelauno Day.

3. Tom Caputo and Chris Pease were our key contacts at Lord & Taylor in Manhattan in those days. The history of the installation at L&T is recorded here.

4. I did contact the NNA, but nothing came of it. The person with whom I spoke was nice enough, but it became evident that trying to work with this organization would be extremely time-consuming and not the kind of thing that I was good at or enjoyed. Eventually I discovered that there were almost as many administrative systems for newspapers as there were newspapers. It appeared that there were no accepted standards.

5. The American Association of Advertising Agencies (AAAA—universally pronounced “four A’s”) published an annual list of software for ad agencies. For years TSI’s GrandAd system was on the list. I am not sure what I had in mind as an additional relationship. Perhaps I envisioned ad agencies that specialized in retailers might want to use AxN for insertion orders and would work with us to create an interface. Perhaps I thought that other software companies might add the interface to their products for ad agencies. Nothing like any of these things ever happened.

6. EDI is short for Electronic Data Interchange. It refers to an orderly setup that enables participant to exchange information electronically. When there are only two participants, it is usually just called an interface. “Specs”, which is short for specifications, refers to the documentation published and delivered to the participants and prospective participants.

7. I have no idea what the name of this group meant. At the time IBM was busy promoting the idea of e-business. IBM’s marketing director proclaimed at PartnerWorld that IBM “owned” the concept. So, that may explain why the e is not capitalized. I was surprised to find an article in Enterprise Systems Journal about IGNITe/400. It is posted here.

8. Bob Cancilla went back to IBM for a while and then became a consultant. His LinkedIn page is here. In 2018 he wrote about the thirtieth anniversary of the AS/400. It is posted here. The article explains some of the reasons why IBM treated the AS/400 division and its customers so shabbily almost from day one.

9. For some reason IBM repeatedly changed the name of the AS/400 to a bunch of things with the letter i appended. The operating system remained the same. Everyone at TSI, like most users, still called it the AS/400 even after the name changes.

10. In 2007 Vio Worldwide acquired “the assets” of AdSEND. The deal is described here. In 2010 Dubsat acquired Vio Worldwide. This transaction was reported here.

1994-2002 TSI: AdDept Client: Kaufmann’s

May Co. department store chain based in Pittsburgh. Continue reading

Kaufmann’s was a department-store division of the May Company. Its headquarters was in downtown Pittsburgh. It had stores throughout Pennsylvania and neighboring states. TSI was contacted in the spring of 1994 by Mary Ann Brown1, Kaufmann’s Advertising Director. I think that she probably heard of us from someone at either Hecht’s or Foley’s.

In May of 1994 Sue and I drove to Pittsburgh to meet with her. We made the trip by car primarily because we had very little money at the time. We also had scheduled a meeting in the same city with an ad agency, Blattner/Brunner Inc. That meeting and our subsequent visit to the Pittsburgh Zoo has been described here.

Our appointment at Kaufmann’s was scheduled for late in the afternoon, 5:00 as I remember it. We left Enfield fairly early in the morning. Sue, who in those days was famous for her lead foot, did most of the driving. We arrived at the outskirts of Pittsburgh about thirty minutes before the scheduled start of the meeting. At that point we encountered extremely heavy traffic. We were in unfamiliar territory, and, of course, cell phones were still a few years away. So, we arrived a few minutes late.

Mary Ann Brown.

The beginning of the meeting was rather tense. Mary Ann demanded to know why we were late and why we did not call to tell her we were going to be late. If TSI had not already developed a reputation for good work at Hecht’s and Foley’s, I think that she might have told us to reschedule or to forget about it.

Eventually she got down to business and informed us that the people in her department had developed a system for administering the department’s projects. They were satisfied with what it produced. However, they knew that it would not work in the twenty-first century, and they needed to make a decision about whether to rewrite it or replace it. I guaranteed her that AdDept would have no difficulty with the Y2K issue and explained how AdDept’s approach of a multi-user relational database worked. I do not remember meeting anyone else that day.

Sue and I stayed throughout the visit at a Holiday Inn (if my memory is accurate) a few miles north of downtown. We probably presented a demo at IBM the next day, but, if so, I don’t remember it. My recollection is that the entire event was amicable but not decisive.

René in her office.

For years Doug Pease, TSI’s sales person, stayed in frequent contact with Kaufmann’s. I think that Mary Ann must have spent the time arranging funding. My memory of the next trip to Pittsburgh centers around my meeting with René Conrad2 (female), who was the department’s Planning Manager, and John Borman3, who managed the department’s networks and its computer hardware. I don’t know if we had a signed contract yet, but by then they were definitely committed to installing AdDept. In fact the installation did not take place until May of 1998.

John Borman.

I had only limited contact with Mary Ann thereafter. I do remember that she joined René and me for lunch once, and she disclosed that she had for a very short time been (or at least had applied to be) an FBI agent. That was, to say the least, a surprising bit of news.

My first memory of René was her presentation to me of an absolutely enormous D-ring binder with a black cover. Collected therein were samples of all of the reports that they needed. She spent the rest of the day answering questions about the selection criteria and the precise definition of the contents of each column of each report. The bad news was that very few of the reports matched up closely with work that we had already done. The good news was that the design document that resulted from the meeting came closer to meeting the client’s expectation than any that we had produced or would produce later. René was our liaison at Kaufmann’s from the beginning all the way to the end, and she was a very good one.

John, René, and TSI programmer Steve Shaw in a training session in Enfield.

I did not need to spend much time with John. Once their new AS/400 was connected to their network, and I explained that the demand for bandwidth would be minimal since the system was totally text-based, he was satisfied. He took charge of getting the necessary software installed on Macs and PCs, and he connected the AS/400 to the department’s network.

I remember two experiences involving credit and debit cards on trips to Pittsburgh. In those days we kept our cash at Bank of America. The best thing about that was that if I needed cash on a trip I could almost always find a local branch with an ATM. I remember that once I used such a machine at the airport and forgot to reclaim my card when I was finished obtaining the cash. I don’t know what happened to the card after that, but nobody else ever tried to use it.

The William Penn is now an Omni hotel.

For my first couple of installation and support trips, Kaufmann’s asked me to stay at the William Penn Hotel, which was only a block or so from Kaufmann’s. I sometimes arrived in Pittsburgh late in the evening. On one of those occasions some sort of event must have been going on downtown. In the lobby of the William Penn there were unexpected lines of people waiting to check in. In those days it was possible to make a hotel reservation without providing a credit card number. Several people in line had discovered that doing so did not mean that a room would necessarily be available when they arrived. There were a lot of angry people there that evening. Fortunately, I had already heard about this problem, which had been perfectly explained by Jerry Seinfeld with regard to rental cars. You can listen to it here.

The gilded clock on the corner of Fifth Ave. and Smithfield St. is still a landmark.

I usually brought an unusually large bright-blue suitcase with me to Pittsburgh. Because I sometimes had trouble sleeping when I traveled I often include the foam rubber pillow that I found much more comfortable than the soft feather pillows that old stately hotels favored. One day after working at Kaufmann’s I was unable to find the pillow in my hotel room. Evidently the maid had confiscated it. I complained at the desk, and they eventually located it and returned to me.

It was nice having such an identifiable suitcase. On an early-morning US Airways flight on July 25, 1999, from Bradley to the Pittsburgh airport that served as a hub. I was the only passenger who checked a bag to Pittsburgh. I went to the carousel listed for my flight. No bags ever appeared. I was worried that the bag had not been removed from the plane. Here is what I wrote about the incident in my notes:

When I got into Pittsburgh, my bag was missing. I went to the baggage office. They had no record of my bag. I had seen them put it on the plane and take it off. I told her [the baggage agent] so. She went to look for it and found it. She said the tag had come off. I can’t imagine how this happened. But guess what. I didn’t get angry through any of this.

Dr. Sonnen.

While staying at at the William Penn I experienced one of the worst incidents that I ever encountered in my trips to see clients or prospects. I was suffering from the only disease that I contracted in all the years that I traveled extensively. Throughout the visit I was constantly running a low-grade fever and had a few other annoying but not debilitating symptoms. I soldiered on, and I somehow got everything accomplished that was on my list. When I returned home I went to my doctor, Victor Sonnen4. He gave me a blood test and eventually diagnosed the problem as a urinary infection. Some antibiotics knocked it out.

I did not really like staying at the William Penn. I could get to Kaufmann’s in two minutes, but this was not a great advantage from my perspective. I was always up early, and there was nowhere very close that served breakfast. I could eat in the hotel, but I have always found that hotel food was not very good and terribly overpriced. The evening meals posed a similar problem. I won’t go to a swanky place by myself. The only restaurant within walking distance that I liked was a Chinese takeout place.

In later years I stayed at a Hampton Inn in the Greentree section of town on the south side of the Ohio River. I loved the free breakfast bars at Hampton Inns, and this one sometimes served tasty snacks such as pizza or chicken wings that were good enough to serve as a supper in the evening. The only drawback was that there was nowhere that was reasonably flat to go for a jog. If you live in Pittsburgh, you must learn to like hills.

Maggie Pratt.

On two occasions I went to supper with René and her assistant, Maggie Pratt5. Since they both took the bus to work, I drove us in my rental car. They directed me to small restaurants that they knew near the University of Pittsburgh. I don’t remember the food that well, but I do remember that dining alone on the road is not a hard habit to break.

One thing that I remember clearly was that René suffered from migraine headaches. When she got one she still tried to work, but it was obvious that she was in considerable torment.

René volunteered as an usher at the Pittsburgh Opera. In the 1999-2000 season Verdi’s La Traviata was performed. In the last act the heroine, Violetta, who has been suffering from consumption (tuberculosis) dies. René did not like this part of the opera at all. It seemed to long to her: “She should just die and get it over with!” I did not dispute this assessment, but I find parts of other operas to be much more tedious.

Luxury apartments occupy most of the upper floors of Kaufmann’s flagship store now. Target is scheduled to open a store on one or two low floors. There is now a skating rink on the roof!

Kaufmann’s advertising department was on one of the top floors of the flagship store on Fifth Avenue in Pittsburgh. The most peculiar thing about it became evident when one needed to use the men’s room. One was located on the same floor as the advertising department, but the only way to reach it was to walk through the beauty salon. I did not feel at all comfortable doing that. Therefore, I took the escalator up to the top floor, the home of the bakery. This restroom was a little farther away, but I found the atmosphere much more pleasant.


Everyone at TSI worked very hard on the programming projects for Kaufmann’s. The people there were uniformly supportive, and everyone seemed pretty good at what they did. I am embarrassed to say that I don’t remember the names of any of the media managers. The name Debi Katich is in my notes from 1999. I think that she was the Direct Mail Manager, but I may be wrong.

I do not remember the name of the Senior VP (Mary Ann’s boss) at the time of the installation. As I recall, he let Mary Ann pretty much run things. I definitely do remember the name of his replacement in 1999, Jack Mullen6, who had been Doug’s boss (or maybe his boss’s boss) at G. Fox in Hartford.


Always on sale somewhere.

I also do not remember too many details of the code that we provided for them. The detail about newspaper ads that I recall most clearly is that the store’s contract with the Pittsburgh Post-Gazette provided for significant discounts if they ran several full-page ads in the same issue. It was like buying two-liter bottles of Coke or Pepsi. The first three ads might cost $X but once the fourth ad was ordered, the price on all of them changed to $Y for all four ads. This was not easy to code because individual ads could be added, deleted, or moved (to another date) at any time. Also, the size could change. Any of these events could change the rate for all the other full-page ads in the paper that day. Not only did the rates and costs for all the affected ads need to be changed, but history records were also necessary.

Kaufmann’s used AdDept for keeping track of all of its advertising. They even uploaded their broadcast buys from the SmartPlus system that they used.


In 2000 Kaufmann’s was an enthusiastic supporter of the implementation of the AxN project. Several people offered the opinion that the newspapers would never pay for subscribing to the service. Mary Ann did not agree. She said, “They’ll subscribe if we tell them to.” I visited three of Kaufmann’s largest papers to explain what we planned to do and to solicit suggestions. When I mentioned that I was meeting with the IT director at the Pittsburgh Tribune-Review, John Borman confided to me, “I want his job.”


In 2002, the Kaufmann’s stores’ Pittsburgh business headquarters closed, and its back-office operations were consolidated into those of Filene’s Department Stores in Boston. The consolidation was probably inevitable, but everyone at TSI would have greatly preferred for the new managing entity to be located in Pittsburgh.


1. In 1921 Mary Ann Brown is the Administrative Manager at her alma mater, the University of Pittsburgh. Her LinkedIn page is here. I don’t know why she left her role at Kaufmann’s off of her résumé.

René on LinkedIn.

2. René Conrad’s LinkedIn page is here. After the May Company folded the Kaufmann’s division into Filene’s in 2002 I tried to get René to work for TSI. She was interested enough to pay us a visit in East Windsor, but she turned down our offer. Instead she went to work for a theatrical company in an administrative role. We stayed in touch for a few years, but I had not heard from her for more than a decade. However, she recently sent me an email in which she confessed that she owed me a book.

3. John Borman’s LinkedIn page is here.

4. Dr. Sonnen died in 2010 at the age of 96. He was certainly in his eighties when he treated me. His obituary is posted here.

5. I am pretty sure that Maggie Pratt’s LinkedIn page is here.

6. Jack Mullen’s LinkedIn page is here.