By 1999 the office in Enfield no longer seemed suitable for TSI. We had been doing more training there than we anticipated. Fortune 500 companies had been sending employees to be trained for three or four days in a converted barn with no training room. My office, which was already also serving as the home of our AS/400s, System/36s, and their system consoles, had to be used for the training sessions, It did not give us a professional appearance.
There were many other reasons that Denise Bessette (introduced here) and I wanted to move. In the first place, since Sue Comparetto was no longer working in the building much (explained here), I felt uncomfortable being in a building owned by her father and shared with his company and Sue’s siblings, all of whom worked for the Slanetz Corporation.
I was sure that Denise would be happy to move into an office that she designed rather than the one that she had shared with Sue. Sue was hardly ever there, but many of her bags, boxes, and piles of her junk were still in evidence.
Big junk …
Behind the office building was a lot that was the home of (literally) tons of discarded equipment and machinery, including a fire truck, a blue school bus, a rusty tractor from before World War II, innumerable tires, and at least twenty fire hydrants. These all belonged to some iteration of the Slanetz Corporation. Personally I did not care if they wanted to have a junkyard there, but as the proprietor of the business, I had to think about what our clients thought. If we ever needed to bring someone really important to the office, we would certainly be embarrassed.
… junk of all shapes and sizes.
My workspace in Enfield when I had only a “dumb” terminal. The photo on the wall depicts my nieces Cadie and Kelly. The stacked trays held materials for each client. The accordion files on the left contained program listings. The shoes are Stan Smith models.
One important person whom we wanted to contact quickly was someone to manage our marketing. Doug Pease (introduced here) had done an outstanding job working out of what was supposed to be a closet, but we could not expects someone who could acquire contracts with billion dollar corporations to do so.
We also needed to rewire our office to allow easy access to the servers from PCs and to use the Internet. Denise took charge of all of this, and she preferred to do it from scratch rather than to retrofit the scheme onto what we had.
Another neglected priority was the furniture. We had a mishmash of second-hand pieces that we had accumulated over two decades. In general we wanted a more functional and more modern working environment. Jamie Lisella (introduced here), who was doing the administrative and bookkeeping functions, needed a better setup. We also wanted to move Sandy Sant’Angelo (introduced here), who dealt with support calls from clients, an area in which her voice, which really carried, did not disturb the programmers.
A limiting factor was the fact that Denise lived in Stafford, which was already a twenty-minute drive. Most of the available office space would be towards Hartford and therefore farther for her. She was amenable to increasing her commute a little, but she did not relish the prospect of a two-hour round trip.
Kohl’s is the big white building in the upper left. The space that we looked at was the other white building labeled “Blush Med Spa:.
Jamie did most of the research into places looking for tenants. I remember that she found a place in a medical building near Kohl’s. Denise and I went to look at the space, which was on the second floor of a building that had mostly medical tenants. I thought that it was OK, but Denise did not like the fact that it was so close to a shopping center where people might be hanging around in the evening. She sometimes worked by herself and did not leave until it was dark.
A place on Hazard Ave. would have been very convenient, but the only space that was available was disqualified for some reason. I never saw the interior of the place. I think that a chiropractor moved in.
My lobbying to move the operation to North Hollywood, CA, (explained here) was dismissed by the other participants in the search.
The door to 7B was on the far right.
I am sure that Jamie located the site in East Windsor. I remember her saying, “I think that I have found TSI’s new home.” It was in Pasco Commons, a group of buildings that were designed to be homes, offices, or both. Building #71 was owned by Rene (RAY nee) Dupuis, the owner and operator of Tours of Distinction2, a travel agency that specialized in arranging bus tours in New England.
TofD took up the bottom floor, Suite A. Rene wanted to rent TSI the second floor, Suite B. We would be able to add or remove interior walls and shape it the way that we wanted it. There was also a unit in the basement, which he rented as Suite C once or twice.
The red balloon indicates Pasco Drive. Building #7 was a little bit east of the balloon. The river is on the left. The yellow road labeled “S. Main St.” is Route 5.
The location was East Windsor just off of Route 5, a major US highway, and less than a quarter mile from the Connecticut River. The location was quite good. Building 7 had its own parking lot with five or six slots on each side. Two doors opened onto the parking lot, one from Suite A and one from the stairs to Suite B. The rent was not much more than we paid Sue’s father. If the traffic was light I could reach the office in fifteen minutes—my record was twelve.
Preparations: I found some graph paper that we could use to plan where all of the walls and doors would be. We put a conference room, the area for Sandy and the administrative person and the sales office on the south side. The programmers and office equipment were in the middle, and offices for Denise and me were on the north side. The east side had the server room, the kitchen, and the bathrooms. The server room was supposed to be big enough to hold our supplies, too, but somehow we lost a couple of feet of space. Fortunately, Rene allowed us to make a last minute change to wall off an area for supplies and storage.
Denise made most of the arrangements for the transition. The furniture was mostly new, or at least new to us. We got a nice table for the conference room with comfortable chairs and a beautiful bookcase that I claimed when we closed down in 2014. We ordered five phone numbers. The last four digits were 0700-0704, which was convenient. In the entire history of the company no employees—not even Denise and I—ever had personal phone numbers or extensions. I have always thought that that was smart for a company of our size.
The part of the old building used by the Slanetz Corporation had a kitchen, and they let our employees use the small refrigerator. The new kitchen also had a small refrigerator, a microwave, and a table. It also contained a sink, counter, and cabinets, but no stove.
My office in Enfield. My big red mug is visible in front of the window with a photo of W.C. Fields and a Realistic radio from RadioShack. Later I purchased Bose radio to replace it. The big red mug was lost when I left it on the roof of my car one evening.
The big move: We did not take occupancy of 7B immediately. The furniture and the new separation panels arrived at separate times. I must have been involved to some extent in the assembly and placement, but I have no distinct memories. I am pretty sure that I brought the computers from Enfield over the weekend in my car. I probably needed some help with the AS/400.
After all the furniture had been received and the equipment collected we moved in and shortly thereafter we had an open house party. I don’t remember everyone who came, but I do recall that Denise’s mother and at least one of her sisters were there.
Someone brought us two nice plants in large pots. Both of them survived our entire stay of more than fourteen years in East Windsor. By 2014 they were both gigantic. I sold them to someone who probably dumped them somewhere and kept or sold the pots.
La Notte had a huge parking lot.
Life in East Windsor: Before Pasco Commons existed, Jonathan Pasco’s restaurant was an institution on Route 5. TSI had a couple of outings there, and we occasionally entertained clients or others we were trying to impress. I think that we also went to La Notte, an excellent Italian restaurant in the middle of a nearby industrial park.
On many evenings and weekends I went for runs on the roads around that industrial park and the adjoining Thompson Road. I often did as much as ten miles. I sometimes left my water bottle at the Thompson Road entrance. Once I was approaching that spot having completed my first loop. A police car was surveilling the bottle from across the street. When I approached it the officers accosted me and asked what the “device” was. I told them that it was my water bottle. They asked me to take a drink, and I did. This occurred shortly after 9/11, when half of America was paranoid about terrorist attacks.
On one of my runs I aw a very large snapping turtle on grass besidee Thompson Road. Inside the industrial park I often saw wild turkeys and once spotted a bobcat. I also once observed two hawks “doing it” on the ground.
I usually arrived at work before 6:00 in the morning. I worked for an hour or two and then took a nap on a mattress from a portable cot that Sue had bought for camping and only used once. On a couple of occasions someone was surprised to find me asleep on the floor of the server room.
Every few days I would go to Geissler’s grocery to buy Red Delicious apples and diet cola in two-liter bottles. On one of those occasions I ran my Celica into the side of a Lincoln. I was driving on the exit lane on the right in the photo. The Lincoln was traversing the lane in the foreground.In my hundreds of trips to Geissler’s I had never seen a car using that lane.
The policeman investigating the accident did not give me a ticket. He said that the East Windsor police were called for accidents there every week. Eventually they reconfigured the parking lot to prevent the kind of accident that I was involved in.
Every day I brought my lunch from home or bought a sandwich or salad at Geissler’s. If the weather was good, I generally ate at a picnic table in a small park by the river. I almost always took a nap after lunch, either in my car or in the park on my notorious mattress.
One of the biggest events in the history of East Windsor occurred while we were tenants there. Walmart opened a Super Center a mile or so north of TSI’s headquarters. The first time that I went there I wondered how they had found so many people who looked like they were from Appalachia.
178 N. Maple: TSI left behind some furniture in the Enfield office. Sue continued to go there on occasion. At one point she obtained a great deal of fabric from someone that she knew. She tried to run a small business selling the fabric for a while.
The Slanetz Corporation made an effort to rent out the space at least once, but as of 2023 it is not in use.
1. When I researched this in 2023, I was surprised to discover that Building #7 was for sale as a “new listing”. All of the interior photos are of 7A, and the one exterior photo shows only the door to 7A. It was weird. It was obvious that something (the other door) had been excluded. I found the photo at right at this website.
2. Tours of Distinction has moved to Simsbury. Its website can be viewed here. When I looked there I could find no information about who owned or operated the agency.
A tragic tale of two millionaire wannabes: the Saudi terrorist, the cowboy president, and what they wrought. Continue reading →
I wrote this entry on September 11, 2001, the twentieth anniversary of the famous terrorist incident. 9/11/01 was a Tuesday. We had a full house at TSI’s office in East Windsor—Sandy Sant’Angelo, Nadine Holmes, Harry Burt, Brian Rolllet, Denise Bessette, and myself. Sandy either was either listening to a radio, or she was surfing the Internet. She told the rest of us. I cannot remember whether everyone stopped working or not.
I was not even a little surprised that something like this had happened. I had followed developments in the Middle East since I debated and gave extemporaneous speeches about foreign policy when I was in high school. Also, there had already been some close calls. In 1993 a member of a group called Al-Qaeda, Ramzi Yusef, had set off a very destructive bomb in a basement parking lot of the World Trade Center.
A country can’t just take another country’s land and colonize it little by little.
For a long time Arabs who were not lucky enough to control oil deposits had been treated very shabbily by the West. The big issue, of course, was the fact that after World War II the Palestinians had been summarily evicted from the land in which they had resided for decades and replaced by Jewish refugees from the Pale and from western countries. At the same time Israel had been assisted by the United States in developing a very strong army with an impressive arsenal that included nuclear weapons and the means to deliver them.
Little by little the Israeli government had limited the rights of non-Jews and, after the Six-Day War in 1967, had authorized hundreds of thousands of settlers to seize property on the West Bank previously owned by the Palestinians. Another factor was the fact that one of Islam’s holiest places had also been seized during the war and access to it was subsequently controlled by the Israelis. On several occasions a peace negotiations between the two sides had been attempted, but nothing much ever happened.
For more than fifty years any attempt to address these issues in the United Nations was thwarted by the U.S. So, it was no surprise to me that a very large number of people in the Middle East felt great animosity toward America.
BDL was my starting and ending point.
In 2001 and the previous few years I had been traveling all over the country1, almost always by airplane (anecdotes recounted here). I was lucky that most major airlines scheduled flights at the local airport, Bradley International, but almost all my itineraries required a layover at a hub. So, I was quite familiar with the security arrangements at airports around the country. At most airports security was run by the airlines themselves or by contractors that they hired. The marketplace for air travel was intensely competitive. The primary objective for the airlines was to make the experience enjoyable.They emphasized how pleasant flying on their planes was. Security was seldom mentioned.
The gates at KCI were walled in, but the walls were only about ten feet high. I envisioned a graceful sky hook.
In the hours that I spent sitting in airports I sometimes tried to imagine ways for getting weapons onto airplanes. The type of security varied greatly from airport to airport, but I thought that a determined person could easily have figured out a way to get a gun on an airplane. In some airports, such as Kansas City’s, it would have been laughably easy.
So, when I heard on 9/11 that a group of people had skyjacked some planes, I assumed that that they had smuggled guns aboard. In fact, however, they did not need guns. Their only weapons were box-cutters, mace, and imaginary bombs. They were able to commandeer the planes because in those days the door to the cockpit was generally open. Flight attendants went in and out all the time. It was also not rare for the captain to meander into the passenger area and chat with people. Kids were sometimes invited to visit the cockpit. The airlines encouraged this rapport between the crew and the customers.
Four box cutters!
On 9/11 nineteen men divided into four teams. Two teams went to Logan International Airport in Boston, and one each to Newark International and Dulles in Virginia. Each group intended to board a flight,and when it had reached cruising altitude, and take control of the passenger area and then the cockpit. The one member of each group who had some training as a pilot would then fly his plane to a designated targets and crash int it. The four events were designed to occur simultaneously or nearly so.
Fifteen of the men were Saudis, one was Egyptian, two were from the United Arab Emirates, and one was Lebanese. Four had some training as pilots. The others were simply there as “muscle” to keep the passengers and crew under control. The oldest was the Egyptian, Mohamed Atta, who was thirty-three. All the rest were in their twenties.
Two morning flights each were selected on American Airlines and United Airlines. Three of the attempts were successful. At that time the standard procedure in dealing with a hijacker was to accede to the demands. In this case the demands were simply for the crew to get out of the way and for the passengers to remain in their assigned seats.
The passengers on United Flight #93 revolted. What happened after that is unclear, but the plane crashed in Pennsylvania.
The event was merely a murderous stunt, not an attempted coup. Al-Qaeda claimed credit for the attack, and intelligence briefings had actually predicted something like what had occurred. Most of the 2,997 casualties were associated with the attacks on the Twin Towers of the World Trade Center.
My representative, Nancy Johnson, immediately declared that “9/11 changed everything.” Most people probably agreed with her, but to me the only thing that 9/11 changed was to remove the blinders concerning airport security. The other potential lesson, that U.S. foreign policy was bitterly hated by a large swath of the world’s population, was not learned. In fact, anyone who acknowledged it was reviled. Instead, the clarion call was “United we stand!” Criticism was not tolerated.
The Bush administration’s reaction was very strange in one way. The entire country’s airspace was essentially closed to commercial traffic for several days. That was probably prudent. However, during this period the government allowed the evacuation from the U.S. of 140 or more Saudi nationals despite confirmed intelligence that the vast majority of the of the perpetrators were Saudis. The funding also mostly came from other Saudis.
The attack was described by everyone as a terrorist act, which, of course, it was. Colin Powell said that we were “fighting a war against terrorists of global reach.” He therefore excluded Hamas, Hezbollah, and domestic terrorists. Almost immediately, however, the “of global reach” limitation was dropped, and anyone who in any way supported terrorism (except for the right-wing American version) was added to the list of enemies. Later the president the target as evil itself, as embodied in the “Axis of Evil’: Iraq, Iran, and North Korea. Bush even used the word “Crusade” to describe the new Bush Doctrine of boundless preemptive military actions. No word was more offensive to Muslims.
To his credit, W. stopped short of offering indulgences to everyone who fought in this war on terror.
The testosterone-laden approach was very popular. Support for the president jumped to an astounding 90 percent. Nobody asked me.
Paul Wolfowitz and the Neo-Cons demanded blood.
This is indisputable; None of these countries had in any way participated in the attacks. Iraq’s biggest crime was probably the $25,000 that Saddam Hussein had been paying families of Palestinian suicide bombers. There was something personal, too. Iraq had allegedly been behind an assassination attempt on W.’s father in Kuwait. Iran was allied with Hezbollah. The Israeli lobby and the Neo-Cons who advised Bush pressed for aggressive action against both.
Nobody in North Korea ever crossed any borders. Who knows what the justification was for including them in this unholy crusade? It has been reported that President Bush informed Bob Woodward that he loathed Kim Jong Il.
So, who was a terrorist? Terrorism is a tactic, not a country or organization. Terrorists didn’t wear uniforms or work on behalf of governments. Some didn’t work for anyone. Their common traits were strict secrecy and lack of access to advanced weapons.
So, how do you identify them before they commit a heinous act? The answer was simple: “Don’t worry. We know some of them3, and we have ways of finding the rest. Trust us.”
Noun: exaggerated pride or self-confidence.
Meanwhile, the first stage was to attack the Taliban, a band of religious fanatics who ran Afghanistan and gave refuge to Osama Bin Laden, the leader of Al-Qaeda. After a few weeks of heavy bombing the Taliban offered to hand Bin Laden over, but the Bush people were unwilling to negotiate. They expected a quick unconditional surrender, which, of course, never happened. If you look up “hubris” in the dictionary, you might see a picture of Donald Rumsfeld and Dick Cheney.
No more crusades, please.
In 2003 the U.S. attacked Iraq. The administration had made a comical attempt to gather allies for the vengeful invasion of the country that was the most secular of any in the Muslim world. An attempt was even made to convince the United Nations to back the attack.That was thwarted by Pope (Saint) John Paul II. My dad was very upset by the fact the country that he loved and for which he had fought in World War II, would commit such an act of naked and illegal aggression.5
I remember watching a video recording of Colin Powell’s presentation to the U.N. I had read a transcript and had been somewhat impressed. However, when I saw the video I realized that what I had assumed were photos presented in evidence were actually drawings. He was trying to sell an unprovoked invasion based on an artist’s conception of what the Iraqis might have been doing. These were just cartoons! Although many Americans swooned, the rest of the world was unimpressed.
Most of the American public bought all or at least most of the lies. I knew from reading Juan Coles’ blog, Informed Comment, that the case presented was full of holes.
The administration was not impeded by this snub. Condoleezza Rice and others appeared on radio and television programs to promulgate a new catchphrase. Even if Iraq did not currently harbor terrorists, it certainly had “weapons of mass destruction” and if the country ever did start welcoming terrorists, we did not “want the smoking gun to be a mushroom cloud.”
In point of fact, no one (except perhaps Cheney in his yellowcake fantasy) thought that Iraq had nuclear weapons. Some people just assumed that Saddam Hussein had been lying when he declared that his government had destroyed all of Iraq’s chemical weapons. The WMD justification was totally bogus.
No one except Harry Shearer seemed to notice that the one Islamic country that definitely possessed weapons of mass destruction and definitely had harbored terrorists, Pakistan, was never mentioned in this propaganda blitz.
There is no doubt whatever that the Republicans (joined by a few turncoats like my senator, Joe Lieberman) knew exactly what they were doing. Bush informed a stunned Tony Blair on September 14, 2001, that they planned to attack Iraq.
What really made me see red was the indefinite imprisonment of foreigners on the military base in Guantánamo Bay for the sole purpose of circumventing the American system of justice. Some were never even charged with a crime.
The interrogators even tortured civilians—some captured by very sketchy foreigners—to force them to provide evidence of Iraqi misdeeds. Even worse was the disgraceful use of “extraordinary rendition” to send captured individuals to countries with less rigorous legal systems in order to extract information from them—whether or not it was true. This was perhaps the most disgraceful period in U.S. history that I have witnessed. In my opinion all of the participants should have been tried for war crimes. I cannot imagine what their defense would have been.
Richard Reid’s shoes.
The reaction to 9/11 that affected my lifestyle the most was the creation of the Homeland Security Department and, especially, its Transportation Security Administration (TSA). Security at airports and on airplanes definitely needed improvement. Armed passengers needed to be prevented from boarding airplanes. If someone with a weapon somehow got aboard, they must be prevented from gaining access to the cockpit.
However, one does not use a double-barreled shotgun when threatened by a mosquito. The new security procedures were a grotesque overreaction. For example, solely because one incompetent idiot named Richard Reid once tried to light his sneakers on fire on an airplane, every adult was required to remove both shoes before boarding an airplane! The TSA transformed air travel from a boring expediency into an outrageously annoying exercise in frustration. I ended every trip in a very foul mood.
European countries had already implemented a much more reasonable and equally effective program. We should have sought counsel from them as to how they had successfully dealt with a very active terrorist group, the Red Brigades. The Bushies were too busy making and selling their plans to ask anyone for advice.
The most sensible moves that the administration undertook were to require the crew in the cockpit to stay there and to require the door to the cockpit to be locked. Thank goodness the government did not accede to the demands from some gung-ho pilots to carry sidearms.
The most frightening experience that I ever had in an airport or an airplane was in the Intercontinental Airport in Houston shortly after 9/11. Some genius had decided that it would be cool to have soldiers with automatic weapons in U.S. airports. I saw in the Houston airport a young guy in U.S. Army camos4 eating his supper alone at a restaurant. His M16 was leaning against the back of his chair.
The M16 was a weapon that I (and thousands of others) knew very well. I could consistently hit a human-sized target with one at distances up to three hundred meters. I could take one apart and reassemble it. Most importantly, I knew the location of the little lever that activated the fully automatic mode. As I watched the young man eat his burger, I suddenly realized that I was carrying a potential weapon—my laptop in its very sturdy metal case—with which I could easily disable this soldier, thereby enabling me to seize his rifle. I wondered how many other travelers there had similar thoughts.
Anyway, the U.S. forces quickly brushed aside the Iraqi troops. Our draft-dodging president got to land a jet on an aircraft carrier where a huge “MISSION ACCOMPLISHED” banner was displayed.
We tried to install a Hartford Native, Paul Bremer, as imperial governor. That did not go over too well. The fighting continued in whack-a-mole fashion at a reduced level. Then the situation deteriorated. We dropped a lot of bombs, and hired a lot of mercenaries. When things began to look really bad again our military presence in Iraq even “surged” just before the 2004 election in America. Some called it “the splurge” because a whole lot of money was spent assuring the support of local power brokers. This tactic was effective, but the loyalty only lasted as long as the payments kept coming.
After the first election, Iraqi men and women showed their purple fingers to cameramen.
The U.S. eventually imposed on the Iraqis an Italian-style parliamentary democracy. We may have expected the Iraqis to form parties that resembled liberals and conservatives, but, in fact, Saddam Hussein had probably been the most liberal leader in the Muslim world. He tolerated all religions, but the new parties were formed primarily along religious lines, and, guess what, the most popular party was the Shiite faction that was friendliest to Iran, a card-carrying member of the Axis of Evil. The main thing that all parties agreed upon was that all Americans and practitioners of non-Muslim religions—including the rather vibrant Christian communities—were not welcome in democratic Iraq.
Eventually, we did go, in a manner of speaking. But what a cost this adventure exacted—hundreds of thousands of lives lost, millions of lives of innocent Iraqis disrupted, trillions of dollars wasted, and a treasure trove of international good will squandered.
Then the Islamic State (or ISIS or ISIL) developed, and we allied with Iran, of all people. Then we had to fight them in Syria, too, and …
I don’t want to write any more about this. I am not an expert on the Middle East, but Juan Cole is.
I have been following Juan Cole’s blog, Informed Comment since it began in 2002. You can find it at juancole.com. Cole was (and still is in 2021) a professor in the history department at my Alma Mater, the University of Michigan. His writings presented an impartial and very well researched description of affairs in the Middle East and other countries dominated by Muslims. He had lived for a period in the area and he could read and understand Arabic and a few other languages used in that area.
I have read his blog every morning no matter where I was since he started posting it in 2002.
Professor Cole wrote a long article in 2006 for Foreign Policy magazine explaining the politics of the situation. Although he was pilloried by jingoistic Americans and Zionists at the time, he has proven right about nearly everything. The article was republished on his website on September 10, 2021. You can read it here.
1. In those years I spent considerable amounts of time in airports in all of the following states: Alabama, California, Colorado, Connecticut, DC, Florida, Georgia, Hawaii, Illinois, Iowa, Maine, Maryland, Massachusetts, Michigan, Minnesota, Mississippi, Missouri, New Jersey, Ohio, Oregon, Pennsylvania, Tennessee, Utah, Washington, and Wisconsin.
2. Nancy Johnson served in Congress for twenty-four years. She was defeated by twelve percentage points in 2006 by Democrat Chris Murphy despite outspending him by a large margin. Since then she has worked as a lobbyist.
3. To help identify the “bad guys”, a deck of cards was created. Saddam was the ace of spades. During this period rumors abounded about potential terrorists who looked like ordinary God-fearing law-abiding citizens. However, on notification by someone (George Soros?) they and the other members of their “sleeper cell” were ready to spring into action to attack a predetermined target.
Some patriots took the “better safe than sorry” approach. On September 15, 2001, Frank Roque murdered a Sikh man and fired on a Lebanese man and an Afghan family in Arizona.
4. My dad asserted at the time that it was the first unprovoked attack by the U.S. This was clearly false, but I never challenged it.
5. Don’t get me started on the current custom of military personnel wearing camouflaged fatigues for day-to-day activities in the U.S.
May Co. department stores based in North Hollywood, CA. Continue reading →
Robinsons-May was a chain of departments stores owned by the May Company. Its headquarters was in North Hollywood, CA. Most of its stores were in southern California, but eventually the advertising department in NoHo bought space and time for stores with various logos throughout the western states.
Rob-May’s headquarters was in the upper floors of this department store. It had the largest parking lot I had ever seen for one store, much more than needed.
TSI never pitched the AdDept system to the store’s advertising department. In 1996 the May Company decided to install AdDept in the department store divisions that were not already using it—Robinsons-May, Meier & Frank, Kaufmann’s, and Filene’s.These installations were quite different from the other systems that TSI had installed at May Co. divisions. They began with three days of rather intense sessions in TSI’s office in Enfield while the hardware was on order from IBM. We were teaching them about the system design of AdDept, and they were informing us about their policies and expectations for the system.
I later learned that the Northridge earthquake of 1994 had demolished the rest of the 25-acre Laurel Plaza, but Rob-May’s headquarters survived.
Previous May Co. installations had begun with a site visit in which I had learned about each department’s business procedures and priorities. TSI then presented a formal proposal for the base system and any custom code that I thought was needed. Only after the system had been delivered and installed did we provide training, and it always took place at the company’s location.
At some point in 1998 a group of people from Rob-May visited TSI’s office for orientation and training. Those sessions were also attended by people who would be involved with the installation at Meier & Frank (described here). Robert Myers, with whom we worked in the AdDept installation in the advertising department of the Foley’s division (described here), also was there to provide the perspective of a user of the system.
I found several photos that I snapped on the occasion of their visit as well as a dozen or so that I took in California. I also found text files containing notes from 1999-2003 that helped me remember some of the details of the installation and other happenings in my trips to southern California.
Rob-May’s training visit at TSI: The training sessions were held in what was ordinarily my office. All of my stuff was moved out. Everyone sat around tables, one of which I ordinarily used for a desk. Training booklets were provided for everyone. The photo to the lett was of one of the first sessions, in which Sandy Sant’Angelo (pink shirt on the right) showed the visitors how to sign on to the AS/400 and how the AdDept screens basically worked. Yes, we were still using “green screens”. We occasionally fielded complaints about them, but seldom from the people who actually used them.
The photo on the right was taken after one of the training days in Enfield. On the last evening we all went to the Mill on the River restaurant, but I think that this photo might have been taken at a different place.
Robert Myers was seated next to me. In the photo he is on the far right. The other two people on his side of the table were Rusty Hansen1, the Planning Manager in the Rob-May advertising department and Beverly Curtis-Frethy2, the Controller. Across from Rusty was Doug Pease, TSI’s VP of Marketing. I don’t recall the name of the fellow across from Beverly. He might have been in charge of the department’s network. The other three people in the photo were from M&F.
Rusty Hansen was our primary liaison with Rob-May in the critical first few years.
The installation trip: The first of many enjoyable trips to Rob-May occurred a few weeks after the training session in Enfield. Doug and I flew to Los Angeles. from Hartford. We probably changed planes in Chicago. In those days I liked to fly on American Airlines because I could get frequent flyer miles both from the airline and from Avis for rental cars.
On those early trips I usually stayed at the Beverly Garland Holiday Inn3 in the Studio City neighborhood of North Hollywood, but I am pretty certain that Doug and I were advised to stay at the Sheraton in Studio City on the first trip to set up the AdDept system. I found a photo that I took of its entrnce
Robert was also present for at least part of this to provide another user’s perspective and to assist where he could. .
Rob-May treated us to meals with key employees more than once on that first trip and at least once on every subsequent trip. The smiling guy on the right across from Beverly (red coat) was Mario, the Direct Mail Manager. His last name was nowhere in my notes.
The main purpose of the visit was to install the AdDept software in the AS/400 that IBM had delivered. I did all of that myself. The secondary purpose was to make sure that a regimen had been set up whereby the tables that the system needed—newspapers and other vendors, selling departments, the organizational structure for the merchandise, employees, etc. I also needed to show Rusty how to set up user profiles both for the AS/400 and for AdDept and how to deal with the printers and errors reported by the system. Finally Doug and I needed to talk to the managers of the various areas of the advertising department to try to discover special needs and any procedures that were unique to Rob-May. For example, invoices from the Los Angeles Times were recorded in a general ledger account that was different from the one used for all of the other newspapers.
Beverly, Karen, and Robert at Karen’s favorite restaurant in Beverly Hills. Where was Doug?
Finally, and perhaps, most importantly, we got to meet Karen Jones, the Advertising Director. She provided us with insight as to the department’s highest priorities. Karen and I hit it off very well right from the start. She was (unduly) impressed by an analogy that I made: “Memory is to disk as electricity is to magnetism. If you lose power, the system loses what is in memory but retains what is stored magnetically on the disk.”
In retrospect this does not seem like a great pickup line to me, but she definitely became enamored of me and treated me royally whenever I visited Rob-May. I once casually mentioned to some employees at Rob-May that “Karen Jones loves me.” Everyone agreed. I did not think that we made good headway in the first year or two, but Karen always seemed to think that I could do anything.
Sonia.
My goal from the first trip was for the software for one of the media (newspaper, direct mail, or broadcast) produce something useful. It was very important that the system not be regarded as on that they fed a lot of information but got little in return.
As I usually did, I concentrated on printing a schedule for their newspaper advertising and the faxing to some papers of a set of insertion orders. To that end I worked closely with Sonia Ban. I think that there was still work needed on the schedule when I left, but we did manage to send some faxed insertion orders to newspapers, and they were impressed by that.
My home for the week.
View from the courtyard of the BG Hotel.
The new system: For various reasons the people in the IT Department of the May Co. decided that Rob-May’s system should be upgraded in 1999. The original system had been purchased from and installed by IBM. The new system was a model 270, and it was purchased from Savoir Technology Group, a company that was authorized to sell IBM midrange systems. I flew out to Robinsons-May to complete the process by installing the AdDept software on the 270 and migrating the data.
I still have the notes that I sent back to TSI about this trip. At the time American Airlines had a direct flight from Bradley International to LAX. I flew out on a Sunday morning and arrived early enough (gaining three hours) that I could pick up my rental car at Avis, drive to Malibu, the home of my icon, Jim Rockford, and spend some time at the beach.
I went to Topanga State Beach, which is in Malibu. It was pretty nice but cool. I don’t think that it even reached 80 degrees today, and there was a fairly strong breeze from the north. I made a little camp. I lay on my beach towel, listened to my CD’s, finished my Ethan Coen book4, and watched the surfers and the rest of the California scenery. I took a long walk all the way up and down the beach. I got a lot of sun. I think I am as dark now as my last day in Hawaii5. If I had stayed any longer, I would have been sunburned.
I think this was the first time since Hawaii that I have just goofed off during the day for more than an hour.
Incidentally, Malibu is where Jim Rockford parked his trailer on the beach. The Rockford Files is by far my favorite TV show ever. I looked for the trailer, but I didn’t find it6.
Valley Village Park is the green area in the middle. NoHo West is the new name of Laurel Plaza. I usually drove on the 101. The exit went right into Rob-May’s parking lot.
What I discovered on Monday did not meet my expectations. I had started the day at dawn by driving my rental car from the Beverly Garland Hotel to the park that was halfway to Rob-May to get my five mile run in. Then I returned to the hotel, showered, got dressed, ate breakfast, and drove to Rob-May. The following excerpt provides a glimpse into what it was like to be a cowboy coder at the turn of the century.
I expected the system to be set up and the TCP/IP connection established. I figured that I would install AdDept and BASIC. I would also migrate the user profiles and the data libraries from the old box. Instead, I found that the system was still in the box. I had to set it up using the instructions in the box. This went OK. However, when I got to the point at which I had to do a system save, it balked and said that QGPL and QUSRSYS were not installed. I had Rusty look through his boxes to see if he had system software. He did. I spent many hours installing the operating system and PTF’s. I kicked off the system save just before I left.
I don’t suppose there is any great harm. Everyone will have to use the old system tomorrow. Their connectivity consultant is coming in tomorrow. I hope he will be able to tell me how to do the TCP/IP connection.
Keep in mind that I was not (and am not) an engineer. Far from it. I am not good at this type of thing. I am good at designing systems and writing code. Things were still FUBB on Wednesday evening, when I wrote the following.
The problems we had here were cabling. They decided to run the new system on Ethernet rather than Token Ring, which meant that they had to change the hub into which they were plugged. The IT guy had no empty sockets. He unplugged something he thought was unimportant. It brought down the e-mail system. Before he found this out he was out putting out a fire somewhere else. People had a hard time chasing him down.
I don’t know if I got blamed by anyone for the company’s lack of email that day, but it would not surprise me. The dispatch I sent on Friday at least contained some good news.
Yesterday went much better. Their new system is now almost completely functional. I still spent most of the time putting out small fires. I ran CMPPFM last night for every member of QBASSRC to see if I can find any more changes that the black box was missing. Robinson’s new system is incredibly fast. Reports that took over half an hour run in one minute.
I figured out how to copy the system directory entries over to the new box. I had to copy a bunch of files from QUSRSYS that start with QAOKP.
I copied ADDEPT, QGPL, and QUSRSYS from the old machine to the new one and named them ADDEPTOLD, OLDQGPL, and OLDQUSRSYS. Last night I ran the source comparison program on QBASSRC in ADDEPT. I printed out the differences and was surprised at how many there were. I then realized that the old box was a week ahead of the 150 at TSI. I thought for sure that I checked this. I created a change library but there was no time to install it. I will have to do it after hours. This cut down on the number of differences, but there is still be a pretty good number. There must be a flaw in my updating routine.
By Thursday evening Rob-May had successfully used the system for one full day. I left fairly confident that the people in TSI’s office could deal with any remaining glitches. However, one of the last notes that I sent back to the office was prescient.
These guys need a lot of training. Most of them do not know what an error is and what to do about it. Rusty just kind of lets them go on their own, even the ones that he works with.
I flew back on Friday. It was an excruciating experience. Seven and a half hours after I left the hotel I was still in LAX! I wrote the following when we had finally boarded.
LAX, which is my least favorite airport in the country, was playing some kind of shrieking sound over the intercom the last 20 minutes that we were there. I was afraid I would miss an announcement, so I had put my CD player and headphones away. A couple to my left has not one but two babies. They paid for two tickets, but were using two rows! After they made us get off7, the situation became so ridiculous that I took it easier. This lasted until about ten minutes ago when the stewardess whacked my elbow, which was not sticking out at all. At the time it was about 40 degrees in the cabin. After takeoff it went up to about 90. Now it is dropping again.
The new team: The turn of the century brought a lot of changeover among the employees at Rob-May with whom TSI dealt. My notes said that when I came to install the new box, Karen Elmo had been replaced by Heidi Houghton. I have a vague recollection of Karen Elmo, but none of Heidi. The notes also report that I worked with the Co-op Coordinator, Doyle O’Dell, who asked for a report of committed co-op v. actual. I was able to show report #DM594 to him. I took a photo of him; he evidently was happy with the report.
Mary Ng at Rob-May.
The biggest changes happened in 2000. Rusty Hansen was replaced by Mary Ng8, and Beverly Curtis Fethy’s replacement was Steve Ornee9. Mary was the new liaison with TSI, and we worked closely together for several years. Chad Sesser’s title was Newspaper Analyst. He reported to Karen Jones.
The notes that I have from the three-day trip in October of 2000 show that Mary was very direct about what she wanted from AdDept.
Direct mail was on the menu for lunch in the Rob-May cafeteria with (I think) Kyle Levine11, Mary, and Dan Rothbauer12, the Direct Mail Manager.
Mary said that their objectives are to do all of direct mail on AdDept, to pay all invoices on AdDept and to upload them to CAPS10, to use AdDept for closing, and to use AdDept for planning. This was way too much to cover in three days. Even with three days I was barely able to gather enough information to put together a game plan.
They wanted to know which division they should visit if they wanted to see how to use AdDept for direct mail. I recommended Kaufmann’s. Lord & Taylor uses AdDept extensively for direct mail, but they do not use our cost accounting for closing of direct mail.
Chad is on the left. I don’t remember the fellow with whom he was talking.
I also spent quite a bit of time with Chad Sesser. He told us that he had already downloaded sales from the mainframe at least once. He did not remember how he had done it, but he knew the name of the person in their Information Services department who had helped him.
On the last evening Karen Jones again sprang for supper at the restaurant in Beverly Hills. I might have gotten lost crossing the hills; I distinctly remember that I did on one occasion.
At the restaurant I noticed a blonde woman who was much more buxom than Ellie Mae Clampett. She was sitting with some other people a few tables away from the group from Rob-May. The most astounding thing to me was that for all of the time that we were there—which must have been at least ninety minutes—she was talking on her cellphone while paying scant attention to anyone at her table.
I should mention that I did not have a cellphone in 2003, and the people who talked on them loudly in airports bothered me a lot. I could not imagine anyone answering a phone in a restaurant, much less talking for an extended period. It seemed unimaginably rude to me, but I realized that I was partaking of a totally different culture in Milburn Drysdale’s town.
The projects: TSI did quite a bit of custom coding for Robinsons-May. We also helped them to integrate the data from M&F when the responsibility for managing the stores previously in that division was transferred to North Hollywood. Fortunately, their 270 was easily up to this task. I did not need to travel to California to install another upgrade.
Rob-May had two types of ads that I had never heard of: TMC’s and PWP’s. TMC stands for “total market coverage”. On certain days of the week or on special occasions some newspapers delivered a greatly reduced version of their paper to all households in an area that did not subscribe to the paper. If the same ad (ROP or insert) was run in the regular edition and this reduced edition, it had a higher rate because more eyeballs would see it.
I don’t remember what a PWP was, but I think that the concept was similar. Newspapers were desperate to retain the same level of revenue even as their circulations shrank in the twenty-first century.
My first visit to Rob-May after Mary Ng’s arrival triggered a very large number of fixes (changed for free) and requests for changes (quoted). This was definitely good news in that they were finally interested in taking full advantage of the system. On the other hand, it meant more pressure on the programming staff to produce what Rob-May—and other clients—needed in a reasonable amount of time.
The programming that was most valuable from TSI’s perspective was constructing an interface with another system. In some cases AdDept was the sending system; in others it was the receiver. Our expense invoice entry and claims system had the ability to feed the corresponding corporate accounting system (CAPS). Several changes had to be made to this module to accommodate peculiarities at Rob-May.
Our sales analysis and productivity programs used tables that were fed by the corporate sales system. Most of the May Co. divisions used the same ad agency (Doner) for broadcast. The agency sent a file to Rob-May. The departmental employees ran a program that TSI provided to update the broadcast section of the schedule in AdDept.
The last item on my notes from the trip in April of 2003 reported:
I spent ten minutes talking with Chad, Bobby McIntosh14, and the QPS programmer about the interface that they want to create. Nothing came of it.
Chad said that he will write up the details of what they would like the QPS interface to do. We can then quote it. The problem that he could not handle with query is how to treat sections. QPS has a job for each page, but the media schedule is on the book.
Bobby McIntosh was the Manager of Advertising Systems. The advertising production area used the Quark Publishing System (QPS) to manage the workflow of some of their direct mail catalogs and newspaper ads. I do not remember this meeting described above at all. If we were to undertake an interface like this, it would have been a massive job that would have taken at least several months. Therefore, I don’t think that we ever got to the point quoting construction of the interface.
My adventures in southern California: North Hollywood is best known for the unbelievable attempted bank robbery in 1997 at a Bank of America branch that was only a mile or so north of the Rob-May headquarters. The two robbers wore home-made body armor and bore much better weapons than the police. Foiled in their escape, they shot it out with the lawmen for an extended period of time. They were eventually killed, but not before the two sides discharged roughly two thousand bullets. Twelve police officers and eight civilians were wounded, but no one besides the perpetrators died.
A slightly fictionalized made-for-TV movie about the incident aired in 2003. No one from Rob-May ever mentioned it in my presence. If I had not seen the movie, I probably never would have known about it.
The LAPD Museum has an exhibit that features the perpetrators, their weapons, and their body armor. Because it was not opened until 2007, I never went there. By then Macy’s had taken over the May Co., and Rob-May was no longer a client.
OK, there was a little fire damage.
The most interesting thing that I saw in North Hollywood was an apartment building that had a large sign on it offering “Free Rent”. I took a photo of it from my rental car.
At the time TSI was actively looking for a new site for our office. I sent an email to Denise Bessette, who ran the office when I was out of town, about it. I suggested that we move our operation to North Hollywood in order to take advantage of this opportunity. If we had rented a handful of apartments, we would have had plenty of room to grow our business. For some reason she did not urge me to sign a $0 lease while I was in the vicinity.
One evening I decided to take a drive into Hollywood itself. I arrived at the corner of North Highland Ave. and Hollywood Blvd., where I saw a throng of people around the Ripley’s Believe it or not. The whole neighborhood was incredibly touristy. I did not even park my car. I drove back to my hotel in Studio City as quickly as I could.
For my last few trips to Rob-May I abandoned Beverly Garland and drove a little farther north to stay at a Hampton Inn. I did this for a couple of reasons. I had found that I liked Hampton Inns better than other hotels. I had an American Express card that I used for stays at Hamptons and other Hilton hotels. This paid off in free stays, which I used either for business trips or vacations.
I also was not enamored with the neighborhood in Studio City. I only found one place to run, and it was a little boring. I had to make several circuits of the path in the park, and the scenery no longer interested me. The biggest factor, however, was food. I had not been able to find many places that served tasty and healthy meals and also could be used—takeout or sit down—comfortably by a lone diner. My notes of July 1999 reported:
I had trouble finding affordable edible food in California. I ended up eating twice at Koo Koo Roo15, which has vegetables. The problem is that the only main courses they serve are rotisserie chicken and ¼ pound of turkey. I had the chicken both times.
The closest Hampton Inn was in Santa Clarita. The drive did not bother me much. The inconvenience was more than offset by the free breakfasts and occasional free snack in the evening. It was close to a large suburban shopping center. I don’t remember exactly where I ate, but I had no problem finding what suitable restaurants.
The best aspect of staying in Santa Clarita was that I discovered a really interesting trail in Quigley Canyon, a park that is very close to Gene Autry’s Melody Ranch. I really enjoyed running through the hills in the park. I had to climb a fairly steep incline to reach the trail that ran along a ridge. A sign at the trailhead warned about snakes and mountain lions, but I never encountered any wildlife while I was running.
Departure: I almost always flew back to Connecticut on a red-eye flight. I would leave LAX at 9 p.m. or later, arrive somewhere on the eastern side of the Mississippi at dawn or earlier, change planes, and then catch another flight to Bradley.
I always filled the gas tank before returning the car to Avis. I once made the mistake of stopping at a gas station in south-central L.A., an area that was close enough to LAX that the gas gauge would appear full. It was past sundown, and the place was not well lit. This was one of the very few times in my life that I felt afraid. I had lived for over three years in inner-city Detroit, but this area was fairly notorious because of the Rodney King incident.
What was scary about this gas station was that a few young men were walking around and approaching customers who were pumping gas. One came up to me and asked me something. I made some kind of noncommittal reply. He was annoyed with my response, but he did not do anything. I got back in my car and returned to the highway with deliberate speed.
On another occasion Karen Jones took me and a group of employees to a restaurant that was in either Burbank or Pasadena. I had my car, and after supper someone outlined for me how to get to LAX. Everyone assured me that I had plenty of time to make my flight. I probably did, but I made a wrong turn somewhere, and by the time that I arrived at the Avis counter, I was really pressed for time.
This was the first and only time that it took a long time to check my car back in at an Avis location. In every other instance no more than five minutes was required. However, this time there was a long line that moved very slowly. By the time that I returned the car and boarded the Avis bus, there was little chance of arriving at the gate in time for my overnight flight on Delta16 to Hartford by way of Atlanta.
When the bus let me off at the terminal I rushed up to the Delta desk with my suitcase. The agent confirmed that I had missed my flight. She then calmly booked me on a different flight that went to Bradley through Cincinnati and was leaving within the hour. I was not charged anything extra for this change, and I arrived in Connecticut less than a half hour later than my scheduled arrival time.
Epilogue: Rob-May used the AdDept system until 2005 or 2006 after the May Co. was purchased by Macy’s. On August 30, 2005, administration of the stores was transferred to another AdDept client, Macy’s West in San Francisco. The history of the installation at Macy’s West is detailed here.
The store in North Hollywood was turned into a Macy’s. It and its oversized parking lot stayed open until October of 2016. The entire acreage is still, six years later, in the process of being transformed into a mixed-use area renamed NoHo West. The retail part of the project evidently suffered from the emergence of the pandemic. A directory map can be found here.
An aerial photo of NoHo West taken in 2019, at which time it was described as “fully framed”.
1. Rusty Hansen does not seem to have an Internet presence in 2022, but I did receive a phone call from him once after he left Rob-May in 2000. Jim Lowe, TSI’s marketing person, and I later talked with him briefly at his new place of employment, Wherehouse Music in Torrance. That experience has been recounted here.
2. Beverly Curtis-Frethy left Rob-May in December of 1999. Her LinkedIn page is here.
3. Beverly Garland was an actress in Hollywood. Among many other roles she was Fred McMurray’s wife in the last few years of My Three Sons. She died in 2008, but her hotel still is thriving in 2022, and it is still a Holiday Inn.
4. I don’t remember reading a book by Ethan Coen. Since my notes did not mention the name or describe the plot, it might have been Gates of Eden, a book of short stories published in 1998.
5. This refers to the trip that Sue, Doug, and I took in 1995 to pitch the AdDept system to Liberty House. The description begins here and continues in two subsequent blog entries.
6. I am almost positive that I have seen every episode of The Rockford Files several times. The only bad one is the first one, the pilot, which had a different Rocky and was too much like Philip Marlow. Rockford lived at 29 Cove Road in Paradise Cove in Malibu. The beach that I went to was approximately twelve miles east of Paradise Cove.
At some point on one of my trips I took a late evening photo of the Los Angeles River. It is posted at the right. The river bed was concrete, and the trickle of water that it contained was laughable.
I could swear that back in the seventies I saw on an episode of The Rockford Files a chase scene that took place in the river itself. However, when I watched all of the episodes again (and again) in the twenty-first century first on MyTV and then on Peacock, I never saw such a scene. The show was recently removed from Peacock. I may never know for certain about that chase scene.
7. There was some kind of hydraulic leak that forced us to leave our scheduled plane and board a different one.
Mary Ng.
8. Mary Ng worked at Rob-May until 2005. Her Linked-In page is here.
9. Steve Ornee was employed at Rob-May until 2006. His Linked-In page is here.
10. CAPS was the mainframe corporate accounting system. It was located in St. Louis.
Kyle.
11. Kyle Levine worked at Rob-May until 2004. His LinkedIn page is here.
Dan.
12. Dan Rothbauer did not leave Rob-May until 2006. His LinkedIn page is here.
13. I still hate cellphones in 2022. While sitting in my right front pants pocket my first “smart phone” ordered pizzas on its own. I did not mourn when it somehow got fried by European current. That story, and a lot more is detailed here. Its replacement has not ordered pizza yet, but it did turn itself on while resting in the right front pocket of my blue jeans. I was playing bridge at the time.
Bobby.
14. Bobby McIntosh stayed at Rob-May until 2006. His LinkedIn page is here.
15. Koo Koo Roo went out of business in 2014.
16. By this time I flew on Delta whenever I could. Delta had the most connections to places that I often visited, and I had a Delta American Express card on which I accumulated thousands of valuable miles that I used for vacations.
In retrospect it does not seem like that great of a crisis. However, I have a very strong recollection that Wednesday, August 17, 1988, my fortieth birthday, was one of the worst days of my life.
I intended to to go the office and work all day, but the employees pretty much insisted that I take the day off. I was alone in our new house in Enfield. Well, Rocky and Jake were around somewhere, but cats are seldom sociable during the middle of the day. I don’t remember what Sue was doing.
I also don’t remember what I did all morning. I probably either went for a run of four or five miles—the heat did not bother me in those days—or tended to my vegetable garden.
I fixed myself something for lunch. I always ate early. Then, as usual, I lay down for a nap. I may have dozed off for a few minutes. When I arose from the bed, a crushing wave of melancholy swept over me.
I must have had a book to read; I always did. However; I did not feel like reading.Instead, for the first and only time in my adult life, I got down on my hands and knees in the yard that faced Hamilton Court and picked weeds.
I had been told by our neighbor, whose name was Fred, that both the previous resident of our house and the one before him were professional landscapers. They left us a beautiful lawn of bluegrass on the sides that faced the two streets and zoysia grass in the back. There were almost no weeds when we moved in, and, despite four months of neglect, there were still only a few patches.
While I attacked the invaders into our greensward, I took stock of my situation as I entered my fifth decade on the planet. There were undeniable positives:
I was healthy. Sue was reasonably healthy. She had recently quit smoking, and that was very difficult for her.
Sue and I had a nice new house.
We had two nice pets.
TSI had a real office that was smoke-free.
We were in the process of negotiating a big contract with a client that everyone had heard of—Macy’s. The wooing of Macy’s and the subsequent installation there are described here.
For the first time ever TSI had a salesman who was aggressive and appeared to be competent.
Interest rates in 1988 were very high.
On the other hand, the mortgage meant that our nut at home was higher than ever, and our payroll was considerably higher than ever. IBM’s announcement of the AS/400 (described here) was very troubling. There was no provision whatever for the types of customers that we had been chasing for the last seven years. The new systems were considerably more expensive and less powerful for the models at the low end. I did not see how we could sell them to small ad agencies. The other software vendors could offer much cheaper systems. The alternative was to try to find larger agencies around the country with the budgets to buy more expensive systems. This was, from a marketing perspective, a new business.
Eventually we faced facts and leased an AS/400 model B10.
I could see more unavoidable expenses on the horizon, too. We would almost certainly need to buy an AS/400 for development and support of the Macy’s installation.
We faced a lot of difficult work in the upcoming months. We would need to do the work to assure that our system for advertising agencies worked on the new system. At some point we would need to address the Y2K issue that was beginning to raise its ugly head in the press. Our date functions would not work in the year 2000, which really meant 1998 or 1999.
We did not really have the programming staff to meet these challenges. I could not depend on Sue to help. Denise Bessette was excellent, but she only worked part-time. Sandy Sant’Angelo could help a little, but she could not handle anything difficult. There was no getting around it; the bulk of the work was going to burden my undersized shoulders.
I could not see how the current arrangement could possibly work. Unless we received several surprise phone calls in the next few months, we must depend upon getting a second and third user of the new system that we planned to develop for Macy’s. I did not think that I could possibly get that system as then envisioned to the point where it was reasonable to market it before the company (i.e., Sue and I—the only partners) ran out of money.
I think that at this point I need to address what I call The Curse.
Not bloody likely.
In nearly every respect my parents provided me with an exemplary upbringing. They somehow got me the medical care that I needed to overcome what could have been a debilitating birth defect. I did not have many medical issues thereafter, but they ably and promptly addressed my dental and vision issues. They paid for an excellent education. We had food, clothing, and shelter in a very safe environment. They let me follow my own interests. They let me play tackle football for two years, although I am positive that my mother thought that it was foolish. They did not even make me take dancing lessons after I threw a tantrum about it.
There was one thing, however. I remember distinctly them telling me on several occasions, separately and jointly, “Mike, we don’t care what you decide to do. We just want you to be the best at it.” Not “the best that you can be”, just “the best”. There is no “absolute superlative” in English. Unless a group is specified, it means “better than everyone”. In 1988 the world’s population was around five billion. In any endeavor only one of the five billion is the best.
So, by the standards that they had set for me, at age forty (40!) I was an abject failure. I had never been the best at anything in high school. If you took the worst quarterly grade average that everyone had, mine was the highest, but that counted for nothing. The goal was not consistency, it was supremacy. I was not the best at anything in college either. OK, I was the best debater at the University of Michigan, but I was not even good enough to compete in the National Debate Tournament. After that I was a horrible soldier. I was nowhere near to being the best actuary, if that even means anything. I was not the best debate coach, and, in the end, I could not see any path for pursuing that goal.
I was a really good programmer, but nobody considered me the best at any aspect. In fact, in the area that we had concentrated—ad agencies—we had apparently reached a dead end.
I did not articulate this line of reasoning even to myself as my pile of weeds grew, but it must have burned in my subconscious: At age forty this was probably my last chance to be the best at anything. But how?
From somewhere it popped into my brain that I had to fire TSI’s salesman, Michael Symolon, whose career at TSI is described here. The company had no choice1. We had to sacrifice marketing in order to get the new product ready. The income from the software maintenance contracts and the big Macy’s check might be enough to cover the payroll without Michael’s salary until I could get the product in good enough shape to sell to other retailers. It just had to. It would take a Herculean effort to accomplish all this, but I resolved to do it.
I felt horrible about this decision. I hated firing people. I only needed to do it a few times in thirty-five years in business. All of those occasions were awful, but this one was the worst. I felt that it was more my fault than Michael’s that we were in this position.
I told Sue my decision that evening. She agreed. I talked with Michael a few days later. I assured him that we would pay him his commission on the Macy’s project as soon as everything was completed. He seemed to take it fairly well.
One of the last things that Michael did was to schedule meetings for me in Chicago and South Bend, IN. In Chicago I was allowed to explain the AdDept system that we were about to install at Macy’s to IBM reps who specialized in retail. I knew that quite a few large retailers—Sears, Walgreens, Montgomery Ward, Marshall Field’s, and Carson Pirie Scott, to name a few—were based in Chicago. I thought that they would be very interested in being able to sell a new application and a (newly announced) AS/400 to a previously unautomated department. I am not sure why, but the reception to my presentation was disappointing. They did not even ask me many questions.
I rented a car to drive to South Bend for a demo of the GrandAd system the next day. I am not sure when this occurred, but my credit card was declined somewhere, maybe at the hotel in which I stayed in South Bend. I had to make a very depressing and stressful call back to the office to arrange payment.
We (or perhaps the IBM office) had done a mailing to all of the ad agencies in the area. Five or six had reported that they planned to attend. As usual, I loaded our software and demo data onto the System/36 at the IBM office. Only three people attended the presentation. They all sat together, paid little attention, and took no notes. After my presentation I talked with them for a few minutes. They were all from the same agency. They already had a UNIX-based system running a product called Ad-Aid. I asked them whether they liked it; they were noncommittal.
As I made the long drive back to Chicago that evening I mulled over what had happened. The more that I thought about it, the more convinced I was that the ladies in the audience were spies sent to learn the strengths and weaknesses of our system. This would ordinarily have made me angry; on that day it just depressed me.
For the next three and a half years I worked a large number of hours per week for fifty-two weeks of the year. We sent out a couple of sets of letters to advertising directors at large retailers across the country, and we received just enough positive responses to get by.
The second installation of AdDept (described here) was even more difficult than the first. Hecht’s, the third installation (described here), was a genuine turning point, but it wasn’t really until 1993 that we could consider investing in another genuine salesman—five years of scraping by with only one break, our short cruise of Greece and Turkey in 1992, as described here.
I think that I made the right decision. I cannot envision what life would have been like if I had chosen otherwise
1. Yes, we could have tried to borrow some money. However, we had no assets to use as collateral. The prospect of going down a path that might well have ended in bankruptcy seemed unthinkable to me. The idea of begging for money from relatives never occurred to me.
The resignation from TSI by my sister Jamie Lisella in the summer of 1999 (as explained here) left the company with neither an administrative employee nor a marketing director during a critical period. We were in the process of moving to a new location that Jamie had found, we had a huge backlog of programming jobs, and Denise Bessette (introduced here) and I were establishing a new working relationship (explained here) and trying to figure out how to adapt to the new world of the Internet.
More like “reasonably good pay”.
Prior to this time I never had hired an administrative person. In each of the cases in this entry I wrote a help-wanted ad and ran it in the Hartford Courant and the Journal Inquirer. I kept a record of the responses in a spreadsheet. I interviewed a few of the respondents and then picked one or started over.
In 1990 the one whom I liked best was named Michele Stewart. At the end of August I called her on the telephone and offered her the job. She told me that she was probably going to accept another job because my description of our post sounded complicated. She was most concerned about the sales tax aspect. Perhaps I did not explain that computer programs provided all the numbers. The administrative person’s role was just to see that the forms were filled out, and the payments were made on time.
So, I ended up hiring Nadine Holmes, my second choice. Se was single and in her twenties. She took longer than expected to catch on to how TSI did things, but she had a good attitude. I wrote this on October 18:
Nadine came into my office at 4PM with a very solemn look on her face. She announced that she had to tell me that she could no longer work for my company. I sighed, leaned back in my chair, and folded my hands. Then she said, “The time goes by too fast here.” She has shown remarkable progress in the last few days. She is still a little sloppy, and her spelling needs work, but she definitely is a keeper.
By February of 2000 we had moved into our new office at 7B Pasco Drive in Enfield. The first month or so was hectic because of address changes and other transition issues, but then things slowed down. A few problems began to appear.
I had lunch with Nadine Thursday. I don’t know if I got through to her, but at least I think she has a little better idea of what the company is about. She told me that it is hard for her to get used to the idea that she is the low man on the totem pole and always will be as long as she works here. I told her that we planned to hire someone to help with marketing and that when we start marketing again, we will have plenty for her to do.
The next week I sent this e-mail to Denise:
I told Nadine that I want her to become an expert at Word and Excel. My real objective is for her to become reasonably competent at them. It may be useful for her to go through some of the exercises in the book that Harry1 had. I was hoping that we would have received the book to use as the basis for a mailing, but it didn’t come yet. If you can think of anything for her to do, by all means ask her to do it. I told her that I think of you as my alter-ego.
My recollection is that this was reasonably successful. She could maintain a spreadsheet if I told her precisely what to do. However, other problems arose. I wrote this on December 27.
I discovered before anyone came in that Nadine forgot to pay the sales tax in December. I was so angry about this that I was almost out of control. I got less than four hours of sleep on Monday evening. I needed to rest for a few minutes on Tuesday morning before everyone came in, but this made me so upset that I couldn’t do it. You will be happy to know that even though I had my boots on, I did not take it out on the furniture (but it was tempting). I didn’t yell at anyone either, but I was very grumpy.
The “boots” reference was about an occasion at our Enfield office on which I kicked a dent in one of our steel filing cabinets. By the middle of January I decided that Nadine was not the solution to TSI’s administrative needs. I explained my attitude to Denise.
I think that I found a good metaphor for Monday’s conversation. In addition to the part about a new direction, I plan to emphasize to Nadine that I want to hire someone who is “on the same wavelength” that I am on (or we are). If she wants more specifics, I will have a list of things that I asked her to do, but that she didn’t do or didn’t do until I hounded her about them. You can contribute to the list if you want.
I hired a woman named Paula to replace Nadine. I don’t remember her last name. She seemed to be more than intelligent enough to handle the job. The other big factor in her favor was that she lived in East Windsor almost within walking distance of the office.
On the other hand, she had at least one young child. Paula lasted less than a week. She called in sick while I was on a business trip. Denise was furious about this. I fired her, but I did not feel good about it.
She explained that she is having a lot of problems with her husband. She said that she was hoping that the job would either provide a solution to the problems or the wherewithal to let her stand on her own two feet if it came to that. This is about what I expected. I don’t know if I am happy that she told me or not. I have not been dwelling on this subject, but I still find myself waking up worrying about her.
I really liked working with Lucia Hagan (pronounced (LOO shuh HAY gun), who started in the spring of 2001. She was, in my opinion both a very nice person and a superlative employee. Her tenure coincided with a period that required the most administrative changes. TSI was in the process of setting up a system to manage the hundreds of newspapers that were beginning to subscribe to AxN. Accounts receivable and billing records had to be set up, and, for the first time ever, we needed to keep track of contracts.
Here are some of my memories of Lucia’s time at TSI.
Lucia had a tattoo on one of her calves. I had never interacted for any length of time with anyone with a tattoo. Hers seemed out of place to me, but I guess that I should not have been surprised. She lived and grew up in Stafford, a town built around auto racing.
Lucia was into NASCAR. She was especially a fan of Jeff Gordon, who drove #24 for Team Penske. She was upset when Penske “gave all of Gordon’s best cars to the kid”, meaning Jimmy Johnson.
Lucia was amused that I napped in the computer room early in the morning and on weekends. She bought me a pillow and a University of Michigan pillow case that I am still using in 2023.
Her husband Rick worked at Leonard’s Auto Parts in West Stafford2. She once remarked, “It’s not a real job.”
Every year Lucia and Rick went overboard on decorations of their house in Stafford for Halloween. On two occasions I drove out to see their house just before Halloween.
Lucia had no children.
She was working at the time that we terminated Sandy Sant’Angelo’s (introduced here) employment at TSI. She asked to move to the space by the window that Sandy had occupied. I had been oblivious to the fact that she did not like sitting so close to the bathrooms. Presumably Nadine did not like it either. Needless to say, I concurred.
I never had any problems with Lucia’s work or her attitude, but I was dimly aware that something was amiss in her relationship with Denise. I arrived in my office at TSI early one morning after having returned from a multi-day trip. I was surprised that Lucia came to my office at about 7:30 and explained that she was not coming in to work. It took me a minute to realize that she meant that she was resigning immediately. I asked her what the problem was, but she did not want to talk about it. She was adamant that she could not work at TSI any longer.
I never did find out what had actually happened.
At the end of that year TSI sent Lucia a check for her share of the profit-sharing distribution, but she never cashed it. Over the years I have thought about Lucia many times when I drove on Route 190 through Stafford.
The choice to replace Lucia was easy. Eileen Sheehan-Willet (LinkedIn page here) stood out from the other applicants. She had previous experience in a small business, and she had an extremely positive demeanor. She did not catch on to new tasks as quickly as Lucia had, but each time she kept her nose to the grindstone until she had mastered every detail.
Here are some of my recollections of my second-favorite administrative helper.
Eileen had a green thumb. She nursed the neglected plants in our office back to health.
I met Eileen’s husband’s a few times, but I don’t remember his name. My most vivid memory is of the extremely overcast day on which I forgot to extinguish my Saturn’s headlights before eating lunch and enjoying my postprandial nap in the park near the Connecticut River. Eileen called him. He picked me up in his truck. When we arrived he charged the battery with a stand-alone unit. It took only a minute or two.
I don’t think that Eileen had any children.
While working at TSI Eileen was diagnosed with cancer in one of her legs. She was the only employee who ever filed a claim on the disability policy that the company maintained for two decades. I worried about her subsequent use of the stairway that was the only entry to or exit from TSI’s office, but she had no trouble with it when she returned to work. It was a very nice feeling that she could recover from such a serious issue.
After a few years Eileen and her husband decided to move to New Hampshire. I seem to recall that it had something to do with his job. She gave us several weeks notice, and so there was time for her to train her replacement.
The person whom I hired to replace Eileen was named Debbie Hlobik. She had a son who gave her some problems and a daughter. Eileen warned me that, although Debbie was certainly capable of doing the job, she worried about her attitude. This assessment turned out to be prescient. Debbie was married and had a son whose behavior gave her a lot of problems. I am not sure what she wanted to do with her life, but she eventually made it quite clear that it did not involve TSI. I finally had to fire her. When I did, she said that I had nothing to be sorry about. She immediately applied for unemployment benefits.
Perhaps the strangest few weeks in the history of the company was after I had hired Chrissy Ralph or maybe it was Chrissy Poloski to replace Debby. Chrissy seemed fine in the interview and for the first few weeks. At some point she either got married or divorced (I don’t remember which) and changed her name. After that her behavior became erratic. One day she left at lunch time and never returned. She had written and signed a letter detailing her resignation and left it on her desk next to her PC. I also found several unpaid bills in her desk drawer, including sales tax bills for a few states. TSI had to pay fines on a few of them.
Then, unbelievably, she filed for unemployment benefits and claimed that I had fired her. Denise and I contested the filing, and the state arranged for a hearing of the case. Chrissy did not appear, and her claim was terminated forthwith.
The hiring of our last administrative person, Ashley Elliott, in 2010 put an end to our losing streak. Although I spent several years working with her, I have a hard time coming up with any anecdotes at all. She certainly did a good gob. She seemed to be rather friendly with Jason Dean, TSI’s programmer during her tenure at TSI. They were both more than a generation younger than I was.
She was still employed with TSI when the company shut down in 2014 (described here). Here is the letter of recommendation that I wrote for her.
To Whom It May Concern:
I am the president of TSI Tailored Systems, Inc., a small company that has designed, implemented, installed, and supported computer software for thirty-five years. Ashley Elliott has served as our administrative person since April 26, 2010. Before that she worked for a temporary employment agency and was assigned to our account for three months. We were so pleased with her work and her attitude that we offered her permanent employment. This was the only time in the long history of the company that we have done that.
Ashley’s job at TSI involved many diverse tasks. Essentially she was responsible for almost everything except for development and support of the software. She managed both the Accounts Receivable and Accounts Payable systems and used our home-grown computer systems to generate invoices, statements, and numerous reports. She was very good at interacting with both customers and vendors. She managed the cash flow in Excel, filed sales and use taxes online in many states, and did most of the work required for closing the books every month. She also was responsible for routine purchasing and other aspects of managing the office.
Ashley did very good work for TSI. It takes a special type of person to be able to execute such a large number of small tasks, some menial and some challenging, and Ashley adapted very well. My partner and I have been very impressed with her attitude and her ability to get along with everyone in the office. We came to depend upon Ashley, and she did not disappoint us. She made the trains run.
Ashley’s termination had nothing to do with her work, which was of consistently high quality. Business conditions necessitated that we close the company rather abruptly.
I wholeheartedly and unreservedly recommend Ashley for any similar position. I would be very happy to talk with any prospective employer about her work at TSI. I can be reached at Mike@Wavada.org or 860 386-0700 (through July 31, 2014) or 860 763-3694 (home).
Of all of the blog entries that I have written this one was the most frustrating to write. I worked with these people for a total of thirteen years, but I had trouble remembering any details. Furthermore, aside from my experience with Nadine, I found little in the way of notes. I recently discovered some spreadsheets dated in 2006 (Eileen?) and 2009 (Ashley?) concerning recruitment of administrative assistants. I am at a loss to explain the fact that none of the names on the list seem even vaguely familiar. There was one person named Paula. She may have been the same as the short-term employee described above, but the last name and the year did not seem right.
I also searched on the Internet for information about the women who handled the administrative functions to determine what they had done since leaving TSI. I found almost nothing about any of them.
I have had a few email exchanges with Lucia and Eileen, but otherwise no communication. It puzzles me how I could have worked fairly closely with these people for such a long time, but until I tried to put this page together, I hardly gave them a thought.
1. This was a reference to Harry Burt, a programmer at TSI who was introduced here.
2. Leonard’s was in business long after Lucia left TSI. I drove by it many times on the way to and from bridge tournaments. At some point it became Carquest Auto Parts. On my last drive past it in August of 2023 I noticed that the store appeared to be out of business. Its website was no longer working, and the Facebook page indicated that the owner had retired.
3. Debbie died in 2019 at the age of 60. Her obituary is posted here.
