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.

2001-2006 TSI: Weekly Partners’ Meetings

Agendas for meetings. Continue reading

Between January of 2001 and November of 2006 I met pretty often with Denise Bessette (introduced here), who was by then my partner and VP of Application Development. I found a folder of Microsoft Word files for the agendas that I wrote up for these strategy meetings. Starting in 2003 the meetings became more regular. They occurred on many if not most Wednesdays, the day that I was most likely not to be at a client’s.

We generally ate lunch together at an order-at-the-bar restaurant on the west side of the river. It had picnic tables near a small stream. I can’t remember the name of the place. I took a drive in the area that my memory associated with its location, but I could find no trace of it. I suspect that it closed, and the land was bought by a developer who put it to another use, perhaps condominiums.

The following summaries are mostly in chronological order. Almost every AdDept client is mentioned at some point. Separate blog entries with much more details have been posted for each of them. They can easily be found using the 1948 Project’s master index program, which is available here.

Many items on the agendas are repeated on subsequent agendas. A few of them persist over years. These were issues for which we never found solutions. The most obvious examples were the efforts to find additional uses for AxN that would benefit newspapers and/or advertisers.


By 2001 the nature of and name for AxN1 had been decided. Our focus was on how to roll it out to the AdDept clients and what we could do to make it more attractive both to the advertisers and the newspapers. We also discussed potential support issues and how the new model 170 that TSI had recently purchased could handle the load of handling the traffic from AdDept clients and newspapers. Occasionally we talked about personnel and other business-related matters.


By 2002 the business environment for large department stores had changed dramatically. Before listing the agenda for one of the meetings I wrote, “We need to change our attitude 180 degrees. Previously we had excess demand and were struggling to increase our capacity to meet it. Now we have excess capacity, and our customers are frugal.”

I had used Net.Data2 extensively for AxN. At the time it was the only thing available on the AS/400 that could interact with the database. By 2002, however, IBM was telling people not to use it. However, it was several years before IBM provided an equivalent tool. Java3, which I had studied extensively and had concluded was not suitable for what we wanted to do, was IBM’s solution to everything.

I was surprised to read how uncertain we were about the willingness o AdDept clients to use AxN. The meeting in March mentioned the need for a second installation. Before reading this I was pretty sure that Belk4 was the first, but maybe someone else had used it on a limited basis.


In 2003 Denise and talked a lot about what kind of programming was marketable to our clients. We investigated quite a few products that claimed to make it easier to make native AS/400 programs web-based . We also talked about what features could be added to AxN so that it would be more valuable to advertisers or newspapers. Usually one of the last items on the list was whether we should spend time converting our code from BASIC to RPG or something else.

In May Sue and I took our first vacation in Italy. I wrote a journal about that adventure and posted it here.

The meeting of November 5 was the first mention of Bob Wroblewski, who has been introduced here. The next few agendas mostly consisted of the same items.


In January of 2004 Bob and I flew to California to visit Robinsons-May and Gottschalks. Bob then started enrolling Rob-May’s papers. After that the process of getting newspapers to subscribe to AxN snowballed for several years. At about the same time our long courtship of Dick’s Sporting Goods finally paid off with a contract for AdDept. So, in only two years the outlook for TSI had improved greatly.

In February it occurred to me that there might be one dominant software company for the newspaper business. If we could create an interface with their system, it could advance the AxN project tremendously. However, I later discovered that each paper, if it had anything at all, had developed its own software or paid someone to do it. There was no uniformity. Fortunately I discovered that this was a blind alley before I wasted a lot of time, money, and energy on it.

The agenda for the February 18 meeting made it clear that the AxN project was about to take off. Most of the long-time AdDept users had at least been contacted. Stage Stores was enthusiastic, and they had just acquired another chain named Peebles. Finally, Dick’s Sporting Goods had finally signed the contract to purchase AdDept. To deal with the expected increase in use of the Internet by the newly subscribing newspapers Denise was arranging for installation of a T-1 line from AT&T with the Cox Cable connection as backup.

The March 3 agenda closed with a mention of the NAA, which was the abbreviation for the Newspaper Association of America (changed to News/Media Alliance in 2016). I eventually talked with someone at its headquarters, but I foresaw that it would take a lot of time and effort to build a productive relationship with the organization. It might have been a good project for Doug Pease (introduced here) or Jim Lowe (introduced here), but at that point they were in the rear-view mirror. I never thought that this would have been a good fit for Bob. Besides, he was busy talking to newspapers, or at least soon would be.

It took me a few minutes to decode this entry on the entry for March 24: “Robinsons: Lower price for LANG?” LANG was the Los Angeles Newspaper Group,.5 a company that printed and distributed tabloids in Los Angeles and its suburbs. Advertising for all those papers was managed from one central location. TSI agreed to send them one bill. We treated them like one large paper with several editions.

In April we were waiting for Dick’s to begin the solicitation for AxN before we approached Macy’s West and RadioShack. The April 21 entry contained positive news about Filene’s use of AdDept for accounting, including the monthly closing process. The next week Denise and I discussed the proposed trip to talk with Hecht’s main paper, the Washington Post. I ended up visiting them on May 14. It gave me quite a thrill, but I don’t think that they ever agreed to use AxN. Apparently we also considered a press release about being in business for twenty-five years, but I am pretty sure that we never did it.

The agenda for May 26 poses this question about Filene’s: “Have they made a big mess?” Bon Ton agreed to send letters to its newspapers about AxN.

In June we discussed various methods of emailing claims. I don’t recall that we ever took any action on this. There was ominous news from Federated that they put all quotes on hold. The total number of orders in AxN exceeded 100,000. The June 30 agenda announced that Dick’s was moving into its new building over the subsequent weekend.

The first item on the July 21 agenda was “Denise’s three issues”. I wonder what they were. Item #10C talks about a follow-up meeting with the Washington Post that never happened. The next week’s agenda explained that they did not respond to my email. A second e-mail was sent on August 4. On August 25 (my dad’s eightieth birthday) I called the Director of Advertising Services.

Something distressing was evidently going on at Parisian, but I don’t remember what it was. That disclosure was somewhat offset by the following good news: “RadioShack: 34 active; 39 testing; 22 Macy’s West; 15 L&T; 4 Parisian; 56 other.” RadioShack did one of its four geographic divisions at a time. The last two entries brought up new subjects: “How can we make better use of my time and Lucia’s6?” and “5-year plan”.

The August 4 agenda was the first to mention SQL7. I used SQL for all of the AxN programs, but the AdDept programs mostly created temporary indexed output files that were populated by one program and read by another using IBM’s recommended approach, ISAM (Indexed Sequential Access Method).

Marshall Field’s (introduced here), the last big installation of the May Co. version of the AdDept system, was first mentioned in the agenda for September 8. We were very excited about the meeting scheduled for September 16 at Hecht’s advertising department in Arlington VA. By this time the work for the Peebles installation at Stage Stores was operational enough that we were ready to solicit their newspapers for AxN.

I was serious enough about contacting companies that sold software for ad agencies that I spent $35 to buy the booklet from the AAAA. I questioned whether we should write to each of them to propose an interface with their system and AxN. I don’t remember ever doing so.

The agenda for November 1 mentioned that Field’s used an ad agency for both broadcast and newspaper. My recollection was that they started using AxN almost immediately and dropped Haworth, the agency that bought newspaper space. However, later entries seem to contradict this. The same agenda mentions that TSI was carrying $55,000 in questionable receivables in the last month of its fiscal year.

I never had to make an onsite visit to our AxN client in Guam.

The November 10 agenda mentioned that—after months of foot-dragging—Federated Systems Group was finally going to “cut over” to their new AS/400 system. During this period we were worried about providing support for AxN for Macy’s West’s newspapers in Hawaii and Guam. This was needless. The papers subscribed for years without any problems. This was also the last agenda that included a mention of a press release about TSI’s twenty-fifth anniversary.


A major issue early in the year was how to handle the process for installing changes that Dick’s had forced upon us. There were other issues, too. The first agenda of the year ends with the question: “How can we get this installation on the right track?”

Two minor enhancements to AxN for the advertisers had been completed: custom emails and downloading of email addresses. However, I had apparently given up on the possibility of interfacing with computer systems used by the newspapers. There was also a process for reconciling the orders on AxN with the schedule on AdDept.

By March 10 we had a big programming backlog because of the large number of difficult jobs for Marshall Field’s. Denise controlled this process. I simply asked, “How can I help?” In the same meeting we discussed for the first time what, if any thing, we should do to forestall Macy’s from replacing AdDept with the system known then known as FedAd that had been developed by Burdines. Our contact at Macy’s West stated that “it did not exist”.

At the March 25 meeting we talked about Macy’s East for the first time in many months. For the April 28 and May 4 meetings there is separate agenda for AxN. For some reason I seemed worried about using it at Foley’s and Stage Stores.

The first item on the regular May 4 agenda was one word: “Lucia”. Lucia was able to handle much more challenging projects than our other administrative employees. The problem was trying to come up with things for her to do. Another issue on the same agenda posed some interesting questions:

We never mastered the trick of Cloud Computing.
  1. How could we set ourselves up to manage systems for our small clients? Bon Ton, Gottschalks, Neiman Marcus
    1. IBM (like Federated)?
    2. TSI
      1. Dedicated high-speed line for each user?
      2. On the net?
        1. Telnet? How would they print? Pdf?
        2. VPN: AS/400 to AS/400?
        3. VPN: PC to AS/400?
      3. High availability?
      4. Disaster recovery?
    3. A third party?

We did not spend a great deal of effort on trying to provide “cloud” computing for our customers. It would have involved a great deal of expense and risk. Just seeing that term “disaster recovery?” item gives me the chills.

Later in May Sue and I took our second Italian vacation with our friends Tom and Patti Corcoran. I wrote a journal again, but this time I had a camera. The results are posted here.

The agenda for June 2 began with the surprising news that Chuck Hansen at Marshall Field’s had asked me to back off on AxN. It also mentioned the agenda for a meeting with Macy’s Marketing on 5/17. It probably intended to say “6/17”. The next agenda, dated July 8, only stated, “Follow up with …” I must have forgotten the name (Robin Creen) of the lady with whom I met at Macy’s Corporate Marketing. There is also a reference to Bloomingdale’s. I suspect that this was in response to information from Tom Caputo, who worked with AdDept at both Lord & Taylor and Saks Fifth Avenue, that Bloomies had never taken the FedAd software out of the box.

The July 11 agenda has some detailed information about a proposed newsletter publicizing how AdDept handled inserts. Some of these enhancements were done for Dick’s.

The August 26 agenda has a new and somewhat mysterious major topic called “AdDept ideas”. The two subtopics are “SpooliT8 ($9K) or other Excel” and “Service Bureau”. I think that SpooliT made .csv files out of spooled output files. It may have had a few other features.

Throughout this period there were references to The Oregonian, the major paper in the Portland area that stopped paying invoices for AxN without canceling and never responded to attempts to find out why.

The agenda for September 14 mentions the long letter that I sent to Robin Creen. Its contents are posted here.

The agenda for October 12 had several tantalizing references. It began by stating that IBM’s VPN9 product, which TSI used for communicating through the Internet, with clients’ AS/400s would be activated on the following Saturday. It also reported that a newsletter had been sent out.

Robin Creen topped the October 24 agenda, but there were no details. The second item referred to renewal of iSeries News, a magazine.that catered to the AS/400 community. It had undergone many name changes, and the content had also evolved. We kept all of the back copies in the shelves that in 2023 are in my office. When we closed down the company (details here), I threw all of them away.

The third item was “SBC Contract”. I don’t remember SBC, but I suspect that it was an IBM Business Partner that had sold more systems than we had or had somehow managed to deal directly with IBM. During this period TSI was not allowed to quote or sell any IBM products. We had to go through a Super-VAR.

The fourth item was “Lucia” with no details. The fifth was “AT&T Global: do we need it?”. I am pretty sure that this product allowed me to get my email when I was on the road. In the days before Wi-Fi I had an AT&T product installed on my laptop that allowed me to use a phone line in my hotel room to sign on to AT&T and look at my email.

We must have received an inquiry from Sport Chalet10 a chain of stores in California that was similar to Dick’s. Until I saw this entry again I had completely forgotten about them. Evidently I wrote them a letter and sent them a newsletter, but nothing came of it.

The last agenda for 2005 was dated December 6. The #1 item was the blitz to get an AdDept system for Macy’s South up and running in time for the season that started at the beginning of February. The second item was an inquiry from Circuit City11. This was another dead end.

The “My disk recovery” entry brought back some really bad memories. I think that I recovered everything on my computer’s hard drive, but it was costly and painful. The best part was that I got an external hard drive12 that made it very easy to back everything up.


There are no entries for 2006 until June. I remember being under extreme pressure to bring the two huge AdDept installations at Macy’s South and Marshal Field’s up to speed. Meanwhile we received the crushing news that Macy’s and the May Co. had merged, and Macy’s would be the dominant player.

The agenda for June 13 began with the word Corum. I am pretty sure that it referred to broadcast buying software. Based on the date it was probably associated with Macy’s South.

That agenda also contained a major item that simply stated “Modernizing and marketing AdDept”. We never did find a feasible way to transform the AdDept screens into something that looked modern. We made more marketing attempts after this, but they did not amount to much. This was the peak period for AxN. More than four hundred papers had subscribed. TSI’s administrative person spent a good deal of time printing and mailing invoices and depositing checks from newspapers.

The agenda for October 11 was startlingly different. It mentioned two AS/400 models, a 170 and a 270. My recollection is that we did development and ran the business on the 170, and the 270 was devoted to AxN. It also mentions recruitment. I am not sure whether that referred to the administrative position or programming. The agendas have gotten shorter and shorter.

This agenda also mentioned the C compiler for the 270. Denise was upset at me for even investigating the possibility of converting TSI’s code to C, which was widely used in the Unix world.

In the agenda for October 18 the scary term “Macy’s North” appeared several times. It referred to the company that was formerly called Marshall Field’s. Evidently the marketing (never called “advertising”) department there had never bought into using AxN for insertion orders. They may have still been using Haworth.

“Maintenance” was often mentioned in the agenda for November 1. We probably never charged as much as we could have for the kind of service that we provided our clients. I was evidently still spending quite a bit of time at Belk.

I was surprised to see Circuit City mentioned again on the agenda for November 8. We must have received another phone call. The term “Foley’s project” also appeared. I am pretty sure that that was the code name for the long and frustrating effort that Denise and I undertook to sell the company.

The last agenda that I have was dated July 10, 2007. It contained only four items:

  1. Trip to Macy’s West
  2. 515
  3. Dick’s quotes
  4. Foley’s

Never even a nibble.

Denise and I continued to meet, but not on a formal basis. By then I had almost given up on selling more AdDept systems. There had been so much consolidation in retail that the number of good prospects for the system had shrunk to almost nothing. Nordstrom and Dillard’s would have looked nice on our client list, but it was hard to think of anyone else that was worth pursuing.

We still did quite a bit of custom programming during the next five or six years, but managing the list of open jobs did not require the juggling act that had characterized the previous decade.

The AxN business decreased for a few reasons. The big stores no longer trusted newspaper ads to bring in customers as they once did. Newspaper readership was way down. Some of the AdDept clients outsourced their buying to agencies or media services. That always meant a drop in the number of papers.

I enjoyed those meetings immensely, and I miss them.


1. The history of the development of AxN is posted here. The system design is outlined here. The description of the process by which it was brought to market begins here.

2. Net.Data was a scripting language written by IBM for the AS/400. It was quite popular, but IBM for some reason decided to drop it in favor of the open source scripting language php, which required implementation of the Zend php engine.

3. Java is an object-oriented language that was developed by people at Sun Microsystems. The company released an open-source version. Java was almost the only thing that IBM talked about at the PartnerWorld convention that Denise and I attended in 2000. It is described here. On the AS/400 applications written in Java required a lot more resources than programs written in the native languages. If run on the same box the Java programs were slower, a lot slower.

4. The history of the AdDept installation at Belk is posted here.

5. In 2016 LANG merged with the Orange County Register and a few other papers. The new organization was called the Southern California Newspaper Group. The third item under the Federated topic was “AxN letter to four divisions”. Since “Bloomingdale’s” was the second item it mus refer to Macy’s East, West, South, and Florida (Burdines).

6. Lucia Hagan was TSI’s administrative person during this period. She was introduced here.

7. SQL stands for Structured Query Language. It was invented by IBM, but the company did not endorse its use on the AS/400 until 2004.

8. SpooliT is still on the market in 2023! Its website is here.

9. VPN stands for Virtual Private Network. The Wikipedia entry is here.

10. Sport Chalet was sold to Vestis Retail Group in 2014 and was liquidated in 2016.

11. The sad story of Circuit City ended with its liquidation in 2009.

12. I still have that hard drive in 2023. However, I recently discovered that I no longer can find the cable that was used to attach it to a computer, and the company that made it was no longer in business.

1994-2014 TSI: AdDept Client: Saks Fifth Avenue

TSI had a long but bumpy association with SFA. Continue reading

Saks Fifth Avenue (SFA) is more than just a store. For decades it has been a chain of high-end department stores throughout North America as well as numerous smaller affiliated stores. In the early nineties its headquarters was in its famous flagship store on Fifth Avenue in Manhattan. The first Saks store was opened in 1867, and for decades the enterprise was owned and operated by the Saks family. However, since 1923 Saks has been owned and controlled by outside organizations except for a two-year period beginning in 1996 when it was a public corporation. Even then 50 percent of the stock was retained by its previous owner, the Bahrain-based firm, Investcorp.

I, of course, was blissfully ignorant of most of this when, in the early nineties, TSI began pitching the AdDept system to the advertising department of Saks. In fact, my presentation to Saks may have been the first one that had a fairly serious chance of succeeding. I don’t remember the demo, but I surely gave one at the IBM office on Madison Avenue. I also definitely visited the office of the Saks’ advertising department, which at that time was on one of the upper floors of the store on Fifth Avenue to collect the requirements for the official proposal.

It did not take me long to realize that SFA was very different from Macy’s. The Senior VP at Saks was a woman, and her secretary was a man. I am embarrassed to report that I don’t remember either of their names. Theirs was an unusual setup in the early nineties. More surprising to me was the fact that around his desk were posted large glossy photographs of shirtless male models.

Saks’ advertising department was responsible for more than just the Fifth Avenue store. There were dozens of full-line stores that bore the SFA logo strategically positioned around the continent in locations with the requisite number of rich people. They also managed the little advertising done for even more Off Fifth outlet stores that sold the merchandise that had not been sold at the SFA stores. They also had responsibility for advertising for the Armani Exchange stores. I never quite understood why.

This was the OTS at 700 N. Michigan Ave. in Chicago.

For me the most surprising thing about Saks’ approach to advertising was its focus on New York City. Macy’s focus was somewhat similar, but their primary purpose in purchasing AdDept was to be able to hand additional markets. Saks divided their SFA stores into two groups: New York and OTS, which stood for “out-of-town stores.” Their newspaper advertising was heavily focused on the New York Times. They may have used Newsday for the Long Island store, but I don’t think that they used the other tabloids at all.

Saks also advertised very heavily in fashion magazines. In some ways the system could treat magazines as newspapers that only published one issue per month, but in other ways they were quite different. A fair amount of programming was required to handle Saks’ advertising in Vogue and other such periodicals.

Saks signed a contract with TSI in 1994, which was a banner year for the company. I made sure that all of the users of and prospects for the AdDept system knew that Saks was now on our client list by including the news in an issue of Sound Bytes, TSI’s short-lived newsletter.

At Saks Fifth Avenue, the national retailer based in Manhattan, the implementation of the AdDept system is scheduled for May 1. Advertising personnel will be connected to an AS/400 located at the company’s data center in Lawrenceville, NJ, through a Token Ring network. Both Mac and PC users in all areas of the department and the advertising business office will have access to the data. In addition to the wealth of standard features in AdDept, custom programming will provide the department with the ability to produce advertising schedules by store, to track advertising expenses (gross, vendor, and net) by merchandise vendor, and to produce change reports that conform with the way that the department is organized.

Reading this blurb again brought to mind a few unusual aspects concerning the installation.

  • I made at least one trip to Lawrenceville, which is closer to Philadelphia than to Fifth Avenue, probably at the time when the AS/400 was installed in 1994. Almost never did anyone from TSI deal with anyone from that facility, and they had never had a hardware problem. However, several years later we received a very strange phone call from someone there who requested that someone from our office dial into the system over the modem. They said that no one could remember where they had put it; they hoped that the noise produced by the modem—it never answered on the first ring—would lead them to it. Apparently it worked. In 1998 all of Saks’ computers were moved to the Proffitt’s Inc. facility in Jackson, MI. I installed a newer faster machine there.
  • My recollection is that Saks used very little of the custom programming that TSI had coded and implemented at the time of the installation until Tom Caputo arrived eight years later. They mainly used the AdDept system as an easier way to key in expenses for their accounts payable and general ledger systems, which AdDept was designed to feed.
  • The phrase “the way that the department is organized,” brought back memories of the difficulties that I encountered while training at SFA. The ROP (i.e., newspaper ads) manager, in particular, was quite uncooperative in helping me understand how she worked. She evidently considered ROP her own little fiefdom, and suspected that revealing the knowledge of how her area worked might affect her job security. This was by no means the last time that I was faced with this sort of heel-dragging.

I remember a few other details about that initial installation:

SFA on Wilshire Blvd. in Beverly Hills.
  • I heard one interesting story related by an employee at Saks. The person at the headquarters who monitored sales by store had been very concerned because the Beverly Hills store in California had in the previous few months posted much lower sales than expected. A call to the store manager revealed a simple explanation: “The princess died.” Evidently a Saudi princess had been purchasing so much so regularly from the store that her untimely demise had dramatically deflated the the store’s total revenues.
  • Once or twice I spent consecutive days in Manhattan during the installation. Saks arranged for me to stay in a luxurious room at the nearby Sheraton. It was by far the nicest place in which I ever stayed for business.
  • I remember that on one occasion SFA had asked for a day of training, for which TSI charged $1,000. I discovered when I arrived in Manhattan that no one who actually used (or had any intention of using) the AdDept system was available to spend time with me. So, for several hours I “trained” three interns. For all of them English was a second language. One was named Oscar; I don’t remember the other names.

In subsequent years I was not a bit happy with the state of the installation at Saks. It made me realize that the success of our installations was largely dependent upon the strength of our liaison. The person needed to have the ability to grasp the intricacies of the system, a personality adaptable to working with both TSI and the users of the system, and the clout (direct or indirect) to deal with problems once they had been identified.

I very much wanted to use Saks as a reference account, but they used so little of the system that I was reluctant to mention them. I was frankly puzzled as to why it seemed so difficult to get anyone outside of the finance area interested in making the system work for them. The person with whom we worked the most was Jeanette Igesias1. She was conscientious enough, but she had neither the authority nor the inclination to involve any of the other areas more fully.


In 1998 the retail world was shocked to learn that Saks Holdings, Inc., the parent company, had been acquired by Proffitt’s Inc.2, a company that a few years earlier consisted of a set of stores in Tennessee that could have all fit easily inside the Saks store on Fifth Avenue. Almost immediately after the acquisition the parent company’s name was changed to Saks Inc.

Shortly thereafter I was in Birmingham, AL, to work with employees of the advertising department for the Parisian3, a chain of department stores that Proffitt’s Inc. had previously acquired. The corporate headquarters was also located in the same building. I happened to encounter the same Senior VP from Saks’ adverting department whom I had met in the early nineties. She was there to meet with people from what was then still called Proffitt’s Marketing Group (PMG). She knew that I had been frustrated with the pace of the installation at SFA. She even remarked that maybe under the new ownership they could get something done.


At about this time Ava John was hired by Saks. I think that she worked under Jeanette until Jeanette left SFA in 2002. Thereafter Ava was TSI’s principal contact for the part of the system used by the advertising business office, which included recording invoices that were uploaded to the corporate accounts payable system.

In 2008 Ava was arrested and charged with running an embezzlement scheme that netted her and her friends and relatives more than $680,000 over the course of five years. That may seem like a lot, but it was only a little over $10,000 per month, a tiny fraction of what Saks spent on advertising. I discovered a single mistake at another installation that was about as large as this.

At the time I did not hear about any of this, and, to the best of my knowledge, neither did any of TSI’s employees, but the scandal was reported in all three of New York’s major dailies. The Post‘s coverage can be read here. I was unable to discover anything posted on the Internet about the ultimate legal resolution. I also know nothing more about Ava.


In 2001 Tom Caputo, who had been TSI’s primary contact at Lord &Taylor5 for several years, was hired by Saks. He had a number of responsibilities in the advertising department, one of which was to oversee the AdDept installation. Tom’s office was not in the flagship store, but in an office building across the street. I met with him there several times. I cannot remember what projects we did for them, but I remember that Tom seemed frustrated with the situation there, or, more likely with what the world of retail had become in the twenty-first century.

Tom stayed at Saks until 2014, the same year that Denise Bessette and I decided to shut down TSI. I had one further contact with him. He asked me if I knew of any job openings that he would qualify for. I had to reply in the negative. By that time the demand for both people and software that was adept at administering the advertising for large national retailers was negligible. I felt sorry for my many acquaintances who were not able to disassociate themselves from this undertaking as smoothly as we did.


In 2007 Saks was spun off from the other department stores that were part of Saks Inc. The executive who had cobbled together this retail giant, R. Brad Martin, summarily abandoned the leadership of the rest of the stores to someone else and elected to run just SFA. His decision to remove the jewel from the crown was described in this New York Post. article.

In 2013 the company was purchased by the Hudson Bay Company, the oldest corporate enterprise in North America. The company had already purchased Tom Caputo’s previous employer, Lord & Taylor. One of the last projects that I worked on at TSI was helping with the migration of SFA’s AdDept system to the HBC computers located somewhere in Canada.


There are still many Saks Fifth Avenue stores. HBC opened a huge store in Toronto in 2014 and at least two other stores in Canada. Administration of all of the stores seems to be split between Toronto and New York.


1. Jeanette Iglesias’ LinkedIn page can be found here.

2. Much more about TSI’s relationship with Proffitt’s Inc./Saks Inc. is available here.

3. Details about the Parisian installation of the AdDept system are provided here.

4. You can read about this major boo-boo here.

5. The history of the AdDept installation at Lord & Taylor is documented here.

1993-2014 TSI: AdDept Client: Lord & Taylor

Quasi-independent department store division of the May Co. Continue reading

TSI enjoyed a good relationship for nearly all of the two decades in which the chain of department stores known as Lord and Taylor used AdDept to manage its advertising department. The headquarters was in one of the upper floors of the flagship stores on Fifth Avenue in Manhattan.

L&T’s Fifth Avenue store.

I don’t remember the details leading to the contract back in December of 1993. I am not sure that we even did a demo for them at the IBM office. L&T may well have been the first sale for TSI’s marketing director, Doug Pease (introduced here).

We had two very important things going for us. The Senior VP of Advertising at L&T was Howard Adler, who had seen what we could do at Macy’s East, the first AdDept installation (described here). Moreover, L&T was owned by the May Company, and two other May Company divisions had been using AdDept successfully for a few years.

In the April 1994 issue if the newsletter, Sound Bytes, TSI announced the fact that L&T had purchased the AdDept system and an AS/4001 on which to run it:

Lord & Taylor, the third May Co. division to use the AdDept system, is currently in the process of finalizing the specifications for its system. Their system will reside in the company’s Manhattan headquarters. All areas of the department will be connected through a PC network.

Although L&T was definitely owned by the May Company, it did not play by the same rules enforced on the other department store divisions. L&T’s advertising department was not required to produce the same monthly reports that bedeviled the other divisions. Its merchandise was different—I actually saw elbow-length gloves for ladies for sale there. It was much more autonomous in many ways.

The flagship store was more elegant than that of any of the other May Company stores. The nearest men’s room to the advertising department was between elevators on a selling floors. It was by far the most spacious, sparkling, and elegant restroom that I encountered at any office, department store, or anywhere else.

I always took Amtrak to Penn Station when I visited L&T. I usually walked to the store on Fifth Avenue unless the weather was really foul, in which case I stood in line at the taxi stand on 34th St. to get the next available cab.

I entered L&T through the employee entrance, which I think was on 38th St., and descended stairs to the security area. Someone would come down to escort me to the advertising department, which was on one of the upper floors. When I left in the evening, I had to get a note from someone verifying that the laptop in my briefcase belonged to me and had not been purloined from L&T.

An amusing set of incidents in Penn Station that occurred on one of my last visits to L&T in 2007 has been recounted here.


Lord & Taylor used direct mail more than regional department stores. Notes that I compiled in 2000 state:

A very large number of reports were done for them. Unfortunately they are almost all too involved to be used by anyone else. They are the only client that uses AdDept to keep track of bill inserts – the little things included in the monthly statements.

They set up production schedules for direct mail. At one time they used AdDept for estimating direct mail, but they abandoned it. They have job jacket programs for both ROP and direct mail.

L&T also did more magazine advertising than the other divisions. AdDept did not seem to help much in that area.

We developed as part of the original design document an elaborate system for them of managing their magazine advertising (“The Projection Book”) and comparing it with competitors’, but they do not use it.


I think that this was the Greek feast. Norm is at the lower left. The guy sitting between two women with his tie in his shirt is Charles. Behind him is Chris.

I vaguely recall that at the very beginning the liaison between TSI and L&T was Norm Vlahos2. I have only a couple of distinct memories about him. The first is that whoever chose him for that role also assigned him and another fellow to act as “security officers” for the AS/400. Norm thought that they should be issued badges or at least arm bands to designate their authority. I also remember that Norm was responsible for ordering the food for the Greek-themed feast in which most of the department participated during one of my visits.

This is Charles’s old office. From left: Jennifer, Denise, Jennifer’s reflection, Ali’s reflection, Denise’s reflection, Bob’s reflection, my reflection (flash).

The other person whom I remember from those early days was named Charles. I am pretty sure that he was the finance director of the advertising department. Charles had a very unusual office. One of the walls was a gigantic mirror. I am not sure what its function was, but it made me very uneasy when I was required to sit in there to talk with him.

Same room; different feast. Tom is in the foreground to the left. The bald spot belongs to Howard.

I later learned that Charles owned a string of karate (or something similar) studios in New Jersey. Maybe he used the mirror when he practiced his moves.

Charles ordered the food from the 2nd Ave Deli for the luncheon with a Jewish theme that the department held on one of my visits. It was the best deli food that I ever tasted.

Tom had an office.

After the initial period in which the tables and historical data were into AdDept and the users had become somewhat familiar with the system, Tom Caputo3 was assigned primary responsibility for the AdDept installation. This was a big break for TSI because we got to deal with a person who had both the authority and the expertise to make good decisions about prioritizing what the system should be used for. He made our lives much easier because we seldom needed to deal directly with the users. He was good at finding out exactly what they wanted or needed and conveying the information clearly to us. Over the years he sent us a very large number of custom programming requests—so many that he asked us to combine the billing for the $75 quote fees onto one monthly bill. We were happy to do that.

Tom worked with us at L&T until 2001. He then took a job at Saks Fifth Avenue, where we again had the pleasure of working with him.

Chris only had a cubicle.

After a while L&T provided Tom with an assistant, Chris Pease4, who was employed by L&T from 1996 through 2001. We often worked closely with Chris as well.

I have a lot of very vivid memories of Tom and Chris. I remember almost nothing about the innumerable small projects that we discussed. However I distinctly remember one episode. You can see from the photos that nearly all the men in the advertising department wore suits, white shirts, and ties. One morning Tom spilled coffee or something on his shirt. He dispatched Chris down to the men’s wear department to buy a substitute for him. I was pretty impressed.

Somehow, my visits to L&T became associated with big departmental lunches in the advertising department. Trust me; no one was celebrating my presence or the wonderfulness of the code and support that TSI provided. It was just that I showed up every two or three months, and that also was deemed a reasonable interval between departmental lunches.

There was always a theme for the lunch and an employee in charge of the choice of menu and restaurant. In addition to the Greek lunch ordered by Norm and the Jewish one managed by Charles, I seem to remember an Italian pranzo and a Mexican fiesta. There may have been more. I don’t remember too many specifics, but the meals were all both authentic and delicious.

I have no idea who these guys are. Tom asked them if they were hungry and then told them to dig in.

If no departmental lunch was scheduled, Tom nearly always took Chris and me to a restaurant for lunch. We usually walked to a Chinese restaurant near L&T. On one of the last occasions we ate delicious lamb chops at a chop house. This was really the life.


After Tom and Chris departed, the installation entered a holding pattern. TSI’s primary contact for several years was Esther Roman5. I am pretty sure that she was in charge of the financial area of the advertising department. AdDept was just one of the tools that she used in her job.

Jennifer, Denise, and Ali.

Denise Bessette, Bob Wroblewski (who helped TSI with marketing of AxN to newspapers), and I made a trip to Manhattan in 2004 to meet with the newspaper coordinators, Jennifer Hoke6 and Ali Flack7. The purpose of the trip was to show them how TSI’s new Internet product, AxN (described here), could work for them. The ladies were rather enthusiastic about it, and L&T used the product for quite a few years.


In 2005 Federated Department Stores merged with and took over management of the May Company stores. L&T did not fit into Federated’s plans. Seven stores were sold or rebranded as Macy’s. The rest of the stores, including the flagship store and the headquarters in New York City, were sold to NRDC Equity Partners in 2006. In the following years NRDC also negotiated the purchase of Fortunoff, which was a chain of jewelry stores that was somehow linked with a group of stores that sold outdoor furniture. The intent was to use the L&T staff to manage these stores.

NRDC wanted to keep a separate set of books for the Fortunoff stores. L&T therefore asked TSI to create a separate instance of AdDept on the same AS/400. We figured out a way to do this (some tables and even data files needed to be shared) and installed it in late 2007 so that it could be tested for a couple of months and then used live in 2008.

Our main contact at L&T during this period was Esther. I also dealt with Dan Marrero, who worked for her, in 2007 and 2008. My notes for that period also mention someone named Rachel, but I don’t remember her.

The Fortunoff scheme was a fiasco. In February of 2009 Fortunoff declared bankruptcy after a lackluster holiday season during the Great Recession. NRDC tried to sell the chain, but there were no takers. By May of 2009 all of the Fortunoff stores had been shuttered.

HBC started in the fur trade.

Meanwhile, NRDC had purchased the Hudson Bay Company, the oldest corporation in North America. It decided that the HBC staff could manage the remaining L&T stores from Ontario. The last work that TSI did for L&T was to help with the migration of the programs and data to an AS/400 somewhere in Canada.

This marriage did not work very well either. In 2019 L&T was again sold, this time to Le Tote, a company that rents women’s clothing (!). The flagship store on Fifth Avenue was closed in 2019 along with some of the other stores. The Covid-19 pandemic rendered the recovery of the remaining stores unfeasible. All the remaining stores were closed by the end of 2020.

The Lord and Taylor name remains in 2021, but only as an online retailer. I tried to find out if they still sell those long gloves. There was no search feature on the website, and there was no category that formal gloves would fit in. So, I don’t think so.


Most of my trips to L&T were one-day excursions. I rode an Amtrak train to Penn Station in the morning and caught a northbound train back home in the evening.

The approach to Lincoln Center is breathtaking.

On Thursday, March 6, 2008, however, I stayed overnight at a hotel. When the dates for the trip had been set, I checked to see what was being staged at the Metropolitan Opera that evening. When I discovered that Verdi’s La Traviata, one of my very favorite operas, was on the bill, I resolved to attend. I had seen this opera twice at the Bushnell in Hartford, and I owned a fantastic CD that featured Luciano Pavarotti and Joan Sutherland. I had listened to that recording dozens of times.

After work on the 6th I walked the 1.7 miles from L&T (or maybe the nearby hotel) to Lincoln Center. The theater was nearly full. My seat was near the front but way to the left. I had a terrible view of the stage, but the sound in the theater was so good that the awkward viewpoint did not affect my enjoyment much. I adapted.

The building was, of course, extremely impressive both on the inside and the outside. It was hard to believe that such a huge auditorium had such outstanding acoustics.

The curtain rose on the ballroom scene. I expected for my eye to be drawn to Violetta as the life of the party, but I was wrong. Even after she started singing I was slow to identify the shortest and chubbiest woman on the stage as the legendary lady of the camellias. Ruth Ann Swenson was in excellent voice, but it was impossible to suspend disbelief about her being either an irresistible Parisian courtesan or a woman in the last stages of consumption.

The other two leads, Matthew Polenzani and Dwayne Croft, were fine, but for me the real star was Franco Zeffirelli’s classic production. I especially enjoyed the last act, which employed the Met’s stage elevators and a staircase to transport the Germonds from Violetta’s parlor to her bedroom. Operas are seldom even slightly realistic, but I don’t see how this approach could be topped.

Swenson & Kaufmann.

I discovered when researching this section of the blog that the first few performances of this opera back in the beginning of the season had featured Renée Fleming. That would have been something to see, but, then again, I probably would not have been able to scare up a ticket on short notice. Furthermore, if I had waited a week, I might have been able to see Jonas Kaufmann as Alfredo. I did not know who he was in 2008, but within a few years he became the most revered tenor in the world.

The 2007-2008 season was the last that Ruth Ann Swenson performed at the Met. Peter Gelb did not offer her any more contracts, although he insisted that it was not because of her weight.


1. A detailed description of the AdDept system design can be found here. Unique features of the AS/400 are described here.

Norm.
Tom.

2. Norm’s LinkedIn page can be found here.

Chris.

3. Tom Caputo’s LinkedIn page is here.

4. Chris Pease was not related to Doug Pease, at least not closely. Chris’s LinkedIn page is here.

5. Esther’s LinkedIn page is here.

Jennifer.

6. Jennifer Hoke’s LinkedIn page is here.

7. I could not find a LinkedIn page for Ali Flack. However, there are strong indications that she continued to work for L&T after the management of the chain was turned over to HBC.

8. A detailed description of the AxN system can be found here.

1993-1996 TSI: AdDept-Burdines Interface

The proverbial brass ring? Continue reading

Even before I became a professional software developer, my friends and acquaintances often approached me with their ideas for computer programs. It started in the Army with Doc Malloy’s idea for a tennis game, continued through graduate school, and was nearly ever-present in my business life. It seemed peculiar to me that so many people seemed to imagine that I had a skill that they lacked but no idea how best to employ it.

I have a great idea for a software project!

In point of fact, the limiting factor in software development was almost always money. A new software system required a substantial investment to cover development and testing costs, as well as marketing expenses. Very seldom did the people who propose these project give any thought to helping to finance them. At least they never volunteered information about having a secret source of funds. They evidently thought that they should share in the imaginary profits because they provided the original idea. I sometimes told them, “ideas are a dime a dozen. Implementation is everything, and marketing brings it home.”

I had plenty of ideas of my own. A few of them, such as the idea of running several simultaneous “threads” for the cost accounting programs generated a bit of revenue for TSI. One of my ideas, the use of a butterfly-shaped website for insertion orders and emails for notifications, resulted in a very profitable product for TSI, AxN. The genesis of its design and the marketing concept that turned it into a financial winner is described here.

TSI’s clients also had a large number of ideas for programming, but they seldom expected us to work pro bono. I spent many hours researching and writing quotes for changes to our systems requested by our clients. I doubt that a month went by in which I failed to produce produce ten or twenty of them. I considered my most important responsibility at TSI to be providing a clear description of each requested project and assigning an appropriate cost figure.

Gilbert’s LinkedIn Photo.

Very seldom did someone approach me with a project that included funding. I can think of three times in forty years. Only one of these concerned software that we had already designed and coded. The person making the proposal was Gilbert Lorenzo1, who was one of the top bosses in the advertising department at Burdines, the Florida division of Federated Department Stores.

Gilbert telephoned TSI’s office in the early nineties. He had received one of our first mailings about AdDept, our administrative system for large retail advertising departments. He said that he would be in New England to meet with some people at Camex2, the company based in Boston that marketed a system for digitally producing page layouts for newspapers and large advertisers. He requested us to show him a demonstration of the AdDept system.

Most of this huge structure served IBM’s business partners.

We reserved some time in a demonstration room at the elegant IBM office in Waltham, MA. We had a relationship with this office, but we had never done an AdDept demo there before. I arrived there as early as I could to get the system set up for my presentation. It was a very nice facility that always impressed potential clients.

The AdDept system in those days was fundamentally sound, but many “bells and whistles” were added on in the subsequent decade. In almost every case they were suggested by and paid for by one AdDept client or another.

The most impressive thing about the demos in the early years was the speed with which the programs moved from one screen to the next. Once the tables were set up, a user could define all aspects of a new ad to run in dozens of papers in just a minute or so. This always generated the biggest “Wow!”

In our discussion after the meeting Gilbert said that he liked what he saw. He might have even said that he wanted to buy the system. However, I did not hear from him again for several years. This was consistent with what always seemed to happen with Federated’s divisions, a phenomenon that is explored in more detail here.


Meanwhile Burdines was—unbeknownst to me—experiencing explosive growth. In 1991 alone the number of stores increased from twenty-seven to fifty-eight through the assimilation of two Federated divisions— the Maas Brothers and Jordan Marsh stores in Florida. More stores were added throughout the rest of the nineties. By the end of the decade Burdines dominated the department store market throughout the entire state.

The purpose of Gilbert’s second contact with TSI was to invite me to Huntsville, AL, the home of a software company with which he was working at the time. I don’t remember the name of the company. I do recall that two of the team assigned to this project formerly worked as software developers at Camex before DuPont purchased the company and changed its focus. One of them was Mike Rafferty3, whom I had met at Camex’s headquarters when our common customers had requested that an interface should be constructed between the two systems, a project that was described here.

The software company in Huntsville had a very impressive headquarters. As I understood it, the company’s primary customers were NASA and companies that worked with NASA. That was de rigueur in Huntsville.

Gilbert explained that he was working with Mike and the others to develop a comprehensive software system for the advertising department at Burdines, and he hoped and expected that the other Federated divisions would also use it. He wanted TSI (or at least me) to participate in the project, and he insisted that he had the funding for it.

Mike described their approach to the project. They intended to use a home-grown database that resided on a server, but most of the programs would reside on the individual “clients”—PC’s or Macs. When I told him that TSI’s programs were written in BASIC, he suggested that we consider converting them to use Microsoft’s Visual Basic.

Most of the discussion concerned the scope of the project. They were interested in integrating something like AdDept into the unitary structure that they envisioned. No one addressed how TSI would be integrated into the development process. Maybe they expected me to fill in some of the details or to volunteer to research how difficult it would be. Maybe they knew that we seldom backed down from a project just because it was difficult.

The atmosphere was cordial and positive. I remember that we all went out to lunch together, and I ordered a Monte Cristo sandwich. Nevertheless, this meeting made me very uncomfortable. On the one hand, the prospect of installing a version of the AdDept system into all the remaining Federated divisions was way beyond tantalizing. It would be a dream come true. What they suggested would undoubtedly a big job, but TSI had a talented group of programmers who were quite familiar with both the subject matter, and the way that I liked to approach big challenges.

On the other hand, from my perspective the way that this project was described was adorned with “red flags”.

  • I had already researched the possibility of using Visual Basic. It might have been possible to convert some of the programs, but there were no tools designed to help. It would certainly have taken TSI several years to produce a workable system. We would be discarding all of the tools that we used in favor or ones that we had never used and, to my knowledge, had never been used by anyone in a data-intensive situation. TSI’s programmers would certainly need a lot of training. We would probably need to hire skilled employees or at least consultants to achieve any degree of efficiency.
  • Their whole architecture was different from what we used. In the AdDept system the data and all the programs resided on the AS/400 server. The “client-server” approach that they proposed located the data on a server, but the program were all distributed to the PC and Mac clients. To me this sounded like an administrative nightmare. All changes—including emergency fixes—must be installed on all of the clients.
  • I considered the AS/400 integral to AdDept’s success, and so did our customers. The operating system code was built on the database rather than the other way around. That meant that the system itself could never be used for programs with the the huge requirements for memory, disk, and processing speed that design and creation of advertising layouts required. The AS/400 was definitely not designed for that. However, it was ideal for administrative systems like AdDept. It competently handled so many problems with which all-purpose operating systems constantly struggled.
  • I trusted IBM and the AS/400’s database. I knew how to get the latter to function efficiently, and IBM’s support was unmatched in the industry. The idea of converting to a home-grown database seemed just preposterous.
  • By the time of the meeting in Huntsville TSI had finally turned the corner. The AdDept product had a solid client base and a good number of prospects outside of Federated. How could we continue to pursue AdDept development for those companies—which was relatively certain to generate revenue and good will—while devoting a great deal of time and attention to the massive Federated project? It did not seem possible to me.
  • Gilbert had said that he had funding, but he never provided any details about who, how, or how much.

Something about the project sounded fishy to me. They were interested in my participation, but they never specified how. Did they want to buy TSI? No one mentioned anything like that. Did they want to hire some or all of us? Did they just want me to consult with them as to the system design? Or was there something else?

At the end of the meeting, Mike asked me what format TSI preferred for exchange of information. Both of the programmers were very surprised when I told them that our offices were connected to all of the clients’ AS/400s via phone lines. We used the AS/400’s built-in messaging and word processing. No one had ever asked us to communicate outside of that.4 I told them that TSI’s employees had PC’s, and the company had a few modems, but we mostly used the PC’s as terminals to the AS/400.

The group did not come to any agreement about how the project was to proceed. I had an impression that they thought that I (who was well into my fifth decade on the planet) was a fossil. I, on the other hand, thought that they, who had dealt almost exclusively with production of ads for newspapers, dramatically underestimated the difficulty of designing a single multi-user database that was capable of handling all aspects of scheduling and managing the financial aspects of all media. The planning and cost accounting modules were even more challenging.

After the meeting I had a little bit of private time with one of the principals of the software company. He asked me what I thought about the project. I told him that it was interesting, but I did not see the ROI (return on investment) for combining the two systems. I remember his exact words. “ROI. Oh, yeah, where’s the ROI?”


I did not hear from any of them again, and I did not press for inclusion in their project. In all honesty I had too many other things demanding my attention. After a year or two I sometimes wondered whether Gilbert had abandoned the project or had gone ahead with it. The answer, it turned out, was somewhere in between. I spent no time searching for information about the project, but little hints turned up occasionally.

Our liaison at Lord & Taylor, Tom Caputo, described to me his experience interviewing for a job in the advertising department at Bloomingdale’s, a Federated division in New York City. He asked the people there about their computer system. They showed him boxes that contained the software for the FedAd system, which Federated had sent them and told them to use. The people at Bloomies had never unsealed the boxes.

When I installed the AdDept system at Macy’s South5 in December of 2005, TSI’s liaison there was Amy Diehl. Her official title was “FedAd Coordinator.” By then I knew that FedAd was the culmination of the project begun by Gilbert Lorenzo more than a decade earlier.

I soon learned that the advertising department at Macy’s South was not actually using the FedAd system at all because the programmers had admitted that it could not handle the department’s planning process. Instead they had been using parts of a previous version called Assets for a few tasks. I was astounded to learn that the Assets system used a Microsoft Access database. They had sent a boy to do a man’s job! Federated Systems Group no longer supported it.

Later we heard that Macy’s East was using the FedAd system, which by then had been given a different name. At the time its advertising department was still using the Loan Room system that TSI had written and implemented for them in the early nineties. That meant that for years the details of every ad were being entered into at least two separate systems.

I even quoted a bizarre request from Macy’s systems people to write an interface between their system and AxN. I provided them with a quote, but nothing came of it.

In all of that time—more than two decades—I never heard anyone say anything good about FedAd. As far as I know it generated a great deal of expense and not a penny of revenue for the company. I only knew of one department that used it. TSI, in contrast, sold and installed thirty-five AdDept systems, each of which was customized to the needs of the individual departments.


On the other hand, I might have been able to carve out a career as the guru for Macy’s concerning administrative software for advertising. That would have certainly been something to crow about. After all, when the game was finally ended, Macy’s had all the marbles.

I doubt that they would have let me—and whatever portion of TSI was involved—participate from Enfield or East Windsor, and I doubt that they would have let us continue to perform or oversee work for their competitors. They might have allowed me to program for the AS/400—I saw several of them at the FSG data center in the Atlanta area. However, it was more likely the Gilbert would have required everyone in the process to use the same database. He seemed to be calling all the shots.

So, I probably would have had to sell my soul to Macy’s. I might have made a lot of money, but I think that I would have been miserable. Almost everyone in my acquaintance who had worked for one of our clients and then worked for Macy’s or a Federated division quit in the first few years and was openly bitter about the experience.

Finally, I must add that I suspect that there was a good possibility that the invitation to Huntsville was just a ruse to get me to expose the totality of the AdDept system to people who might be able to replicate it.


Epilogue: While researching the blog entry for TSI’s relationship with Federated Department Stores (posted here), I discovered that Val Walser’s LinkedIn page prominently features how she “directed development of a sophisticated, integrated software product” in the division run from Seattle. It must be referring to the system that Gilbert and Mike envisioned so many years earlier. I never heard anyone mention any other such system.


1. For some reason Gilbert Lorenzo has two LinkedIn pages. They are available here and here.

2. The Camex system was used by both of the first two AdDept users, Macy’s East, and the P.A. Bergner Co.

3. Mike Rafferty’s LinkedIn page is here. It did not provide much information about him when I discovered it in 2022.

4. Keep in mind that the Internet was in its infancy. At that time Microsoft had not yet completed its domination of the word processing and spreadsheet markets. Technical people used “message boards”, not email, for communication. AOL did not hit the web until 1997.

5. The installation at Macy’s South is described in detail here.