Tag Archives: TSI

1988-1994 Living in Enfield

Posted on by
2

Our first few years as a suburban couple. Continue reading →

Paul Robeson as Othello.

Enfield is the northernmost town in central Connecticut. Historically it was noted for its two industrial giants, the Hartford-Bigelow Carpet Mill and the Hazard Powder Company, which manufactured gunpowder.1 The town had two claims to fame. 1) Enfield Square was the only mall between Hartford and Springfield, MA. 2) Enfield was at one time home to the great Paul Robeson2, or at least to his family. For some reason almost no one in the area seemed to care about the second distinction.

The Neighborhood: Our ranch house on North St. was much more modest than the Robeson’s stately dwelling, and so were those of our neighbors. I did not really know how to be a good neighbor. In the years following our move to Enfield I only really met one of our neighbors. A man named Fred, who was perhaps twenty years older than I was, told me a little about the history of our property. I never really got acquainted with anyone else in the neighborhood.

Part of the reason for this might involve the house’s peculiar layout. The front door to our house faced North St., but the driveway was on Hamilton Court. Fred was our neighbor on that side. The west side of the yard was fenced to separate it from the driveway and sidewalk leading to Hazard Memorial School. Directly across Hamilton Court from us was a two-story house that was divided into four units. It had dozens residents over the years. We seldom interacted with any of them. On the other side of North St. was Allen St., which had only a dozen or so houses before it dead-ended. There was also a house directly across North St. from ours, but I don’t think that we ever met the occupants.

Every year Fred got out a stepladder and trimmed the bushes that separated his backyard from the western side of our yard, which we thought of as the back yard. He informed me that the line of bushes was actually in his property.

Yard Work: That was fine with me, but when Fred and his wife moved to Florida a few years later, the first thing that the family that moved in did was to install a wooden fence adjacent to the bushes. So, the responsibility for maintaining the bushes fell to me willy-nilly.

Those were by no means the only bushes on our property, There were good-sized forsythias in both the northeast and northwest corners of the property. Large burning bushes flanked the house on both sides. Knee-level evergreens decorated the north side of the garage and part of the front. We had at least one rhododendron and two mountain laurels. There were hollies in the front side of the house, but I think that Sue put those in later to replace something else. A hedge of some kind that was about eight feet long, two feet thick, and four or five feet high was positioned fifteen or so feet in front of the door leading to the entryway.

I suspect that the power hedge trimmer might be in this box.

I was well aware that grass and weeds grew, but it had never really occurred to me that these bushes would keep growing all spring and summer, as well as most of the winter. Keeping all of these bushes from overgrowing the house was a task that I had not reckoned on. I bought a power hedge trimmer, but it was heavy, and it could not handle some of the thick branches. I used it on the hedges sometimes, but for most of the other bushes it was easier to use old-fashioned hedge clippers and a lopper. Of course, since we had never faced the issue of bushes before, I had to buy those as well.

Then there were the trees. The property had a spindly pine tree on the east lawn and nine maple trees—seven big red maples that encircled the house, one even larger green maple, and one small Japanese maple that really seemed out of place. In the spring the maples shed thousands of those little helicopter seeds, many of which took root in our gutters. In the fall, of course, the trees discharged all of their leaves.

The very best thing about life in Enfield in those days was that the city had hired a company to come around once a year to vacuum up leaves from the curbside. In our neighborhood it occurred a little after Thanksgiving. I bought a backpack leaf blower, but it still took a lot of time and effort to blow all those leaves down to the street. Even though our corner lot provided us with more footage on the two streets on which we lived than any of the neighbors had, it still seemed as if our mountain range of leaves was as lofty as anyone’s.

The leaf blower has rested in the garage for years.

The town eventually discontinued the blatant socialism of this service. It was replaced with leaf pickup days. The leaves all had to be bundled in large paper bags, and there was a limit to how many could be left at one time. I seem to remember that they allowed twenty bags at a time. When the objective was changed to getting the leaves in bags rather than down to the street, the usefulness of the leaf blower decreased markedly. I eventually abandoned it in favor of old-fashioned rakes. Sue insisted that the best way was to rake the leaves onto a sheet and then carry the sheet to the destination. I tried this, but found the extra step saved no time or effort.

At some point Enfield stopped accepting the bags, too. Instead brown tipper-barrels were supplied. Every week a truck came to collect their contents, which could include any type of lawn waste. Well, my yard’s leaves could fill dozens or maybe even hundreds of those barrels. I decided to just chop up the leaves in October and early November using the lawnmower with its mulching setting. I have been satisfied with the results.

I also had to take care of the 10,000 square-foot lawn, of course. When I say “take care of” I actually mean “mow”. I never fertilized or watered it, and I only spent any time weeding it once—on August 17, 1988, as explained here. I probably should have bought a small tractor as soon as we moved in. It would have paid for itself several times over. However, I was a several decades younger when we moved to Enfield, and I actually liked the exercise of mowing the lawn—as long as the mower was self-propelled.

I went through three or four lawnmowers before I purchased in 2011 or thereabouts a really good one from the Honda dealer across the street from TSI’s office in East Windsor.

Gardening: Vegetable gardening was my primary hobby when we lived in Rockville. When we looked at houses, I always tried to imagine where a garden could be located. It was not easy to find a decent spot on a lawn that also featured so many maple trees that became very leafy just when the crops needed sunlight.

My main garden was a square patch—perhaps fifteen feet on each side—of land right in front of the bushes on the north side of the house. It was between two trees and far enough away from the house that it received six or seven hours of direct sunlight during the summer months. This was adequate for most popular plants, but it was a continual frustration for me, especially since I understood that over time the trees would only get bigger.

That small piece of land was thickly covered by a thick mat of zoysia grass. I needed to use a spade to remove the turf during the first spring. It was backbreaking work, but I persevered. Then I borrowed Betty Slanetz’s rototiller to cultivate the soil. That was much easier, but in the process I accidentally punctured one of the hoses for the sprinkling system that lay beneath our entire lawn.3

I planted the usual crops—tomatoes, peppers, beans, broccoli, cauliflower, Brussels sprouts, and peppers. I had very little luck with root crops—onions, garlic, and carrots. I never did figure out what was wrong with my technique. My carrots never got more than a few inches long. The onions that I produced were scarcely larger than the sets that I planted in the spring.

In later years I purchased the starters for my tomato plants from Jeanie Smith, who lived at the northwest corner of North Maple and Moody Road. I tried several different kinds of tomatoes, but my favorites were (if I remember correctly) Red Rockets. Unfortunately after a few years of spectacular harvests, they got the blight, and it apparently leached into the soil. Thereafter, my harvest were not very good, and there really was nowhere else on the property suitable for growing tomatoes.

In point of fact, I really was not that big a fan of tomatoes per se. However, the chili that I made with freshly picked tomatoes was just delicious.

My favorite crop was green beans. I tried both bush beans and pole beans. I had some really good harvests, but the Mexican bean beetles, which seemed to arrive en masse in early July were devastating. During the first year I went out every morning and pulled off beetles with my fingers. They always hid on the underside of the leaves. I really did not want to use an insecticide, but I could not come up with another way of keeping the beetles and their voracious larvae from destroying the entire crop. In most other cases I eschewed the use of pesticides in order to protect the cats.

One Christmas Tom and Patti Corcoran gave me a book by Mike Wavada entitled All I Know about Beans and Beetles. Every page was blank.

Since I lived in New England I felt compelled to grow squash and zucchini. Nice crops of broccoli and cauliflower resulted after I learned about bacillus thuringiensis (BT), the environmentally safe way to eliminate cabbage worms. I grew some Brussels sprouts that produced little cabbages well into December. One mild winter one of the plants even wintered over and produced more little heads in the spring!

On the west side of the lawn by the fence I grew some asparagus and strawberries. These plants required an awful lot of weeding and attention, but they both produced nice crops for several years.

I gave up on the main garden after a few years. The growth of the surrounding trees had made it increasingly difficult for the crops to receive sufficient sunlight. I kept up the asparagus and strawberries for a few years after that. At some point I probably just became too busy to pay them the attention that they needed.

The Basement: The house on North St. had a full basement. The staircase down was in the hallway that led to the bedrooms, and the door was directly across from the entrance to the kitchen.

The washer and the shelves. The dryer is long gone.

Two large shelving units were built into the walls of the basement. It would have been a huge undertaking to remove them. We did not even consider doing so. The one on the north side we used for storage of books and games that were seldom used and the indoor side of the landing spot for the cats coming through the cat door. Next to it on one side was the case that held the fuses; on the other were the washer and dryer.

A small piece of plywood served as a ramp from the cat door to the top shelf. From there the cats made a right turn and walked over to the edge, jumped down to the washing machine and from there to the floor.

The sprinkler unit is in here somewhere near the shelves.

Next to the shelves on the west wall was the control unit for the underground sprinkler system. I played around with this enough to figure out that I did not want to use it. I saw two disadvantages: 1) Our water bill would increase. 2) The grass would need to be mowed more often.

For my fortieth birthday Sue bought a ping pong table. Evidently I had once told her that I played some ping pong at Allen Rumsey House in the sixties. It was not one of my better sports, and it certainly was not hers. I set it up near the shelves that held games and books.

We played a few times, but it frankly was not much fun. The area where the table was installed was not really suitable. There was not enough light and room for a good game. Furthermore, Sue experienced a lot of trouble keeping the ball on the table.

I drew a red box around the Mateus bottle on the edge of the ping pong table. This is, I think, the bottle from this story.

At some point Sue became interested in N-gauge model trains. She converted the ping pong table into a small train layout. For all that I know, that may have been part of the reason that she bought the table; I certainly never suggested that I wanted one. She and Brian Corcoran also formed a company for purchasing gear called the B&S railroad. All of that stuff is still down on the table in the basement, but only a trained archeologist could unearth it today.

After we got our new kitten, Woodrow, I found an old door that somehow had appeared in our basement. I converted it into a ramp for him from the top shelf down to the ping pong table. A box was strategically positioned to make it easier for him to reach the table. Woodrow used the ramp to get down for the rest of his life, but he preferred to climb up the bookshelves when he wanted to go out. He also like to shinny up trees when he was chasing squirrels in the yard. However, he did not like to climb down, and I had to rescue him a few times.

The rest of the basement was soon filled with boxes of Sue’s junk. Many of them have never been opened since we moved into the house, a period of nearly thirty-four years!

Sports: My interests in most sports waned considerably after we moved to Enfield. I still watched Michigan football games on television, however. Someone even gave me a license plate holder that celebrated Michigan Football. In 2021 it is affixed to its third car.

I began to take jogging more seriously. Enfield is one of the flattest towns in Connecticut, a distinction that made it rather easy to design a course of almost any length that did not involve hills as steep as the one on which we lived in Rockville. I often took a long lunch break that consisted of a run of a few miles, a shower, lunch, and a short nap before I returned to the office.

I buried Woodrow beneath this burning bush

In good weather I ate lunch at our picnic table and napped on the small mattress that came with the camping cot that Sue had purchased when we lived in Rockville. Rocky, the cat that moved with us from Rockville, would emerge from his favorite sleeping sport in the forsythia bushes and beg for a morsel of human food. The tiniest bit satisfied him, and he returned to his bush. As soon as I lay down for my nap, Woodrow, the trailer-trash cat that Sue brought home from St. Johnsbury, VT, generally ambled over from his napping spot beneath the burning bush and plopped himself next to me on the mattress.

4.25 miles between the canal & the river.

I also found two other very enjoyable places to run. The trail at Windsor Locks Canal State Park, which started in Suffield, CT, and the trail that stretched from Northampton to Amherst in Massachusetts.

I became rather serious about the activity. I tried to run as much as possible, even in the winter, although I never ventured out in ice, snow, or, for that matter, rain. I ran eighteen miles one morning in the fall. I refused to carry water, but I did place water bottles at two places along the route. Those were my only stops. I am not sure of the date, but I do remember mentioning it to prospective clients on the trip that I took to Seattle, and that was in 1992 or thereabouts.

I also remember that I ran a few miles the next day. That allowed me to brag to a serious runner, who was a friend of Sue’s from high school, that my personal best for a marathon was twenty-five hours.

This is #12. Feel free to hum along.

Classical Music: While running I listened to music on a Sony Walkman with headphones. I bought a lot of cheap cassette tapes of orchestral works by an eclectic group of classical composers. I made an effort to become familiar with most of the popular composers. My collection included only a few operas. Cassette tape drives were installed on both my Saturn and the Honda that I bought in 2007.

I remember mentioning one afternoon to someone at TSI’s office that while jogging on South Road I had been listening to one of the Hungarian Rhapsodies. I was startled to find myself leaning so much to one side that I almost lost my balance. Then it dawned on me why it had happened. I had just been Liszting.

Entertainment: I have difficulty remembering what we did for amusement during these years. We certainly visited the Corcorans often, and I attended a number of softball and soccer games that involved my sister Jamie’s kids. We went to a Springfield Indians hockey game with Sue’s dad once.

On March 11, 1988, Sue and I saw Roy Orbison at Symphony Hall in Springfield. The warmup act was a comic whom I had never heard of. This was perhaps the most well-behaved crowd in the history of concerts. People who left the concerts patiently waited for “Walk” lights before crossing the deserted streets.

We also enjoyed seeing Sam Kinison at the Paramount Theater in Springfield. I don’t know the date, but the comic died in 1992.

For several summers after we moved to Enfield Sue’s youngest sister hosted a day-long “Betty Bash” at the house in which she lived with Don and their parents. I really enjoyed these events. I always participated in the volleyball games and the epic croquet games (played with Slanetz rules). The food was typical picnic fare combined with special dishes that Betty concocted. Tom Corcoran always came. I remember that Jamie brought her son Joey on his fourth birthday.

I got to meet quite a few of Betty’s friends. They were all considerably younger than I was, but it was easier to relate to them than to the Enfielders that I knew.

Trips and Visits: Sue and I took two big international vacations during our first years in Enfield. The fortnight in England is described here. The write-up of the Turkey-Greece cruise begins here.

Sue and I almost certainly took some shorter trips, but the only one that I remember was the visit that we made to one of Sue’s high-school friends in Austin, TX. That trip involved a drive in a rental car from Dallas, where I did a presentation of the AdDept system for Neiman Marcus. That successful experience is described here.

My parents made at least one trip to New England during our first years in Enfield. I don’t think that they ever stayed in our guest bedroom. Instead, they stayed at a hotel near my sister Jamie Lisella’s4 house in West Springfield, MA. My recollection is that the hotel was a Howard Johnson Motel on Route 5. I think that this hotel shut down, and in later years they roomed at the Hampton Inn that was built almost directly across the street.

My parents spent most of their time with Jamie and her kids. I remember, however, that Sue and I drove mom and dad to Old Sturbridge Village once. I remember only that it was quite cold, and we ate lunch or supper at the Publick House or the Bullard Tavern. They seemed to like the idea of having a genuine (well, sort of genuine) New England experience.

I am pretty sure that they came to Enfield for a picnic lunch or supper in our back yard at least once during these early years. I don’t remember the details.

A fairly recent view of the mall from the north. The big building in the center is a Target that was added in 2001

Retail: The mall in Enfield, which is now known as Enfield Square, was developed by the May Company, one of TSI’s primary customers. It opened in 1971, just before I met Sue in my first stint in Connecticut. The mall originally housed three anchor stores—G. Fox (one of May’s department store chains), national chain JC Penney, and Steiger’s, a small chain of department stores based in Springfield. Dozens of smaller shops and eventually a twelve-screen theater were housed in the mall.

You won’t make it in less than ten minutes. There are eleven stoplights on Hazard Ave.

Four large strip malls were built on three sides of the mall. A fifth was positioned a block to the east near several auto dealerships and the post office. At least two or three very large grocery stores have been located in them throughout the years that we have lived in the area. Nearly every type of retailer could be found in a fairly small area. All of these stores were easily accessible from I-91 and Route 5. It was (and still is in 2021) the only large shopping area between Hartford and Springfield, MA. For almost two decades Enfield Square was the only enclosed mall in the Hartford area that was east of the Connecticut River.

Great numbers of people came to Enfield to shop in the years after we moved to Enfield, and the people who lived in Enfield felt little reason to go elsewhere for retail therapy. It was very convenient for Sue and me; our house was less than three miles away.

Sometimes individual retailers seemed guilty of very poor planning. For several years there was a McDonald’s across the street from the mall on both the north and south sides as well as one inside the mall. That last one closed when the mall began to deteriorate.

There was also a RadioShack on the south side of the mall. In the late nineties I made numerous trips to the company’s headquarters in Fort Worth. One day someone in the advertising department heard that I lived in Enfield and told me that the Shack was opening a new store there. I told them that there was already a store in Enfield and asked for the address of the new one. It had a low number on Elm St., which is the street bordering the north side of the Enfield Square. Shortly thereafter a new Shack appeared in the strip mall north of the mall, but—no surprise to me—it lasted less than a year. Many more details concerning my experiences with RadioShack’s advertising department, the other divisions of Tandy, and Fort Worth(less) are recorded here.

Restaurants: By the time that Sue and I moved to Enfield a large number of restaurants had sprung up in and around the mall. The former group included Ruby Tuesday’s and a few transitory fast food places. Of the ones on the periphery The restaurant that has lasted the longest is Olive Garden, which was and still is on the edge of one of the strip malls south of Enfield Square. I went there for lunch with clients or employees a few times.

Originally the building adjoining the Olive Garden was occupied by another Darden Restaurant, Red Lobster. When Red Lobster closed a new restaurant called the Hazard Grille5 opened there. Of all of the local eateries it was our favorite. Sue especially liked it when local musicians performed there.

We went to Ruby Tuesday’s fairly often. We liked the salad bar. We picked up fried chicken from KFC on Route 5 with some frequency until its owner retired and closed the store. We tried most of the other restaurants at least once, but we never became regulars at any of them. My dad and I often ate lunch at the Friendly restaurant in the mall’s parking lot. Our orders were totally predictable. He always ordered a senior turkey melt and a coffee. I always got the Reuben SuperMelt and a Diet Coke. Details about my dad’s life in Enfield are posted here.

Among the restaurants that we definitely did not frequent were the other two restaurants with stand-alone buildings on the grounds of Enfield Square. We went to Chi Chi’s once; we did not enjoy it at all. We found the fancy Italian restaurant, Figaro, to be grossly overpriced. I don’t think that Chi Chi’s made it to the twenty-first century, but Figaro is still operational. Sue and I dined there once with my Advanced Italian class.

The Lockes: Sue’s mother’s maiden name was Effy Locke. She had four brothers, three of whom lived in Enfield, as did almost all of their offspring and their offspring’s offspring. So, during the first years of our residence in Enfield Sue and I became much more involved with both her many relatives and the few of mine with whom I had any dealings.

It frankly astounded me that so many people in one family lived so close together. My relatives for the most part spread to the four winds as soon as it was feasible.

I must admit that I had a hard time adjusting to the Lockes. They all had a lot in common and seemed to get along well with one another, but I could not seem to find a way to fit in. I could seldom find anything to talk about with any of the male members of the clan. Most of them drove trucks as part or all of their jobs. The family game was a very simple trick-taking card game called Setback.

The exception in Sue’s family was her uncle Bob Locke, who lived with his wife Carol6 in western Michigan. He worked as an engineer. Their family, which included three daughters named Deb, Wendy, and Sandy7, drove out to Connecticut in an RV at least a few times. Whenever they did, one of Bob’s siblings threw a party that inevitably included a softball game. All the cousins attended. I played too, at least once.

Of all of Sue’s uncles the one whom I knew the least well was Chet Locke, whose wife was named Elsie8. They had two sons. Tim and Natalya live in Stafford Springs in 2021. I never got to know them very well at all. Paul married one of Betty Slanetz’s best friends, Karen Shapiro. Sue and I went to their wedding, which occurred in the early nineties. In 2021 the couple have two grown children.

I knew Charlie Locke because he worked as an electrician for the Slanetz Corporation. I am pretty sure that he and his assistant did the wiring for our office in Enfield. His wife’s name was Gene.9 They had two daughters, Patti Caswell10 and Kathy Stratton. I hardly knew either one of them.

Ted and Judy’s house.

Ted Locke and his wife Judy lived in the house right across the street from the house in which Sue grew up. Since both Don and Betty lived there with their parents (until they moved to Florida), Sue and I saw Ted and Judy quite often. Until she died in 1990, Sue’s grandmother Molly Locke lived with Ted and Judy.

Ted and Judy’s family family included three children. Sue Tkacz is a very perky lady, with whom I have exchanged greetings on a few occasions. Sue and I went to a Christmas party at the home in Somers of Glen Locke and his wife at the time, Sue. The youngest son, Jim, lives in Enfield. His wife Ann worked for TSI for a while.

Almost all of these people—or maybe I should say almost all of the males listed above—were very much into cars and, especially, trucks. So was Don Slanetz. They also knew a lot about who was building or buying real estate or equipment in Enfield and the vicinity. I found it extremely difficult to avoid being a bump on the log at the frequent family gatherings of the Locke clan. My fields of interests are quite diverse, but none of them seemed to overlap the interests of any of these people.

The only exception to the above statements that I can think of was Sue’s Uncle Bob. He seemed different from his brothers. I also got along with Sue’s mother and her sisters and most if not all of the women in the extended Locke family, and I do mean extended. Almost all of Sue’s cousins have at least two children and some members of that generation also have children.

The Slanetz Reunion: Seldom had I ever even met any of the relatives of Sue’s father, Art Slanetz. I have a very vague recollection of meeting Sue’s cousin Diane Davis11 back in 1972 or 1973. We encountered her by chance on the street in Rockville. I don’t remember any more than that. I also have a very hazy recollection of going to the house in Enfield of Art’s sister, Margaret Davis12. I remember being told ahead of time that Art and Margaret did not get along very well. I retain a very strange recollection of having brought her a doormat as a present. I have no idea as to what the context could possibly have been. Other than those two events I had no dealings with or information about Art’s side of the family—with one exception.

Mark Davis and Sue.

I had heard stories about the wunderkind, Margaret’s son Mark. He was reported to be the smartest of all of Sue’s cousins, and in fact the smartest person in his age group in all of Enfield.

I am not sure who came up with the idea of a reunion of the Slanetz family in 1992. It might have been Mark. It was held during the summer at the house in which Sue grew up in 1992. I am not sure why it was held in Enfield. In some ways it was a central location. Carloads of people drove from Long Island, New Hampshire, and Vermont. A few also came from much farther away.

I must admit that I was dreading this event. My only dealing with in-laws13 had been at the get-togethers of the Locke family in which I always felt ill at ease. In point of fact I would have skipped it if I could. However, I did attend, and I was very glad that I did.

The Slanetzes were nothing like the Lockes. Although quite a few had been born in the Enfield area, only Art and Margaret had stayed there. They seemed to have spread out all over the country, and their number included an impressive array of intellectuals, businessmen, and creative people. There was no family business, as far as I could tell. Most importantly, the conversations never approached the twin topics of trucks and Enfield gossip.

I don’t remember too many of the details. I do have a clear recollection of avoiding being included in the inevitable group photo.

Bill Slanetz.

The most famous attendee was Dr. Charles Slanetz Jr.14, a heart surgeon and researcher from Long Island. The most memorable connection that I made was with Bill15 and Norma Slanetz of Keene, NH, and their children Diane Patenaude, Jack, and David16.

Sue and I made several very enjoyable trips to visit with Bill and Norma. Bill was an avid gardener, and his garden was so large that, compared to mine, it seemed like a farm. I liked to wander around in it and examine the produce.

Their house was high up on a steep hill, and it was not easy to reach. Nevertheless, friends and family were always dropping by. The conversations were always interesting, at least to me, and some sort of activity, planned or spontaneous, always seemed to be happening.

Bill also liked to play bridge, and after I took the game up again in the twenty-first century, we sometime discussed the world’s greatest card game. Norma played too, but she was not as involved as Bill.

1. Both companies are defunct. the buildings of the carpet company have been transformed into apartments. Its Wikipedia page is here. Large portions of the powder factory were destroyed by a tremendous explosion on January 14, 1913. Its Wikipedia page is here.

2. Paul Robeson (1898-1976) is most famous for his portrayal of Joe in Show Boat, and especially for his unforgettable rendition of “Ole Man River”. However, acting was the least of his talents. He was a two-time all-American football player at Rutger, and he was such an outstanding student that he earned membership in Phi Beta Kappa and the Cap and Skull Society. He was also elected Valedictorian of his class. While he was earning a law degree at Columbia he played on two different NFL teams and appeared in several professional play productions. He spent much of his life giving concerts and lectures, often speaking about how much better he was treated by Europeans, especially Russians, than Americans. He was blackballed in the fifties and not prohibited from traveling abroad because of his political views. In 1940 he moved his family into a large house at 1221 Enfield St. (Route 5) in Enfield, which he owned for thirteen years during the highlight of his career as an entertainer. He was on the right side of history from start to finish but the wrong side of politics for most of the rest of his life.

3. This was not a great loss. If I had maintained the system over the decades that we have lived in Enfield, the sprinkler system may have significantly enhanced the value of the property. However, I had no intention of doing something so foolish as to pay higher water bills just to encourage the grass to grow more rapidly. So, the system probably would have ceased functioning properly at some point anyway.

4. A lot more about Jamie and her family has been posted here.

5. The Hazard Grille closed without warning in 2013. A couple of other restaurants succeeded it at that location with no success. In 2021 the building was torn down and replaced by a smaller building that is shared by Starbucks and Jersey Mike’s.

6. Carol died in 2018. Here obituary is here. Sue and I drove out to Michigan in the fall of 2008. We saw Bob, Carol, and their family on this trip, which is described here.

7. All three of the daughters are now married. Their names in 2021 are Deb Batts, Wendy Ahearne, and Sandy Mulder, and they all live in the Grand Rapids area.

8. Both Chet and Elsie are deceased in 2021. I could not find an obituary for Chet. Elsie’s is posted here.

9. Charlie and Gene are both deceased in 2021. Charlie’s obituary is posted here, and Gene’s is posted here.

10. Patti Caswell died in 2019. Her obituary is here.

11. Diane has apparently been married a couple of times. Her last name in 2021 is Clark, but her children are named Quinn.

12. Margaret Davis died in 2010. Her obituary is posted here.

13. Sue and I were not married then, but we were in the second or maybe even third decade of our whirlwind courtship. Everyone expected me to be at the family reunion.

Dr. Charles Slanetz Jr.

14. Dr. Slanetz died in 2006. The newsletter of the John Jones Surgical Society of Columbia University published a long obituary. It is posted here. Scroll down to page 11 or search for “Slanetz”.

15. Bill Died in 2017. His obituary is posted here. Sue and I drove up to Keene for the funeral.

16. David Slanetz died unexpectedly at his house on the island of Dominica in 2004. His obituary is posted here. Sue and I attended the memorial service.

1981-1985: TSI: A4$1: The Clients

Posted on by
3

We delivered the code. They paid us the buck. Continue reading →

IBM’s introduction of the System/23 Datamaster in June of 1971 was a tremendous opportunity for TSI. In fact, if the announcement had been a month later, I probably would have given up on TSI and looked for a job.

The Datamaster was one of the very few systems in the early eighties that offered small businesses of all shapes the opportunity to automate their operations. There were competitive hardware systems, of course. Some of them offered more processing bang for the buck, but none of them had the three magic letters I-B-M on the hardware. IBM had a well deserved reputation of delivering high-qualiity system with unmatched service. “No one ever got fired for recommending IBM,” was a popular saying.

What we did not realize until we got our hands on it was that the Datamaster was extremely easy to program. Of all the systems that we worked with, I enjoyed working on a Datamaster the most. We delivered an enormous amount of code to meet incredibly diverse requirements in a very short period of time.

We depended on IBM for most of our new clients. The exceptions were Harstans Jewelers (described here) and advertising agencies (described here and here). I am uncertain of the order in which we acquired the new clients. The order in which I have listed them here may not correspond to the order in which we did the projects.

In most cases we took delivery on their systems in our office in Rockville and then carted them to the user’s location when the systems (or at least the most important modules) were ready. Once this started we always had at least one system in the office until the time that we bought one for ourselves.

Paul Prior sold Ledgecrest in the eighties or nineties, but it is still in business in 2021. It is now called Ledgecrest Health Care Center.

One of the most memorable clients was Ledgecrest Convalescent Hospital, a nursing home in Kensington, CT. The proprietor was Paul Prior1, one of the most interesting people whom I have ever met and one of the few clients whom I got to know pretty well.

When Sue and I first met Paul I was quite intrigued by his business. Paul’s goals were not much different from those of any other small business. He wanted to bring his company into the twentieth century. Most of the applications that interested him were fairly standard,—patient billing and accounts receivable, accounts payable, and general ledger.

The last was his top priority because a high percentage of his receipts came from reimbursement from the government. The amount that the state reimbursed the business depended on his keeping a close eye on expenses. A mistake could cost thousands. So, the objective was to produce a system that allowed Paul to keep Ledgecrest’s expenses within state guidelines year after year. Anything over the legally prescribed “caps” would be disallowed.

The important thing was for him to learn where he stood while he still had time to do something about it. He needed to project his spending fairly accurately beginning in the middle of the year or even earlier. This sounded to me like something that would be valuable to all of the nursing homes in Connecticut. I had high hopes of marketing it to the dozens of nursing homes in the state, and I did. That effort is detailed here.

Paul also ran a second company called Priority Services. It provided Meals on Wheels to aged and disabled people.

After we won the contract and delivered the first part of the system, Paul told me how much he enjoyed working with the system. For reasons that I did not yet understand he had done all of the initial data entry himself. As usual he was drinking coffee from his dirty cup. He never washed it because, he said that it protected him from a weak cup. That was the day that he identified for me the feature in our systems (I forget exactly what impressed him) that convinced him to hire us. I chuckled when I informed him that our systems did not actually have that feature. He must have mixed us up with someone else.

Not for Paul.

Paul told me that he had been drafted in the fifties and took part in the Korean War. I don’t use the word “fought” because he told me that as soon as he got close to combat he “went over the hill”, was apprehended by MPs, and then spent some time in the brig.

When he got his discharge (I didn’t press him for details) and came home, he discovered that his older siblings had taken control of the family business that had been founded by their parents. According to Paul, everything was a mess. Bills were going unpaid, and the standards of patient care had dropped precipitously. Meanwhile his brothers and sisters were living high on the hog.

Paul somehow chased them out and took over the management and eventually the ownership of the business. He went to each creditor and arranged a plan for paying all the bills. Eventually he reestablished the reputation of the institution. I was very impressed by this. Nobody had ever related for the origin story of his business.

While I worked with Paul on getting reports from the G/L system to provide the information needed to maximize his income from the state, I got to meet the other three people in the office, all of whom were female. The first was named Dorie. She served as secretary and reception. She also paid all the bills. I don’t remember the second lady’s name. She was, among other things, in charge of Priority Services. The last was Paul’s daughter, Kathy, who helped out part time. I think that she was engaged to be married.

I don’t remember exactly what the system that we designed for Priority Services did. I think that they recorded who was to receive meals on specific days, and the computer printed delivery routes. I seem to remember that it also did billing. One day Paul asked the lady who ran this system to get me a cup of coffee. She asked me how I liked my coffee. I requested just a little bit of sugar and no cream.

Much too sweet for me.

The beverage that she brought me back was so sweet that I could not drink it. She explained that she could not find any sugar, and so she substituted a packet of Sweet’n Low. That didn’t seem like enough to her, and so she poured in a second envelope. From that day forward I drank my coffee black. I eventually learned to appreciate the bitterness.

The last system that we got working was accounts payable. I spent one session with Dorie in which I tried to learn how she did things. I asked her how many bills they had in accounts payable. She responded “None.”

I mansplained to her that I meant how many invoices that she had not paid yet. She insisted that she had none. Eventually I realized that, unlikely as it may seem, she was right. As soon as she got an invoice from the mailman she wrote out a check, stamped it with Paul’s signature, put it in an envelope, and mailed it.

Paul, perhaps mindful of his terrible experience with debts to vendors when he took over the business, tolerated this approach. However, he understood, that it tied his hands with respect to cash flow. Furthermore, after Dorie paid the bills they still had to be entered into the general ledger system.

The problem was that Dorie was terrified of the computer. The night after I talked with her about accounts payable, she could not sleep at all. I wasn’t there, but the next day she came to Ledgecrest and was ready to quit her job. Paul assured her that she would not be required to use the computer.

Instead, Paul entered in records for all the vendors himself. Once he had done so, it was easy for him to keep up with them. He did not need to enter a stack of open invoices and reconcile balances. Paul found something else to keep Dorie busy.

I doubt that anyone with an MBA would have approved of this extreme “Theory Y” management style, but it seemed to work for Paul.

Ledgecrest and Priority Services upgraded to a System/36 in the late eighties.

I can’t prove it, but I strongly suspect that NSNE was in the west side of the indicated building.

In many ways National Safe Northeast was not an exceptional company. Most of their customers were banks. By the time that I started working with them their primary products were no longer safes, but Automated Teller Machines (ATMs). Their office was in an industrial park in West Hartford2. The most peculiar thing about it was that four family members were often present: Tony Bernatovich, who ran the company, his wife Lynn, who had a title but no evident responsibilities, his daughter, who was sort of the office manager when she was there, and a very large dog.

They wanted us to install a rather standard bookkeeping system. We made very few adjustments to the accounts receivable, accounts payable, and general ledger systems. It made me wonder why the IBM rep did not just sell NSNE IBM’s packaged systems. They would have worked pretty well.

Tony’s real interest was in a customized payroll system. NSNE used a method called “half-time due”. You haven’t heard of it? Neither has anyone whom I have ever met. There is not the slightest passing reference to it on the Internet.

NSNE did not want its installers to work overtime. Since they were out on the road, it was difficult to control their hours. Employees who put more than forty hours on their timesheets were only paid half of their usual rate for the excess. Not double-time, not time-and-a-half, just half-time. If the total pay for the period was less than the minimum wage, they were paid the minimum wage.

Was this legal? I don’t know. There are several case files for lawsuits involving NSNE3, but I did not find any that involved complaints about illegal compensation schemes. Incidentally, although I was always on the lookout for an edge for our software, I never considered marketing this feature.

We primarily worked with three people at NSNE. Joan Kroh was the accounting manager. Her assistant’s name was Darlene. There was another employee named Jimmy. I do not recall either last name.

I am not sure what Jimmy did, but one morning no one else was there, and he was supposed to enter some accounts payable. The system was on, but he could not get it to work. I tried to talk him through it over the phone. I asked him to key in GO APMENU and then press Enter. As God is my witness, I talked on the phone with him for forty-five minutes, and he could not accomplish this. Finally, Darlene came in and keyed it in with no difficulty. It took her less than a minute.

I have two other fairly vivid memories. In one of them I was driving my car to NSNE. It overheated. I had to pull over to the side of the road. I loosened the cap on the radiator, and steam and hot water blasted me in the face. I was not hurt, but I was a mess. I went to NSNE anyway. I never have cared much about appearances.

This was not Joan’s team.

Darlene and Joan played in a woman’s football league. It was flag football, but these ladies were serious, and Joan was one of the best players. I was very impressed.

When the Lingerie Football League appeared on television I could not help thinking about the contrast between the ladies on TV playing “tackle” football in bikinis and shoulder pads and Joan’s teammates wearing sweatpants and tee shirts knocking one another on their asses.

This was not a pleasant drive. Route 44 can be very busy.

I never felt as ill-at-ease at a client’s offices as I did at John LaFalce, Inc., on Route 44 in Canton, CT. John4 was (and apparently still is) an interior designer. His retail office in Canton showcased a lot of eclectic furniture and doodads. I avoided the showroom lest one of my elbows occasion an unintended purchase. Rich people came there to hire him to redo the interiors of their Connecticut homes while they were living in one of their other houses. Or maybe vice-versa.

I think that TSI just implemented accounts payable and general ledger systems for them. We might have done some other programming that I don’t recall. There really was only one user, the bookkeeper, whose name was Jan Shustock.

I remember a meeting that involved one of the guys who ended up buying out John LaFalce, Inc. After the purchase they changed the name to LaFalce Campbell Robbins. The third person in our meeting was an IBM sales rep. The new owner mentioned something about red and blue not going together. As one, the rep and I held out our red and blue ties and looked down at them.

I also remember being stunned when TSI delivered the Datamaster that we had been working on to JLF. They asked me where, in my professional opinion, in their business office they should locate the computer system . They had sixteen employees, most of whom designed interiors for a living. They were asking a coffee-swilling code jockey how to arrange their furniture. I told them how long the cables were, but I refused to venture any further opinions.

SMI, in the south end of Hartford, has hardly changed in appearance at all in forty years.

Sue did most of the work for Standard Metals. The proprietor was Steve Buzash5. The person with whom we worked the most was named Carol. I recall very little about what we did for them, probably A/R, A/P, and G/L. I remember Steve talking with us about designing an inventory system. His inventory consisted of pieces of metal of various compositions, shapes and sizes. He often cut off pieces and sold them. It sounded like a nightmare to me.

Carol and Steve got married. They invited us to their unusual wedding, which took place on a large boat on the Connecticut River. After the ceremony there was a supper, which was followed by something that most of the people in attendance had never heard of, Karaoke.

Two people ran the show, a guy who served as MC and a woman in a sparkly dress who was obviously a professional singer. He told us tha we were going to be the entertainment, and we were going to have FUN!!!

To get things started, the lady sang a song. Needless to say, she hit every note perfectly and also inserted a few bel canto flourishes. Everyone was totally intimidated. I, for one, was wondering how far the shore was, and whether it would be worthwhile to try to swim for it in my suit and dress shoes.

When no one volunteered, the MC tried to coerce people into trying it. He promised “we will make you sound good.” A few people eventually ventured forth. I think that Sue sang a duet of something with Carol. The event lasted at least ten hours. No, I guess that would be impossible, but it sure seemed like it.

Dave Tine asked us to provide a computerized system for his sister’s company, Videoland, a company that sold home entertainment systems and rented VHS tapes. Its store and office were on Farmington Avenue in Hartford, but we never went there. I have a vague recollection that TSI did a simple inventory system for her. We probably also provided A/P and G/L systems. We billed Dave Tine for our work.

The company went out of business when Blockbuster Videos started appearing on every corner.

After we had a few installations, IBM accepted us into its fledgling Business Partner Program, which meant that we could make a little money selling hardware. One of our very first sales was to the Business Office of Avon Old Farms School. The Business Office Manager was Walter Ullram6. We sold them three diskette-based Datamasters. One was used for accounting functions by Mary Lee Pointe. One was used strictly for word processing by Walter’s secretary. The third was used by the bank. I don’t remember the names of either of these ladies.

The best thing about the AOF installation was that one-third of it required no support at all. The secretary loved IBM’s word processing system, and she learned how to use it from the manuals.

The first time that I visited AOF Walter showed me the system that he had developed for tracking on accountants’ sheets the school’s usage of oil in comparison with the heating-degree days. I was very impressed with how he had devised a scientific system to pinpoint inefficiencies and control the amount of money spent on heating all of the buildings. I was less impressed when I visited a few of the other buildings and saw that people there were coping with the cold weather by using incredibly inefficient electric space warmers.

I went to a very good prep school, but it was nothing like AOF. All Rockhurst students commuted. Most of the AOF students were boarders. They had uniforms, but they deliberately looked like slobs. We had no uniforms, but everyone dressed pretty nicely. The tuition at AOF was about thirty times what my parents paid. I soon learned that a lot of the AOF guys were “trust fund” students. Neither parent paid the tuition. It was paid by a trust set up when the parents divorced. Nearly all of the students were wealthy. Few were on scholarships.

I mostly worked with Mary Lee, whom I liked a lot. She had one very strange mannerism. A light on her telephone indicated whether calls originated inside the school or outside. When she answered outside calls, she began in a voice nearly as deep as Lauren Bacall’s, “Good afternoon, Mrs. Pointe speaking.” For inside calls, she sounded like Jerry Lewis’s falsetto, “Hello-oh?”

AOF reported a problem with connectivity. I cannot remember why they had to run long cables (maybe for Mary Lee’s printer), but they did. The cables did not run along the floorboards. They went through the walls and ceiling. We eventually discovered that the connections were OK, but some squirrels living above the ceiling had chewed through the cables.

Deposits at the AOF bank were not insured by the FDIC.

I was surprised to learn that AOF had a bank for its students. The parents did not send money for incidentals directly to the students. Instead the money went to the school, and the students were allowed to withdraw it. It was a simple system to write, and the lady who used it really liked it.

All in all this was a very satisfying installation. Walter and the users bragged about it to others in the faculty. I was considered a hero by all of the people that I worked with, and TSI made quite a bit of money on it.

I knew that there were quite a few prep schools in New York and New England. I was hopeful that there might be business office managers at some who were interested in automating. When I learned that Walter’s brother held that position at Westminster School in Simsbury, I was pretty optimistic. The story of our attempt to market Mary Lee’s system is told here.

Another favorite client was Viscom International in West Simsbury. Although their business was the importing and marketing of parts for boats, three of the four employees had formerly worked at advertising agencies. In fact, “Viscom” was short for “visual communication”. They were therefore very interested in the ad agency system that we had developed for Harland-Tine.

The principals were Curt Hussey and Frank Hohmeister7. The third advertising guy was an artist. I don’t remember ever even talking with him. Mostly I dealt with Curt and the administrative person, whose named was Mary. She also doubled as a model in ads that they produced to feature marine equipment that they imported from France. As Frank remarked once, “She could fill out a pair of jeans.”

The most enjoyable thing about this account were the lunches that Kurt, Mary, and I consumed in the small restaurant in the shopping center in which they were located. I recall good food and good conversation.

The account itself was a fairly difficult one. The primary system was inventory, and users are often unhappy with their inventory systems. Every transaction must be perfect, and designing a bullet-proof auditing system is difficult. Although their system was working fine at the time, they eventually decided to buy an IBM AT and ditch the Datamaster. The primary motivation was that Curt wanted to be able to do spreadsheets.

My recollection is that Curt had a heart attack while I was still visiting Viscom frequently. He came back to work not too long after that.

Mary left Viscom to work in a restaurant well south of Hartford that was managed by her husband. Sue and I went there for supper once, but I don’t remember any details about it.

Viscom went out of business in 1993.

We sold two Datamasters to the Feldman Glass Co. in North Haven. That was one less than the number of companies that they had. The parent company manufactured glass bottles that they sold and delivered to companies in the Northeast that distributed food or anything else in bottles. This company required only fairly standard accounting software.

The second company was named Anamed. It provided hospitals and the like with small plastic bags that contained tooth brushes, combs, and other hygienic items for patients. I think that we wrote a billing program for this service.

The bookkeeping for these two companies and the data entry for the computer was done by a mother-daughter team. The mother was named Isabel Blake. I don’t remember the daughter’s name.

I don’t remember the name of the third company. It specialized in “fulfillment”. Liquor companies ran contests in which they awarded fairly valuable prizes in exchange for some large number (fifty or more) of labels from their bottles. I don’t know how that Feldman Glass got involved in organizing and keeping track of all of this, but I guess that it was no more distant from its core business than Anamed was. At any rate they told me how they wanted it to work, and I did it.

One day I overheard one of the Feldman/Anamed ladies say that they had bought the wrong computer. I knew very well that it was unlikely that they would have found anyone who was willing to customize three different systems for them on any other computer. It was much easier to criticize the Datamaster’s specs than the quality of the installations. Someone had probably scoffed a the notion of using an underpowered system. I assume that they bought something else after using our systems for several years. It was just as well. Their businesses were so unique that we could not really even use them as a reference account.

I could find no evidence of the existence of any of these companies past the early nineties.

One of our strangest clients was Hartford Cutlery, a one-man operation owned by Bob Burke8. His parents owned East Granby Machine9, which had actually purchased the Datamaster. Bob’s business was sharpening knives and scissors for restaurants. I don’t think that he had any employees. His grinding equipment was kept in a little room at his parents’ company, but the Datamaster was actually in his house a few blocks away. That’s right. We sometimes made house calls.

Evidently all restaurants of any note had at least two entire sets of knives and scissors. Once a week Bob picked up a tray of cutlery from his clients, sharpened all of the pieces, and then returned them to the restaurant. Maybe he could pick up and deliver at the same time if he came very early or very late.

We wrote a billing program for him. It saved him a lot of time. It fed accounts receivable and general ledger systems.

Bob felt constrained by geography. There were not enough high-quality restaurants within an easy drive for him to make very much money. I could see what he meant; East Granby is not usually considered the center of the culinary universe.

Bob then told me his plan, or maybe it was his dream. He wanted to invade New York City. His scheme was to rent (or inherit or buy or steal) a helicopter and begin making daily flights to the city to collect knives to sharpen. He figured that he could undercut the prices of the local competition and still make a hefty profit. We didn’t talk about how he would get around in the city. I suppose that he could buy (or inherit or rent or steal) a truck of some sort to hold the trays of cutlery as he went from one posh dining establishment to another. There might be a place to park it near the helipad, although, now that I think of it, parking spaces there went for upwards of $50 per day even in those days.

Bob used our software for quite a while, but then we lost touch. I have seen no evidence that he ever implemented the plan or, for that matter, that he didn’t.

Putt Brown ran his family’s business, Mono Typesetting, in Bloomfield. I think that he may have gotten our name from a mutual friend and client, Ken Owen, whose story is here. We did a time and materials billing system for him that fed rather standard accounting systems.

These were great, but newer ones were better.

Putt and I often ate lunch together. He was a peculiar dining companion in that he saw a menu as not so much a list of food choices as an agglomeration of type fonts. He often lamented about the state of his industry. He said that he was forced to purchase new electronic typesetting equipment every year. As soon as he got a new system it was obsolete.

I don’t think that he realized it yet, but not very long after this conversation everyone would become a typesetter. Every font imaginable became usable by every Tom, Dick, and Harry with a personal computer that cost a tiny fraction of the systems that Putt was burning through. I am pretty sure that Mono was the last standing typesetting company in the Hartford area, but Moore’s Law killed it as well.

This looks like work to me.

At the time I was a fairly serious vegetable gardener in the small patch of courtyard behind our house in Rockville. Putt told me that he was going to try raised beds for his next planting. Raised beds are quite a bit of work, but they allow more heat to reach the roots, which, for some plants, stirs more growth. It seems like the technique would work best for root crops. The other advantage is that you can sit down rather than kneel down when weeding the crops.

I wonder if Putt actually tried it and whether it worked.

In 1988 I was very surprised to see Putt again in a very unusual setting. In fact, I was wearing a disguise. The incident is described here.

This Atari ST sort of looks like a computer

Suzanne Nettleton owned and operated a company in Middletown, CT, called Professional Relief Nursing. The company maintained two lists, nurses looking for work and institutions looking for nurses. PRN then matched them up.

Suzanne had already had two bad experiences with computing systems. Several years earlier she had tried to get someone to develop a system for her on an Atari computer. You could play Pong on it, sure, but I never heard of anyone trying to develop an administrative system on one.

On her second attempt she did a better job of selecting the computer (a Datamaster), but she chose the wrong people to develop the software. It worked OK at first, but at some point they refused to support it any longer. So, Suzanne asked us to take over the maintenance.

We printed out the listings of the programs. They did not meet our standards by a long shot, but they were fairly simple. We insisted on converting the programs to meet our standards. She agreed, and we signed a contract. Over the years we did a fair amount of additional programming to provide a more comprehensive system.

I have two vivid memories of this installation. The first was the drive to the PRN office. I was shocked that there were two stoplights10 in Middletown on Route 9, a six-lane high-speed highway.

The second memorable event occurred when I showed up early one afternoon for an appointment with the guy that Suzanne had hired to operate the Datamaster system. When he saw the McDonald’s bag that I brought with me, he exclaimed, “Oh, you eat styro-food!”

By far the most prestigious name on out A4$1 client list was only three letters long, IBM. A new department devoted to the IBM Business Partner Program resided in the company’s Armonk, NY, complex. We drove there and talked with Dick Patten, the IBMer in charge of the program, about installing a customized system for lead-tracking on a Datamaster. He liked our approach, and we were equally enthusiastic because we had already developed lead-tracking software for our own use. We also had installed it elsewhere a couple of times.

So, we signed a contract. Dick was then shocked to find out that he could not get IBM to deliver him a Datamaster for several months. He was astounded even more when we told him that if he ordered it through TSI, we could deliver a system in two weeks. Our orders went through “the channel”, which, sometimes but not always, had much better delivery times than were available elsewhere.

For a moment Dick actually considered our offer. Instead, he informed his hardware contact at IBM about our offer. He then demanded to know why the business partners had better access to systems than the man IBM had chosen to manage the business partners. Evidently they found one for him.

While we were in Armonk we chatted one day with a female college student who was employed by IBM for the summer. She told us that IBM had a policy of providing summer jobs to offspring of its employees who were at or above a certain level. She qualified because of her father’s rank.

She said that hers was the best job ever. She astounded us when she disclosed her hourly pay rate. $17 sticks in my mind, but that seems excessive. Also, on her first day her supervisor told her to go to the supply closet and take whatever she thought that she might need. No one kept track of anything like that.

When IBM found itself in financial difficulties in the nineties, this young lady’s tale popped into my head.

TSI had two clients in East Greenwich, RI. One of our most important was an advertising agency that is described here. The other was on the other end of the spectrum. Thorpe’s Wine and Spirits, which I think was just called Thorpe’s Liquor Store in those days, was a small adjunct to Thorpe’s Pharmacy. The pharmacy was sold to a major chain (weren’t they all?), but the liquor store still survives.

Not Gil Thorp, Gill Thorpe.

The proprietor, Gill Thorpe, told us that he had a Datamaster that he would like to used for an inventory system for his liquor store. We had quite a bit of experience doing retail inventory by this time, and the liquor operation was much simpler than a chain of jewelry stores. So, we took on the project in spite of the distance. I found the contract for this account in a box that Sue stored in my garage. We only charged them $500!

We evidently did a good job. The operator, Richard Thorpe11 (Gill’s son), called us for support a couple of times, but he never complained about the system, and they never asked for any enhancements.

One of the last Datamaster clients that we worked on, and certainly the site of the last such system that was still in use was the Regal Men’s Store of Manchester, CT. This store also had the distinction of being the only TSI client (other than IBM) that I personally patronized. I did not go there often, but when I needed something, I generally made the drive.

There was not much to the system. My recollection is that they did nothing but accounts payable on their Datamaster. I would have remembered if we had installed an inventory system.

IBM stopped marketing the Datamaster in 1985. We still supported our clients, and more than once we helped them find used parts—usually diskette drives. In the early nineties we were still supporting all the software that we had written for the Datamaster, but we sent a notice to all of these clients that we would NOT address the Y2K issue on these systems, and we would not support them after 1999. By this time IBM had reasonable hardware alternatives for most of them, but none of the A4$1 clients hired us to convert their code.

This tiny ad is the only reference I could find on the Internet.

In 1999, however, the computer operator at Regal’s, Ann Gareau, begged us to make her system work past New Year’s Eve. I told her that they really should get a new computer and that all of our other Datamaster customers had moved on. She told me that management would never approve the purchase of another computer. She was probably right. The company closed its doors in 2000.

I told Ann that the programs would probably still work in 2000, but the aging would look strange. They might occasionally need to fudge the system date to get the program to accept some dates. She seemed satisfied by that.

I have a strong feeling that I left out at least one other A4$1 client.

1. I think that Paul still lives in Berlin, CT, in 2021.

2. The address was 21-C Culbro Drive. The street no longer exists. I don’t know what happened to it.

3. Among these is one that mentions the NSNE computer system. That’s us!

4. John LaFalce’s LinkedIn page is here.

5. Steve Buzash’s LinkedIn page is here. Evidently he has moved to Jacksonville, FL.

6. Walter Ullram is retired. He lives in Farmington, CT.

7. Frank Hohmeister died in 2015. His obituary is here.

8. Bob Burke died in 2015. His obituary is here.

9. East Granby Machine is now called Burke Precision Machine Co., Inc.

10. The state has a plan to remove these annoying lights in 2023.

11. Richard Thorpe died in 2010 at the age of only fifty. His obituary is here.

1981-1985 TSI: A4$1: The Beginnings

Posted on by
Reply

Anything for a Buck: Getting started. Continue reading →

We never turned down a project.

I have pretty clear memories of most of the clients1 from the very early days of TSI in Rockville, but I did not remember how we managed to develop the software for the first few. All of them except one either bought a new Datamaster or already had one at their offices.

The only computer to which TSI had access was a 5120. Both the 5110/5120 and the Datamaster used the BASIC programming language, but there was no easy way to convert code from one system to the other. If we did not develop the systems for new customers on the 5120, how did we write the code? I was pretty sure that we did not park ourselve in the client’s offices for weeks on end. For one thing, that would inhibit cursing, and it is not really possible to write good code without giving vent to a great deal of foul language. For another, we would have had to meet the client’s dress code every day. I would have certainly remembered that.

Sue reminded me that IBM in those days endorsed the policy of having the software developer take delivery on the customer’s hardware. The system would then presumably arrive at the customer’s location a short time configured and ready to use. Needless to say, this approach lasted only a few years, but it definitely gave struggling developers like us the opportunity to write a lot of software and simultaneously to put aside enough money to buy a system of our own.

This was accounting in 1980. By 1990 the columnar pads were an endangered species.

TSI’s first Datamaster client1 was our accounting firm, Massa and Hensley. Looking for a system to do time and material billing, they had purchased the tabletop model of the Datamaster. We met with them and designed a system that used three diskettes: JCPROG, which held all the programs, JCDATA for the keyed tables, and JCDET, to hold the transactions. The system had the following tables:

  • A table of client-related data that was keyed by a three-digit client number.
  • A table for each job opened for a client. The key was a concatenation of the client number and a five-digit job number.
  • Two job cost tables. One had every transaction; the other had the summary of costs by category. This arrangement violated the rules of normalization, but it facilitated some requirements. By the standards of the day the detail file was gigantic.
  • An employee table that was keyed by a three-character code.
  • A table of cost categories that also had three digit keys. The categories were of two principal types: time and materials. The entries in the time categories consisted of hours worked on a job. The entries in the materials categories were dollar amounts.
  • A rate table with a key consisting of the employee number and the category number. It might also have had a date so that they could increase rates to keep up with inflation.

The JCDATA diskette also had a table for a batch of transactions. This table might have been keyed by a letter so that more than one batch could be open at the same time.

My recollection is that there was only one menu on the JCPROG diskette. The user would place the program diskette in drive 1 and key in GO JCMENU. GO was a system command (ass opposed to a BASIC command) and JCMENU was the name of the program that displayed the menu of options.

Employees at both Massa and Hensley and Harland-Tine filled out forms like this every day. The category numbers were printed on the form. The employees knew by heart the client numbers and job numbers on which they worked.

Every day the operator keyed in a batch of transactions. The source documents were time sheets from the employees and other forms for billable materials. The program checked to see if the JCDATA diskette was in drive 2. If not, a message was displayed on line 24 of the screen to put it in. The entry and editing programs validated each field (client number, job number, employee number, category number) as it was entered. It printed a record of the transactions as they were entered. Transactions could be edited or deleted. When everything seemed correct, the program to update was run. The user was told to remove the JCPROG diskette from drive 1 and to insert JCDET. The records were then written on the history file on JCDET. Summary records at the job level were also written.

There might have also been a program to produce invoices to send to clients. Mass and Hensley may have opted just to produce a cost sheet for the jobs that they wanted to bill. I don’t remember.

We finished this project pretty rapidly, and everyone liked what we had done. Previously they would have had to rewrite and calculate costs for the information from the time sheets onto cost forms for each job. So, this was an ideal project for an early eighties software system. The savings in time and the increase in accuracy of costing and billing were immediate and substantial.

The users must have called TSI for support a couple of times, but I cannot ever remember when we needed to “put out a fire” for them.

TSI’s standards fit on one page, but they were strictly enforced.

Since I was doing the bulk of the programming, I implemented a set of standards for all of the programs. The goal was to make it as easy as possible to understand and debug them.

  • Many BASIC programmers eschewed the GOTO statement and use the RENUM command when they have changed their programs. I never renumbered the programs. Instead ,certain types of statements ALWAYS were in the same range of line numbers:
    • Line 1 was always OPTION BASE 1, LPREC. That meant that all counting started with 1, not 0, and all numbers had as much precision as the system could handle.
    • Line 250 always opened the specs table, and subsequent lines read in whatever specs were used by the program.
    • Lines 10000-10999 opened the tables used by the program.
    • The main loop of the program started on line 15000.
    • The exiting routine started at 60000.
    • Program-specific subroutines and functions were located on lines in the 70000-89999 range.
    • Headings for reports were subroutines that started at 90000.
    • Detail lines on reports were subroutines that started at 90000.
    • Reusable functions were 95000-99998.
    • Sections of code were separated by comment lines consisting of asterisks or dashes.
  • Every program had a meaningful number.
    • 1-99 was for programs to insert new records into tables or to work on existing records.
    • 100-199 was for lists of items in tables on the screen.
    • 200-299 for transactions.
    • 300-399 for printed lists of items in tables.
    • 400+ for reports.
    • The program number was in the upper right corner of every screen and every report.
    • Program listings and variable cross-references were placed in accordion files by client and program number.
  • Variable names were consistent and meaningful. CLNUM was used for client number in every program. Looping variables were always I or J. Counting variables started with N. NEE=NEE+1 would be used to count the number of employees selected.
  • In this version of BASIC all files were accessed by a number between 1 and 255. We consistently used the same number for a file. The printer was always #255.
  • Although BASIC allowed reading in all of fields at once, thereby assigning values to all of the variables with the corresponding field name, we never did this. If we had, we would have not been able to use the same field names for the same concept in different files. Instead, we read in only the fields that we needed by their position in the file. The disadvantage was that if we decided to change a field, e.g., to make it bigger, every program that referenced that file needed to be changed.
  • Disk space was precious. If a customer ran out of space on a diskette, it was a catastrophe. To save space all numbers except codes were “packed” to fit nine-digit numbers in five bytes in every layout. Dates were stored as six-digit numbers in the form YYMMDD. This all worked fine until the late nineties when we, as well as everyone else, needed to address the Y2K problem.
  • The screen layouts were consistent, and the behavior of Cmd keys2 was also consistent.
    • F2=Online help for every screen.
    • F3=Orderly exit.
    • F4=List of items in a table.
    • F12=Cancel and return.
  • The screens validated every field as soon as it was entered. If it was not accepted, the reason for the problem appeared in bold print on line 24, the alarm sounded, and the cursor remained at the field. This worked very well for the 5120 and the Datamaster, but when a single computer had many terminals attached, it became important to minimize traffic going to and from the server. Our programs on the System/36 and AS/400 therefore validated the entire screen at once. Problems were still reported on line 24 of the screen, the alarm still sounded, and the cursor was positioned at the source of the problem.

By and large these standards serve us well. We never really abandoned any of them.

This rather simple project was memorable not so much for what we did but for what it led to. Our accountant, Dan Marra, had a client named Harland-Tine, a new advertising agency in downtown Hartford. The two principals were Dave Tine3 and Susan Harland4.

I have dozens of vivid memories of this installation. At our first meeting Dave introduced himself as the president of the agency. He did not say what his partner did, and, in all honesty I never saw her do anything but cook. I think that they might have attracted clients by wowing them with her culinary skills.

A complicated business.

Dave said that the agency desperately needed to become more organized and efficient. He said that he turned to IBM for help, and both the IBM rep and his accountant had told him that he should talk to us. He envisioned using the computer for all of the administrative tasks of the agency. We spent a couple of days talking with people there. A large part of what the agency did was analogous to what Massa and Hensley did, but there was a whole other side to their business. They also purchased media (newspaper and magazine ads and radio and television commercials), which they marked up and billed their clients. Sometimes they created and produced these projects in-house, but most of the time some or all of the work was done by other companies or freelancers. There were a lot of other miscellaneous things that they also billed—public relations consulting, billboards (always called “outdoor” even if it wasn’t), direct mail campaigns, and “collateral”, which covered virtually anything else that promoted products or services.

They also wanted a billing system that could handle every type of work that they did. They wanted fairly standard accounts receivable, accounts payable, and general ledger systems. Their payroll was handled by an outside service.

In the early 1980’s Hitchcock not only manufactured chairs, but also had several retail locations.

The agency’s ultimate objective was to analyze the profitability of each client. Producing the reports for this was a very complicated assignment. Each client had negotiated a separate agreement with the agency. Harland-Tine billed some clients for items that others got free. For example, the agency’s largest client, Hitchcock Chair, was billed a monthly fee but did not pay anything extra for media expenses. They only paid what the publication or station charged the agency. So, if Hitchcock ordered a lot of media in a month, Harland-Tine did a lot of work with no reimbursement at all.

In addition, some jobs were billed in advance, some when the job was completed, and some in stages. So the profitablity reports, which we called “cost accounting”, needed to match the period in which income was counted with the period in which expenses were incurred.

We did not have the wherewithal to put together a detailed proposal. Instead we outlined in fairly broad terms what we would do for them. We broke it out by module, but we knew that it was really all or nothing. Their most important objective required all of the pieces. Our proposal was a great deal for them. We were desperate, and we did not want them to start looking around.

We saw ourselves in half of what agencies did.

Sue and I immediately noticed the resemblance of this agency to TSI. They were another company that would do anything for a buck! We decided that when we designed the system for Harland-Tine, we would also make sure that it could be used by TSI as well. We did not purchase media on behalf of clients, but pretty much everything else that the agency did had an analog in the way our company did business. For example, we did not advise about public relations, but we did consult about connectivity and hardware decisions.

I did a little research and discovered that there was a paucity of computer software for advertising agencies. Moreover, there were many agencies within driving distance, especially if New York and Boston were included in our sphere of influence. I figured that the best way to make TSI profitable was to sell a base package with customization to a lot of agencies. We had to start with one or two happy and successful clients. We resolved to make Harland-Tine the first.

Detailed recollections of the installation itself can be found here.

1. We never called the people who paid us money customers. We thought of our business as more service than product. We never installed a system that did not include at least a modicum of customization.

2. There were no function keys on the Datamaster keyboard. Instead there were 24 active Cmd keys in BASIC programs. The user held down the Cmd key in the panel on the left and the appropriate numeric key on the QWERTY portion of the keyboard for the 1-12 Cmd keys. For 13-24 (seldom used by TSI) the user held shift and Cmd and pressed the appropriate key (less 12). Shift Cmd 1 was 13, Shift Cmd 2 was 14, etc.

3. Dave Tine’s LinkedIn page is here.

4. Susan Harland died in 2000. She and Dave Tine opened the Connecticut Culinary Institute in 1987.Her obituary is here.

1979-1981: Detroit: The Birth of TSI

Posted on by
2

An unimpressive beginning. Continue reading →

In retrospect it seems that it should be rather easy to pin down the date—or at least the year—that our company, TSI Tailored Systems, was founded. The fact is that it was not that big a deal at the time. Sue was already helping to support the software that Gene Brown and Henry Roundfield had installed at their customer’s sites when they proposed that she take on support of the customers as an entity separate from them.

The transition was a simple one. Sue merely had to get a DBA (“doing business as”) from the state of Michigan, which anyone can do. There were no out-of-pocket expenses. Gene and Henry allowed her to use space in theor office in Highland Park. Of course, they were no longer paying her a salary. She needed to make arrangements to get paid by the users of the systems that Gene and Henry had sold. The customers were already paying hardware and software maintenance to IBM or, if the system was new, they soon would be.

One thing that I don’t recall is what was done about phone bills. In those days long-distance calls were expensive, and at least two of the 5110 clients were not local calls. Furthermore, Sue can be gabby on the telephone. I wonder what the arrangements were for those charges.

To tell the truth, I don’t even remember talking with Sue about whether TSI was a good idea. We certainly didn’t draw up a business plan or anything like that. I suspect that she just decided to do it.

The name was definitely Sue’s invention. “Tailored” was the key word. From the very beginning the company’s philosophy was to make the system do exactly what the customer wanted. At first the original code was written by another company (IBM or AIS). After the first few years we wrote and marketed only code that we had written—every single bite of it. The concept of “open source” was not prevalent and definitely not profitable. Even if other developers had offered their code for free, we would not have trusted it. There was a lot of garbage code out there. Some of ours probably was, too, but everyone is used to disposing of their own garbage.

Any resemblance was purely intentional.

And what did the I in TSI stand for? Fifteen years later it stood for incorporated. Now it stood for nothing, but It was blue with stripes just like IBM’s log.

When did the blessed event happen? Well, all of Gene and Henry’s clients had IBM 5110’s. The 5120, which totally replaced the 5110, was announced in February of 19801. So, TSI must have been started before that. I think that Sue probably made the decision in the last quarter of 1979.

Sue’s commute was not too bad. We lived near I-94 and Highland Park was near I-75. She drove through Hamtramck, the other town that is completely surrounded by Detroit.
Sue’s credenza has, like many other large objects in our house, been repurposed as a place to stack miscellaneous junk smaller items.

I definitely know what the company’s first asset was. Sue purchased a used steel credenza and somehow got it to the office in Highland Park and from there to our house on Chelsea.

While she was still working in Highland Park Sue communicated with most or all of Gene and Henry’s customers. She told those who were using the AIS software without a license that they needed to obtain a license. I don’t know if Gene and Henry charged them or not. If so, hey must have been furious. In any case, Sue offered them a way out of a potential mess, and most agreed to the offer.

The next major event for TSI was the sudden appearance in our house in Detroit of a 5120. Somehow Sue’s dad, Art Slanetz, arranged for this. Sue told me that some guy named Smith went in on the original purchase, but he later decided not to use it. I had no role in this deal.

Those guys without ties must be customers. In those days all male IBM employees wore white shirts, ties, and suits.

We must have received one of the very first 5120’s that were installed in Detroit. I remember that we had a very difficult time to get it to work. The customer engineer (IBM-speak for hardware repairman) had spread out computer parts all over the spare bedroom, which was now the TSI office. He was in there talking on the phone with someone from IBM for several hours. It was nearly 5:00 before he got the computer to work.

Sue used the 5120 to make some necessary changes to the customers’ software. She could then send or bring the updated diskettes to the customers. This was not a great system, but it was better than any feasible alternative. I was never involved with this end of the business. I think that I accompanied her once to Brown Insulation, but that was the extent of it. In fact, the only other reasonably local account was Cook Enterprises, which was based in Howell, MI.

At one point we flew to Kansas City so that Sue could meet with the people from AIS. They were very happy that the customers who had been using pirated versions of their software had actually purchased licenses. They provided her with file layouts and other documentation of their accounting software. Of course we also stopped in to see my parents. We only stayed a couple of days.

Computers were not used for word processing in 1980. My first project was to write and test Amanuensis, a program to store and produce my prospectus and the article that I wrote with proper spacing for footnotes. It did not have a spell-checker. In fact, it lacked a lot of things. Nevertheless, it saved me a lot of time. As far as I know it was the only word processing program ever written for the 5120.

As is described here, I also used Amanuensis to produce big documents for the Benoits. We actually sold a copy of this program to Brown Insulation. It was the first sale of a system that contained only code that we had written. I don’t remember what we charged. I don’t even know if they ever used it. They paid the bill and did not complain about it.

Over the summer of 1980 I wrote the software that is described here for our Dungeons and Dragons adventures. I also wrote a program to keep track of the status of warships in the Avalon Hill game called Wooden Ships and Iron Men. The latter program was never actually used. I could never find anyone to play with.

After we moved back to Connecticut we somehow got a chance to develop an inventory system for Diamond Showcase, a jewelry store with a handful of locations in the Hartford area. I think that the home office was in Farmington.

Diamond Showcase has almost been erased from history. I found only this matchbook cover on eBay.

The company already had a 5120. Perhaps they purchased it to use for an accounting application. The proprietor wanted to use the computer as a multi-location inventory and sales analysis system. He hired someone who ran a small software company (I don’t remember his name) to find people who could do the job. The software guy interviewed some workers at DS put together a half-assed set of specifications. Somehow he heard about us. Maybe it was from IBM, but we did not yet have a close relationship with the Hartford branch.

Sue and I met with the lady at DS who was in charge of the project once or twice. We proposed to do the project for $5,000. Evidently no one else was interested, and so we got it. At that point we might have had business cards and stationery. I wrote up a contract based on one that AIS used.

The more that I think about it the more amazing this seems to me. In the next thirty-five years TSI would be involved in many situations in which we tried to convince people that we possessed the skill and the knowledge to provide what they wanted. Sometimes we succeeded and sometimes we didn’t. I can think of no other occasion on which we succeeded with such sparse credentials. We had no references and no training. Sue’s experience was not close to applicable. I had written some cool programs, but I could hardly show them output from my D&D system. In early 1981 we barely even had a business.

Maybe nobody in 1981 had credentials. Software for small businesses barely existed; we were among the pioneers. Perhaps the software guy vouched for us or at least told them that we were the best people available. At any rate, they signed the contract and gave us a deposit. I went to work.

I wrote all the software for Diamond Showcase using principles that I had internalized reading through the listings for the IBM and AIS programs that Sue supported. The key was to use three diskettes (one for programs, one for detail of transactions, and one for all the other tables) and to process transactions in batches. Although I did not know that I was doing so, I normalized3 all the files.

If you had a box of these you could run a small business.

The system actually worked fairly well considering how little experience that I had. The difficult question in supporting any inventory system is “Why does they system say that I have x of them when there are only y in the store?” This was less of an issue with jewelry. Most of the items are unique, and so the quantity on hand is always 1 or 0. The biggest challenge for a retail jewelry system was to make sure that the user does not run out of room on the diskettes. They only held one megabyte of information, a small fraction of what is used to store a single photo on a cellphone. In 2021 storage on hard drives is given in terabytes. A terabyte is a million megabytes!

TSI’s first installation should have been a momentous event, but I have very few vivid memories of it. I remember that on one of my trips to the company’s headquarters the lady with whom I worked asked me a question that I could not readily answer. She said that she liked the computer and she liked the software. She wanted to know what other printers were available for the 5120. I told her that I was sure that IBM must have other printers. I was wrong. I had to call back to tell her that the one she had was the only one available. I was beginning to learn a little about how IBM did business.

As usual, the good guy with the gun was not able to stop the hormonally delusional young man with an inferior gun.

On Monday, March 30, 1981, Sue and I had just driven the Duster into the parking lot of the DS headquarters (not a store) when we heard on the radio that President Reagan had been shot.

Later, of course, John Hinckley Jr’s2 motive for the attempted assassination—to impress Jodie Foster—was disclosed to the public. For a short period it appeared that America might be upset enough about this outrage to try to prevent a similar incident, but we settled for the usual thoughts and prayers.

1. The strengths and limitations of these systems are described here. There was no way to communicate with them from a remote location.

2. Hinckley was found not guilty by reason of insanity. In 2016 he was released from a mental hospital to live with his mother. That stipulation was removed in October 2020.

3. A Wikipedia page explains normalizing of databases. You can read it here. The principles apply equally well to relational databases and those using the indexed-sequential access method (ISAM) championed in the eighties by IBM because of better performance.

1979-1981 IBM 5110-5120

Posted on by
Reply

TSI’s first computer. Continue reading →

IBM 5110.

The 5110 and 5120 were essentially the same computer. The 5120, which was introduced in 1980, provided a larger display area. It also eliminated the quarter-inch tape device and added a second 8″ diskette drive. Both of these changes were important. The 5110’s display was so small that some people could not use it. Designing a system that could work with only one diskette drive was extremely difficult. If the software required more than one drive, the 5110 customer needed to purchase a stand-alone unit that could house two diskette drives. It was the size of a two-drawer file cabinet.

The 5120 and the printer that both systems used.

Both systems came with random-access memory (RAM) ranging from 16K to 48K. It had two different operating systems. One used APL and one used BASIC. A switch on the front of the console controlled which one was active. Practically all of the customers used BASIC.

IBM marketed at least one application for the system, a construction payroll system. Most of TSI’s customers had licensed that system.

Strengths: The hardware was reliable and durable. IBM supported the hardware with a maintenance agreement. If the software was licensed from IBM, telephone support was also available. In that era this was an enormous advantage. IBM’s systems engineer (hardware support guy) once spent an entire day working on TSI’s 5120 He finally got it to function correctly. If he had not been able to get it to work right, we would have expected a new unit the next day. Systems from other vendors did not offer anything comparable. 5110/5120 customers expected the system to work every day.

Data files were stored in EBCDIC format and were read by programs using IBM’s Indexed Sequential Access Method (ISAM). If the keys to the files were sorted, access to the individual records was relatively fast. Of course, it was important to keep the keys sorted. The standard practice was to sort the keys at the end of any program that added new records. The operators knew to do something else during this process until the beep sounded that meant if was finished (or something had gone wrong).

BASIC was easy to learn, and everything was well documented.

Limitations: Although the system had a fairly fast 16-bit PALM processor, the paucity of the memory made the applications excruciatingly slow.

Only one model of dot matrix printer was available. Its interface was, like all IBM interfaces of this period, not standard. So, it was difficult and expensive for third-party manufacturers to provide an alternative.

There was no hard drive available except the one offered by a third-party vendor named CORE. By the time that this product was released, the 5110/5120 was nearing obsolescence.

It was possible to connect two computers to the external floppy disk unit, but it was difficult to write software that would overcome the inherent disadvantages of two users fighting for the same diskette drives.

The 5120 console weighed ninety-nine pounds!

Yes, we had push-button phones. We were not savages.

The only interfaces were for the printer and the external diskette unit. It was not possible to connect it to phone lines or anything else to the system. If a bug was found in a program at a remote location, the developers had to talk the users through the process of changing the code. This was, of course, both dangerous and frustrating.

If more than a few lines of code was added or changed, someone often needed to visit the customer to install the changes. The alternative was to use an overnight delivery service to send a new diskette.

The BASIC interpreter used line numbers, not statement labels. The highest line number available was 9999. TSI circumvented the lack of statement labels by always using the same sets of line numbers for standard routines. The end of program routine always started at line 6000. The page heading subroutine always started at 9000. Individual lines on reports always started at at 9200. Date functions always used the same numbers.

Born free; everywhere in chains.

BASIC had some limitations. One program could “chain” another, but it was not possible to have two programs in the RAM at the same time.

It was easy to write a BASIC program with an infinite loop. Here is one:
10 GOTO 20
20 GOTO 10

Discipline was therefore required. Some programmers avoided the GOTO statement altogether, but we found it useful in specific instances.

A rose by any other name would smell as sweet, but an R4 could be a rose variety or a rhododendron or a row number or …

The most annoying problem with BASIC was that the variable names were restricted to one letter followed by nothing or a single digit. Thus, the employee number field could be called E in a program or E4, but it could not be called EENUM. This restriction made it absolutely necessary to maintain a list—either in comments in the program or on a separate sheet of paper—as to what every variable stood for in every program. It was also difficult, if not impossible, to keep the variable names consistent among all programs.

I just assumed that the absurdly short variable names were an inherent limitation of the BASIC language, and so I learned to live with it. Fortunately, I only developed one fairly elaborate system on the 5120, and so this did not cause any great problems for me. Sue maintained the systems that were written by IBM or AIS. I don’t know how much it bothered her.

This problem was corrected in subsequent hardware systems, and I had almost forgotten about it when I wrote this.

The 5110/5120 was designed for accounting and other administrative applications. It had absolutely no capacity for graphics. Furthermore, spreadsheets had not yet been invented. What do you want for $18,000?

I seem to recall that a utilities diskette included a game that involved shooting down enemy spacecraft. There definitely was a pseudo-random number generator. There was also a program for printing biorhythm charts.

Unique feature: When a BASIC program was running, the line number that was being executed was displayed in the lower right corner of the display. This provided a little entertainment for the operator when a lengthy process (such as updating a large batch of transactions) was being performed.