8 years ago today, I was in California at the International Tandem User Group. Compaq had bought Tandem and DEC, and HP had bought Compaq, so this was now HP’s show – bigger, but a lot less fun than the old ITUGs. The stock market had begun tanking a year before, and the department that I ran was processing massive numbers of executions per day as people were selling at a frantic rate. Volume was through the roof. I was in the process of rearchitecting one of my main systems to allow for multiple instantiations, which worked well when implemented. And I was at the trade show to talk to vendors about hiring more consultants, or at least to maintain contact with the vendors I short-listed.

When the planes hit the towers and the Pentagon, every consulting house left for home immediately. They all felt – probably correctly – that they would need to be at their desks in order to provide crisis support via more consultants. Perhaps more strikes would come – nobody knew. Since all flights were canceled, trains were at capacity; people were hiring cabs to take them from California halfway across country. And I was stuck on the West coast. There was nothing I could do back at work; I called my 2IC several times a day to make sure things were running as smoothly as possible. The trade show was canceled. I managed to get my room extended, and sat out there and watched the carnage on TV. It doesn’t feel good to sit in luxury and watch helplessly while a place you’re intimately familiar with – I used to work in downtown NY on John Street and Water Street for some years – is being crushed.

It took nearly a week before I could get on a plane and come home.

My company had spent an enormous sum of money to protect their primary building. It had already been developed with disaster in mind – earthquake-resistant architecture, power feeds from different substations, multiple generators, and so on. Now we were going into a huddle about how to maintain the systems under threat of attack. Who would be evacuated from the building; who would be brought in to run the systems? The operators were in this building; developers in a different building. We went around the table; each department head said, “I’ll have so-and-so come over – he knows most about the systems we run.” I was getting more and more bothered. We had a disaster site 300 miles away – why wouldn’t we switch there immediately? This was obviously just an academic issue. But I felt intense pressure to go along with the crowd. These were VPs and SVPs – I was just a director then. I didn’t want to look like I wasn’t a company man. But I also felt that, as department head, I needed to be thinking about ‘my’ people. So when it came to my turn, I said, “All our systems are accessible to the programmers in the other building – we designed it that way.” (Which was true.) “My developers will stay in their seats and run things there – I’m not sending any of my people into harm’s way.”

I never caught any flack from that call, though I was sure I would.

Where were you? – Tell me in the comments.

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