The Retroist

My friend got the Dune board game as a Christmas gift. He was extremely excited about it and called us all over to play. We managed to work out the rules well enough, but the game was a lot more special to him than it was for the rest of us. He had seen the movie and loved it. Most of us had not see it yet. Without that connection, the game was just a board game, and as board games go it was fine but not revelatory. I still thought about it for years afterward. Especially after having seen the movie myself on cable. So when I found a copy at a thrift store a few years ago for four dollars, I bought it.

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The first thing worth knowing is that this game is frequently confused with another one. In 1979, Avalon Hill published a board game also called Dune, based on Frank Herbert’s novel. That is the one people usually mean when they call a Dune board game a classic. It was rereleased in 2019 by Gale Force Nine to considerable excitement. This is not that game. This game came out in 1984 from Parker Brothers, designed by Brad Stock, and it is tied entirely to David Lynch’s film adaptation. They share a name and a universe, and that is more or less where the overlap ends. The confusion persists across forums and comment sections to this day.

The film opened in December 1984 to mixed reviews. Made on a budget of over forty million dollars, it earned just over six million dollars in its opening weekend and was pulled from theaters after five weeks, with a total domestic gross of about twenty-seven million dollars. It premiered during the holiday season in direct competition with Beverly Hills Cop. Lynch has since said that not securing final cut was his biggest professional regret. The film eventually developed a cult following, but at the time, Dune merchandise was a bet on a movie the studio suspected was in trouble before it even opened.

What makes that merchandising bet stranger in retrospect is how aggressively Dune was positioned as a children’s property. LJN gave the film the full toy treatment, producing coloring books, bed sheets, and a line of action figures with battle-matic action features. There was a motorized Spice Scout vehicle and a poseable vinyl sandworm large enough to interact with the figures. The movie wasn’t exactly kid-friendly, and a lot Dune merchandise ended up in the clearance aisle.

Dune is a novel about things like political assassination, ecological devastation, and the danger of messianic mythology. It is not an obvious toy property. But 1984 was post-Star Wars, and any science fiction film with a cast that included Sting and giant worm monsters was going to get the full licensed merchandise treatment regardless of content.

The Parker Brothers board game was part of that same wave. A Meijer store circular from December 10, 1984 shows it priced at $13.97, flagged as “New!” and sitting alongside other great games based on popular IP, like the Cabbage Patch Kids. Parker Brothers positioned the Dune game as holiday competition alongside some of the most sought-after children’s toy of the year.

The game calls for two to four players, ages ten and up, and runs about ninety minutes. Each player controls a team of three characters drawn from the film. The four teams are the Atreides (Paul, Duke Leto, Gurney Halleck), the Fremen (Dr. Kynes, Stilgar, Chani), the Emperor’s faction (Shaddam IV, Princess Irulan, a Sardaukar Warrior), and the Harkonnen (Baron Harkonnen, Feyd-Rautha, Beast Rabban). Each character card carries a photograph of the actor who played the role in the film, and each character has individual strength and guile values tracked with a small clip that slides along the card. The goal is simple and blunt, eliminate everyone else’s team.

The board consists of two concentric rings. The outer represents the desert, with spaces for sandworms, duels, spice harvesting, sandstorms, and home bases. The inner represents the castle, where characters build strength and access different card resources. Players move between rings. On each turn, a player rolls two dice and decides how to distribute the result between characters, or apply the total to one. The decision of how to split a roll between characters who may be in very different positions on the board produces more options than the roll-and-move format suggests. A reviewer on BoardGameGeek noted that the board has 37 spaces, and that with reasonable positioning, players can often access a third of them on a given turn. You have to make pretty bad choices to run out of useful moves.

The component list includes 52 Kanly and Equipment cards, 70 red spice tokens (the same plastic pieces used in Risk, a fact noted plainly in the game’s own component documentation), 24 grey harvester tokens, and two sets of dice in different sizes and colors. Equipment cards include Swords, Shields, Poison, Lasgun, Stillsuit, Ornithopter, and Gom Jabbar. Kanly cards let you raid other players’ harvesters, dispatch a Hunter-Seeker, or plunder a Secret Silo. Players can also invest spice in a craps-like commodity market printed on the board that pays out when certain dice totals come up. It is a odd mechanic, and it gives the game flavor most licensed titles of the era completely lack.

What the game does that was unusual for a mass market release of its time is give each player a team of three distinct characters with individual stats, rather than a single pawn. That is closer to wargame design than to Monopoly. Experienced players quickly discover that the game rewards knowing the fiction. A character in the desert without a Stillsuit card is vulnerable to sandstorm and worm attacks that a protected character shrugs off. Poison cards can eliminate someone from across the board. Novice players can run into trouble, so I suggest that if you are introducing people to the game, you walk them through gameplay carefully.

The game catches consistent criticism for dice-heavy combat and for the player elimination mechanic that can leave someone watching the endgame from the sidelines. These are both true. It is also a game that plays brutal and fast. With four players who know the cards, it can get genuinely mean pretty quickly.

On BoardGameGeek, the game holds a community rating of 5.7 from 372 ratings. The most-read review, posted in 2015, describes it as something resembling Murder Monopoly, which is probably the most accurate summary available. Someone in the same thread called it “Little Dune” to distinguish it from the Avalon Hill version and mentioned running both versions in the same session. The consensus is that it rewards players who engage with the material and has little patience for those who do not.

That was part of what made our session as kids slightly flat. My friend was deeply sold on Dune. The rest of us were not, and the game leaned hard on the film for its atmosphere. The character photographs, the spice terminology, the sandworm threat, the kanly mechanics are all things that are helpful to know. Without that, you have a functional if unexceptional roll-and-move game with some interesting wrinkles. With it, you have something that feels like a genuine attempt to put Lynch’s version of Arrakis on a tabletop.

The game was published in the United States by Parker Brothers and in Europe under the Clipper label in a Dutch edition, with a German Parker Brothers edition as well. Copies have sold on the secondary market in the thirty to forty dollar range for complete used copies in good condition, with sealed examples reaching considerably higher. It has remained a modestly active trade item on BoardGameGeek, with several dozen users flagging interest in acquiring one.

The Polygon essential Dune games list includes it, describing it as a misunderstood relic, much like the Lynch film itself. That comparison is pretty good. Both the movie and the game arrived at the wrong moment, aimed at an audience that was not quite there, and built around a property that resisted the commercial form it was being pushed into. The film eventually found its people. The game found fewer, but it does appear to have found them.

I got mine for four dollars at a thrift store, which feels about right to me. The toys from the film have become collector pieces, especially the sandworm and the Spice Scout vehicle, but the board game has never quite made the same leap. Maybe that is because it was made to be opened, punched out, and played, not kept on a shelf. But that is also what makes it interesting. It survived the movie’s rough first life, survived the long years when 1984 Dune was treated like a punchline, and it is still out there waiting to be played. For a licensed game from a box office disappointment, that is not a bad legacy.

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There used to be a comfort that came from watching the weather on television. Not the theatrical storm chasing coverage or the panicked breaking news scroll. I mean the old kind. The local forecast. Blue and orange graphics rolling through temperature highs, humidity readings, and multi-day outlooks, all set to early 90s light jazz. If you grew up watching cable in the eighties or nineties, you know exactly what I mean.

I spent a lot of time with that channel as a kid. Something about it was really calming. I could tune in before school, or late at night, and it would just be there, cycling through the current conditions, extended forecast, and local radar. There was no anchors, no opinions, just data rendered in that chunky digital typeface with the sun icon and the little cloud graphic. It made the world feel a little more organized.

It took me a few years to realize I missed it. By the time I noticed it was gone, it had been gone a while. But those screens stuck with me, and judging by how many people have tried to recreate them, I am not the only one.

The Weather Channel launched in May 1982, founded by meteorologist John Coleman and media executive Frank Batten. It was a cable novelty at the time, an entire channel devoted to nothing but weather. One thing that made it interesting at the local level was a piece of hardware called the WeatherStar.

The name is an acronym. STAR stands for Satellite Transponder Addressable Receiver, which sounds more complicated than it is. The idea is that a computer unit was installed at each cable system’s local facility, called a headend. That unit received weather data via satellite from The Weather Channel, then generated graphics and inserted them into the national broadcast at the local level. So when your cable system cut away from the national feed to show you the forecast for your town, that was the WeatherStar doing its job.

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The first generation, the Weather Star I, could only produce white text on colored backgrounds. Purple for current conditions, gray for the 36-hour forecast, red for warnings. No graphics, no icons. Just words. The Weather Star II followed in 1984 with better hardware, and the Weather Star III came in 1986 with more products but still no images.

Then in 1990, everything changed.

Above you see the first day that WeatherStar 4000 was used. Its still pretty basic, but if you were accustomed to the older version, you could see things were changing.

A year later and things are really starting to come together.

The WeatherStar 4000 was the first model capable of producing graphics. Developed in 1988 and introduced in early 1990, it was designed and built by a Canadian electronics company called Applied Microelectronics Institute. The 4000 gave the local forecast those recognizable blue and orange backgrounds, the weather icons, the radar map at the end. It also brought the music, that specific blend of smooth jazz and new age that became as much a part of the watching experience. A narration track voiced by a man named Dan Chandler rounded things out, introducing each segment in a tone that managed to sound both official and completely relaxed.

For most of the nineties, if you flipped on The Weather Channel during the local forecast, that was what you were watching. The 4000 was everywhere.

The WeatherStar 4000 also had its quirks. A small item in the Jackson Sun from July 1991 noted that Weather Channel viewers in Jackson, Tennessee had gotten quite a surprise on a Monday afternoon: the channel was reporting a 7-degree temperature and a wind chill of 11 below zero, in July. A company spokesman attributed it to a glitch in the WeatherStar computer (I am guessing some sort of user error). I bet readers were relieved.

The Weather Channel did not stand still. A budget model called the Weather Star Jr. arrived in 1994 for smaller cable markets, priced at $500 a unit. Then in 1998 came the Weather Star XL, an SGI-based machine that overhauled the graphics entirely. Modern fonts, new icons, and a cleaner look. It was sharper. It was also, for a lot of people, less interesting.

The IntelliStar followed in 2003, adding more data, more products, more localization. Traffic information, air quality indexes, school-day forecasts. The presentations got longer, then got cut back when The Weather Channel standardized all local segments to a single minute in 2013.

The WeatherStar 4000, along with the XL and the Jr., was retired on June 26, 2014, when The Weather Channel ended its analog satellite feed. Forty-two years after the channel launched, the hardware that had defined its local identity was switched off.

Around the same time, the channel itself was changing in ways that had nothing to do with hardware. Landmark Communications, which had founded The Weather Channel and owned it for 26 years, sold it in 2008 to a consortium of NBCUniversal, Bain Capital, and the Blackstone Group for a reported $3.5 billion. In 2015, IBM purchased the channel’s digital assets, including the website and app, for over $2 billion. The television network itself was then sold again in 2018 to Byron Allen’s Entertainment Studios for a reported $300 million. That last figure says a lot about how the value had shifted.

The channel that once sold for $3.5 billion as a unified company sold its TV side alone, a decade later, for a fraction of that. Why? Because weather had migrated to phones and websites. The idea of sitting down to watch a dedicated weather channel began to feel like something from another era. For a lot of people, that was exactly the problem.

Appreciation for the WeatherStar 4000 never really went away. It went dormant and that led to nostalgia. YouTube channels dedicated to preserving old WeatherStar recordings accumulated quiet followings. The TWCClassics community catalogued decades of Weather Channel playlists and footage with the kind of passionate thoroughness you see applied to things that really matter to people. As it turns out this was just the beginning, because then the programmers showed up.

A developer named Mike Battaglia built the first substantial web-based recreation of the WeatherStar 4000 experience, reconstructing the graphics, the layout, and the general feel in a browser. In August 2020, another developer named Matt Walsh forked that project and began building his own version, which he called WeatherStar 4000+. Walsh’s project pulls live weather data from NOAA’s public API, so what you’re watching is not a recording or a simulation of old data. It is your actual local forecast, rendered to look exactly like it would have in 1993.

Walsh has been clear about what this is and what it is not. It is not a pixel-perfect recreation of the original hardware. Some screens have been added that did not exist on the real 4000, including an hourly graph display and a Storm Prediction Center outlook screen that Walsh designed to match the aesthetic of the original air quality display. Some original features are absent because the data simply is not available through modern APIs. The original music, which is all copyrighted, has been replaced with AI-generated tracks built to sound similar. For anyone who needs the originals, TWCClassics maintains a searchable archive of the actual playlist.

The project hit the front page of Hacker News in May 2025 and the response was, by Walsh’s own description, overwhelming. People sharing memories of watching the forecast before school, of parents and grandparents who kept The Weather Channel on in the background. The comment section filled up with people who had not thought about those blue and orange graphics in years.

A former Weather Channel systems engineer showed up in the comments of a related How-To Geek article published in February 2026 and wrote that he used to be the person who managed the systems that ingested all that data and pushed it out to local cable companies. “It was fun while it lasted,” he wrote. “Then they got bought.”

WeatherStar 4000+ is built around NOAA’s weather API, which covers the United States only. If you are outside the US, the international fork is the right starting point.

The project carries a disclaimer that Walsh is clear about: this should not be used as a primary source during dangerous weather. The internet is not a reliable infrastructure for emergency alerts, and the WeatherStar format is not designed for that. For actual severe weather information, the National Weather Service and a dedicated weather radio are the right tools.

The music that plays by default is AI-generated in the spirit of the original smooth jazz. It is fine. If you want the actual original music, which is all commercially licensed, the TWCClassics archive at twcclassics.com is where to look. You can also add your own MP3 files to the server version of the app if you have a collection in mind.

On mobile, both Android and iOS users can add WeatherStar 4000+ to their home screen as a web app through their browser’s share or install options. An Android app is in development. There is no iOS native app, and based on Walsh’s notes, there is unlikely to be one through his project given that he does not own any Apple devices.

While WeatherStar 4000+ is the most accessible version of this retro weather TV experience, it is not the only one.

The WS4000 Simulator, available at taiganet.com, is a separate project aimed at a much more faithful hardware recreation. Where WeatherStar 4000+ is a browser-based app built for ease of use, the WS4000 Simulator is a downloadable Windows application built with C++ and a custom rendering engine designed to replicate the exact visual behavior of the original unit. It supports the original “flavors” system (the term for the pre-programmed sequences of forecast screens), lets you build your own custom lineups, includes superprecise music scheduling, and uses National Weather Service forecast grids for its data. If WeatherStar 4000+ is for people who want to watch the weather in a nostalgic way, the WS4000 Simulator is for people who want to know how the machine worked and take control.

There is also an IntelliStar 2 emulator if you prefer the look of the later-era hardware, and a weatherstar.dev project that covers both the WeatherStar and IntelliStar formats. For viewers outside the United States, a fork of WeatherStar 4000+ called ws4kp-international adapts the project to work with non-NOAA data sources, since the original is exclusively tied to US weather data.

Because of all the discussion around these projects, The Weather Channel itself released an official WeatherStar 4000 emulator on April Fools Day 2026. Whether that timing was a joke or a tribute is genuinely unclear.

The simplest way to experience WeatherStar 4000+ right now is to open a browser and go to weatherstar.netbymatt.com. Type in your zip code or city, and within a few seconds you are watching your local forecast in the old style. That is all you need to. No account, no installation, no configuration required. If you want to save your settings or share a specific setup, you can generate a permalink from the page that captures everything.

If you want to run your own instance, the project is free and open source on GitHub at github.com/netbymatt/ws4kp. The quickest path there is a single Docker command that gets the whole thing running on any machine that has Docker installed. From there you access it through a browser at your local network address. For people who want to go further, there are options to run a full server version with caching for better performance across multiple devices, or to add your own music files in place of the default tracks.

Getting it onto a television takes one more step. The most direct method is to use a smart TV or streaming device with a browser, navigate to your WeatherStar address, and go fullscreen. There is also a project called ws4channels, available on GitHub, that converts the WeatherStar stream into a live TV channel that media servers like Plex or Jellyfin can pick up and add to their channel guide. Setup involves a bit more configuration, and based on reports from people who have tried it, the resource demands can be significant depending on your hardware.

For people who want WeatherStar on a TV without any of that setup, here was my very affordable solution.

I found a used Amazon Fire Stick at a thrift store for five dollars. These sort of finds aren’t uncommon, although prices may vary. Any media streamer with a browser will work though. I plugged it into an older LCD television that I keep on my desk, opened the browser that comes built into the Fire TV, navigated to weatherstar.netbymatt.com, typed in my zip code, picked my scanlines, turned on the music, and went fullscreen. That was the entire process. I now have a small screen on my desk that is permanently tuned to my local forecast in the old style, with the music running quietly in the background.

It is not always on. But I put it on when I am at my desk and want something calm in the background. There is something about that steady rotation of screens, the current conditions giving way to the hourly forecast, the radar coming up, the extended forecast, all of it moving at the same unhurried pace it moved when I was younger, that I find genuinely calming. Yes, I am aware that my phone can also tell me the weather, instantly and accurately and without any of this setup. But that isn’t the point.

I kept thinking about that comment from the former Weather Channel engineer. He was describing a system that hundreds of thousands of people interacted with every day for decades, mostly without knowing what was behind the scenes. Most viewers did not think about the WeatherStar. They just watched the forecast. The hardware was invisible the way all good infrastructure is invisible. You only notice it when it relays an error, or when it goes away.

The people rebuilding it now notice it plenty. Walsh has kept the WeatherStar 4000+ project actively updated and open source, with multiple contributors on GitHub and growing. The WS4000 Simulator community at taiganet.com continues its own detailed work. TWCClassics catalogs the music and archival footage. Together they are keeping something alive that the original network walked away from.

This isn’t just for nostalgia, although it is partly that. I think it is also that the WeatherStar format was genuinely well-designed. It gave you the information you needed, in a clear and unhurried way, with pleasant music playing. That combination is still great. It worked well enough that when Walsh posted about his project on Hacker News, people who had not thought about it in thirty years came flooding back to say so (I was one of them).

When I put it on, even bad weather feels a little comforting. The forecast keeps cycling through. The sun icon still looks the way I remember. The music is still playing. Whenever its on, it feels like the highwater mark of cable TV never really went away and I love it.

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On the April 2026 Monthly Update I talk about what’s been going on with the site and podcast, but also some other things going on in my life and some random thoughts I have. They include:

• Atari Computer Camps

• Club Med and Atari

• The Living Unicorn

• Back to the Future the Animated Series

• The DeLorean

• Car Podcasts?

• Bonus Scan thoughts

• Back to the Future: The Ride a…

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A few times in my life, I had the chance to go to Universal Studios, and every time I somehow talked myself out of spending much time there. I was a Disney person, probably to a fault, and when I was anywhere near Orlando or Southern California, my attention went straight to Disney. At the time that made sense to me. Now it feels a little foolish, becau…

A lot of automotive history moves through eBay, from old license plates to oil company memorabilia, and everything in-between. But car brochures are some of my favorite. This brochure was produced when the DeLorean was still a new car and still had promise, still something you might actually walk into a showroom and buy. My uncle wanted one. He never go…

Club Med always sounded like a place for relaxation and adult activity (certainly that’s what commercials hinted at). Sunny, relaxed, a little European, and just far enough outside my world that I had to imagine most of it. The name made me think of beaches, drinks, people with good tans, and long afternoons where nobody seemed to be looking at a clock. It did not make me think of an Atari 800 sitting under a palm tree. But for a strange and interesting stretch in the early 1980s, that was part of the story too, and before getting to the computers, it helps to talk a little about what Club Med actually was.

It all started in 1950 with a Belgian water polo champion named Gérard Blitz, who was fresh out of the WWII French Resistance and looking for a way to help people shake off the weight of postwar Europe. His idea was simple. Let’s gather people together in a beautiful place, take away the usual pressures of money and status, and let them rediscover the pleasure of being alive. Blitz officially founded Club Méditerranée on April 27, 1950, bringing the first group of vacationers to the northern coast of Majorca in the Balearic Islands. They slept in tents. They cooked together. Nobody wore a tie. Groundbreaking vacation stuff for 1950.

A better entertainer than businessman, Blitz went bankrupt in 1953. His main creditor was his tent supplier Gilbert Trigano, known as the French “King of Camping,” who took control of the club. Trigano was a builder. Under his leadership, the tents gave way to straw huts, the straw huts gave way to actual rooms, and Club Med grew into something no one had quite seen before. Guests paid one price covering transportation, lodging, three meals a day, wine and beer with lunch and dinner, most sports and leisure activities with instruction, and evening entertainment. No tipping. No extra charges. No decisions about money once you arrived.

The staff were called G.O.s, short for Gentils Organisateurs, or “gracious organizers.” The guests were G.M.s, Gentils Membres. Everyone was on a first-name basis. The whole thing was designed to feel like the best version of a vacation you had ever taken with as little friction as possible. By the time the 1980s arrived, Club Med operated 92 villages across 26 countries. It was one of the most recognized vacation brands on the planet. Club Med was thriving and they were about to make an unexpected partnership with the computer company, Atari.

In 1982, the home computer was breaking through. Atari, then a division of Warner Communications, was one of the biggest names in the business. The company had built its reputation in arcades and living rooms with games, but it had also released the Atari 400 and 800 home computers, machines capable of real work like word processing, spreadsheets, programming and music composition. Atari wanted people to think of these machines as more than just game consoles with keyboards. The problem was that a lot of adults were genuinely afraid of computers. They had heard about the computer revolution and were not sure they wanted any part of it.

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Club Med had noticed the same anxiety from a different angle. The resort reasoned that many people could overcome their fear of computers if instruction were offered in a non-threatening environment, without the intrusion of everyday urban life. The two companies found each other and discovered they were solving the same problem from opposite ends.

The partnership was announced publicly in late 1982. Serge Trigano, chairman and CEO of Club Med, Inc., said at the time that the home computer would become a major force in society, and that by offering workshops to members, the club would help demystify computers for its guests. Ray Kassar, chairman and CEO of Atari, added that Club Med villages offered a perfect setting for young people and adults to be introduced to microcomputers. The announcement came at a Warner Communications press event, and Atari projected at the time that 5.5 million home computers would be sold by the end of 1983 alone.

The idea was not invented from scratch. The first computer workshop had been held at Club Med’s Kamarina village in Sicily, using Honeywell, French PTT, Thomson, and IBM equipment, and it proved popular enough that Club Med expanded the concept to villages in the Caribbean. By the time the Atari deal was formalized, workshops were already running at Ixtapa in Mexico, Caravelle in Guadeloupe, and Eleuthera in the Bahamas. Atari secured the exclusive right to supply computers for all Club Med villages in the Western Hemisphere.

The early results from the Kamarina pilot were remarkable. During a ten-week period there, 12,000 vacationers participated in the computer program. Of those, 3,200 became proficient at using computers, and 1,500 went far enough to write their own programs. For a crowd that had rarely touched a keyboard before arriving at a beach resort, that was impressive.

The flagship of the whole operation would be Club Med’s Punta Cana village in the Dominican Republic. This was where the collaboration really got serious.

Starting June 11, 1983, and running thirteen weeks through September 10, Atari and Club Med launched what their brochure called a “21st century experiment.” The setup at Punta Cana was unlike anything else in computer education at the time. Atari installed 57 computers throughout the village, not locked away in a classroom but distributed across the resort, with a total of 83 computers and terminals in use when you counted every kiosk and station. Workshops ran from 11 in the morning until 5 in the afternoon, with free time built in at the end of each day for practice. Instructors were available to answer questions and help guests go further with anything covered in the sessions.

What did you do while there? Mini-workshop topics covered everything from an introduction to microcomputers to budgeting and planning with VisiCalc. In addition to computer staples like BASIC language programming, word processing, and games, Atari provided things like painting, music, astronomy, astrology, and weaving software. That weaving program was particularly inventive. In it guests could blend 256 colors on screen as they would yarn on a loom, and when the mix was right, a printout would show them how to actually weave the design into a headband, belt, or carrying strap.

Atari also developed a tennis tournament organizer that operated in English, Spanish, and French, so players of different nationalities could be matched and compete together. Snorkelers had access to an interactive computerized slide show that identified the marine life they were likely to see on the reefs. Sailors could brush up on their rigging and knot-tying at a terminal. A computer bulletin board, the first at any Club Med village, displayed daily events and special messages for all guests on screens around the resort.

The kids were not left out. Computer instructors were assigned to the Mini-Club for children ages four to seven, and to the Kid’s Club for ages eight to twelve. The whole program was folded into Club Med’s all-inclusive price. Nobody paid extra to sit down at an Atari 800 and learn to compose music or design graphics. It was just part of what you got.

Bob Kahn, Director of Special Projects at Atari from 1982 to 1984, was responsible for the entire computer portion of the summer program, including curriculum, staffing, equipment, and materials. He had previously run the Atari Computer Camps that operated across the United States, and the Club Med collaboration was an extension of that educational mission into a very different setting.

What makes the Punta Cana program so interesting in retrospect is how much original work went into it. Atari did not simply drop off a box of machines and walk away. For example, the music curriculum was developed by Sterling Beckwith, a music consultant who wrote to Kahn from his home in North Salem, New York, in the spring of 1983 describing his frustration at not being able to find existing software that did what he needed. There was nothing on the market that addressed rhythm in a way accessible to complete beginners. So he wrote something himself.

The result was a program called RUMDRUMS, built specifically for the Atari/Club Med project and written in Atari Logo. The curriculum materials described it as a rhythmic exercise for novice composers. Users could input rhythm patterns using a simple letter code, hear them played back, build sequences, and eventually have the computer generate a semi-random melody to layer over their rhythms. Beckwith’s letters to Kahn show a genuine creative collaboration, complete with bug reports, debugging notes, and a closing wish that Kahn had survived his trip into what Beckwith cheerfully called “the wilds of Hispaniola.”

The music workshop also included demonstrations using the Atari Music Composer cartridge, lesson plans by educator Carolyn Pugh covering composition forms like ternary and rondo, and a note from Battlezone creator Ed Rotberg, who sent over sound synthesis disks he had personally developed. It was a more ambitious educational effort than the vacation branding suggested.

Linda Gordon, Atari’s vice president of special projects, called the Club Med experience a milestone in human relations for both companies, observing that places where people need computers the least are probably the best places for them to discover the technology.

The Miami Herald sent writer John Robson to the Caravelle village in Guadeloupe in 1984 to find out what the experience was actually like. He arrived as a committed skeptic. Not really seeming to realize that a computer was different from a typewriter, he described himself as a poor typist who spent 40 percent of his time typing and 40 percent correcting errors. What he found surprised him.

Classes were small, typically eight people, meeting in front of Atari 800s for one hour a day. His group’s instructor that week was someone called B.J., a blond refugee from Gulf Oil, filling in for the regular computer guru “Aladdin.” The first day was devoted to demonstrating that the computer was not an all-knowing machine but a fairly limited tool, which was a key part of the demystification strategy both companies were aiming for. Day two moved into Basic programming. Day three opened up graphics, where Robson watched the basic structure of video game design unfold in minutes. By day four the group was working with the Atari as a filing and note-card system. The final day brought AtariWriter, the word processing program.

By the end, Robson found himself staying after class to write, his speed increasing, misspellings flagged automatically. He left Guadeloupe a reluctant convert. His article ran under the headline “A Balmy Island Computer Class.”

The regular guru “Aladdin” at Caravelle was a Frenchman who had stumbled into the job almost by accident. His initial visit to Club Med’s Paris headquarters was simply to accompany a friend applying for a position. Overhearing a conversation about computer education, he stepped in to correct some misconceptions and walked away with the job of developing the computer program for the Club’s American operations. That was 1982. By 1983, the program had spread to Eleuthera, Ixtapa, Caravelle, and Punta Cana, with Copper Mountain, Colorado also in the mix.

The chef de village at Punta Cana, Gerard Barouh, framed the whole project in terms of communication rather than technology. He pointed out that people who do not learn about computers may eventually find it impossible to speak to their own children. The tennis and sailing programs that ran in multiple languages reflected his broader vision: computers as a social tool, not just a vocational one. He described the whole setup as a buffet. You choose what you want.

In 1983, a week at Punta Cana with computer instruction included cost $499 per person for the land portion, based on double occupancy. Children ages four to seven stayed free. Children eight to eleven paid half price. A full package from New York including air and transfers ran $879. From Miami, it was $719.

By 1984, a week at Caravelle in Guadeloupe with roundtrip Air France transportation came to $839. Land-only rates were $500 at Eleuthera, $530 at Punta Cana, and $490 at Ixtapa. Computer instruction was included in all of those prices, alongside meals, wine with dinner, sports, and evening entertainment. The Miami Herald noted that with the exception of excursions and bar drinks, everything, including computer instruction, was covered by the package price.

For context, an Atari 800 retailed for around $500 on its own in 1982. A week at one of the most celebrated vacation resorts in the world, with a dedicated instructor and a machine waiting for you on the beach, was not unreasonable.

The San Francisco Chronicle covered the Punta Cana program in August 1983, noting that while most Club Med villages had only a handful of computers, usually about 12, Atari had installed 57 at Punta Cana because the program there was serious about making computer training the major attraction. The ratio of instructors to computers made it possible to get as much training as you wanted.

The timing for the Club Med-Atari partnership was perfect. The home computer had arrived in living rooms and offices, but it still felt alien to most people. Making a mistake at a computer terminal at work had real consequences. Making one on a beach in the Dominican Republic, with a rum drink nearby and nothing on the schedule until dinner, felt like a completely different proposition. People find it easier to learn when they are relaxed, and Club Med had spent three decades building an environment engineered specifically for that. Atari brought the machines.

The program continued and expanded after 1983. By the time the Miami Herald article ran in the summer of 1984, computer workshops were operating at Punta Cana, Caravelle, Ixtapa, Eleuthera, and Copper Mountain. The Caravelle workshop had grown to 25 Atari computers. Club Med hoped to have computers in 45 villages within a couple of years. The Atari 400, with its easily cleaned membrane keyboard, was preferred for children. The 800 with its standard keyboard was used for adults. Instructors trained at Atari headquarters in California before arriving at their villages, and according to Serge Trigano, they were selected by computer.

Atari’s own fortunes shifted dramatically in the years that followed. Warner Communications sold the consumer division in 1984, the same year Atari’s losses nearly brought the company down. Even if the company itself lingered, the Club Med partnership did not. Which makes this product of a very specific window in Atari’s history, one in which the company had both the resources and the vision to pursue something this genuinely unusual.

Still, the partnership proved something that seems obvious in retrospect but wasn’t in 1982. People learn better when they are comfortable, and comfort is not incompatible with education.

Club Med eventually moved upmarket and away from experiments like this one. Atari eventually became something else entirely. But for thirteen weeks in the summer of 1983, on a beach in the Dominican Republic, you could sit down at an Atari 800 between windsurfing sessions and learn to program in BASIC, compose a piece of music, or weave a headband from a design you made yourself on a computer with 256 colors to choose from. Nobody made you. It was just there if you wanted it, which is very Club Med.

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There were a few cars that could stop me in my tracks when I was a kid, and the DeLorean was near the top of the list. We had one in my town, parked outside a dentist’s office, and just knowing it was amazing. It was not something you expected to see in everyday life. It looked like it had landed from somewhere else, all sharp lines and brushed metal, like the future had somehow ended up next to where I got scolded for not brushing properly.

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On this episode of the Retroist Podcast, I talk about what it was like to grow up with that kind of local landmark, a car that felt larger than life before I knew much at all about how it came to be. Back then, the DeLorean was just the DeLorean to me, a machine that stood apart from every other car on the road. Later on, of course, I came to understand that behind it was John DeLorean himself, a figure who was just as unusual, ambitious, and complicated as the car that carried his name. That is part of what makes this story so interesting to revisit. You cannot really separate the man from the machine.

From there I get into both sides of that story. I talk about the car itself, why it looked the way it did, why it made such an impression, and how it managed to become iconic even though its actual time on the market was so short. I also get into John DeLorean, his rise in the auto industry, the image he built around himself, and the strange and sometimes messy path that led to the creation of the company. It is one of those stories where big ideas, personality, timing, and unexpected trouble.

What makes the DeLorean worth talking about now is that it carries two stories at once. There is the car people remember, and then there is the man who willed it into existence. One became a symbol, helped along by pop culture and memory, while the other remains a much harder figure to pin down. Bringing them together in one episode felt like the right way to do it, because the DeLorean was never just a car. It was a dream, a gamble, and for some of us, one of those unforgettable sights from childhood.

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• This is the 363rd episode of the Retroist Podcast and episode 14 of Season 18.

• This might be the longest episode I have ever done.

• While we would get used to seeing a DeLorean in our town. I never got jaded seeing it. I sometimes think about how many towns exist in the world vs. how many DeLoreans were actually sold and how amazing we had one in our town.

• I could not pull the door down on my own when I was in the car.

• I have never done an episode about a car before and I am not super knowledgeable about cars naturally, so this was a lot of fun to do while a bit challenging. Please forgive any detail misunderstanding.

• I suggest a nickname for myself in this episode, but Bunky would also be a cool nickname.

• Being a celebrity version of anything must be addicting, but it seems to always lead to trouble.

• The National Alliance of Businessmen’s messaging doesn’t quite land nowadays.

• The term ethical or words like it were being use a lot in 1970s.

• Banshee really is an an amazing car name. I like mythological creatures as car names. Some other names that would be fun? The Ford Unicorn. The Chevy Cylcops. Honda Goblin. Toyota Hydra.

• Had to do a lot of cuts to get this under an hour. First cut was close to 75 minutes. So I took out parts on options, modifications, time machine versions, “other appearances,” merchandise, toys, and more.

• I sometimes like to think about “what ifs” around products. What if DeLorean had been a success? Could it have lasted longer? What might the newer models look like?

• Its not clear what DeLorean could have been done differently once he started to make a car like this at scale.

• So many movies from the time I haven’t seen.

• See you at Moonrakers.

• My first and only NY Giants Deep Cut.

• Mellow Cheese!

• I think one more episode in the BTTF coverage. It will be a Supporter Episode.

• Bonus clippings can be found over on Patreon for Supporters.

• Music on the show is, as always, by Peachy.

Thanks for listening to the show and I hope you have a great weekend.

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When Ringling Bros. and Barnum and Bailey Circus started hyping its newest attraction for the 1985 season, I was exactly the right age to fall for it completely. I was a kid in New Jersey, and the ads were everywhere. A beautiful white creature with a single horn rising from its forehead, standing in a spotlight like something that had wandered in from another century. “Seeing Is Believing,” the posters said. My mother took me. I believed.

What I did not know then was that before long people would be arguing over what, exactly, they were looking at. The Living Unicorn had a creator, a backstory, and even a patent behind it. Beneath the spotlight and the circus language was something much stranger and much more earthly, with a goat named Lancelot at the center of the story.

To understand Lancelot, you have to go back a few decades before he was born, and a few miles north of anywhere the circus ever pitched a tent.

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In 1933, a biologist at the University of Maine named W. Franklin Dove decided to find out if a unicorn could be made rather than imagined. Dove’s research had revealed that at birth, the horn buds of animals were not yet connected to the skull but were independent, floating beneath the skin. That small anatomical fact opened a window. He took a day-old Ayrshire bull calf, removed the two horn buds, trimmed them flat so they would fit together, and repositioned them at the center of the animal’s forehead. As the calf grew, the buds fused. The experiment was successful: a single, massive horn grew from the skull, molded directly into the frontal bone. Dove published his findings in 1936 in a paper with the wonderfully earnest title “Artificial Production of the Fabulous Unicorn.” The bull became the leader of its herd and with his centered and very dangerous horn, he was rarely challenged.

Dove’s work sat largely in the scientific literature for decades. It might have stayed there, too, if not for a self-described wizard living on a commune in northern California.

Oberon Zell, born Timothy Zell in St. Louis in 1942, seemed almost destined to end up behind one of the stranger circus stories of the 1980s. He was a Neopagan religious leader, co founder of the Church of All Worlds, an early advocate of what would later be called polyamory, and founding editor of a publication called Green Egg. He and his partner, Morning Glory, were operating far outside the mainstream, but that only made them more likely to take the idea of a unicorn seriously.

In the 1970s, the two of them were researching a book on legendary animals when they came across Dove’s old paper. The idea lit something up in Zell. He studied the technique and using angora goats for their luxurious coats and cross-breeding them with Saanen goats to get slightly higher legs, he was able to successfully get his bleating patients to grow a single horn without complication. The procedure, just like with Dove’s bull, was done within the first week of a kid’s life while the horn buds were still loose under the skin. This left the animal with a single fused horn growing from the center of its forehead (again, just like with the bull). Lancelot was born in the spring of 1980. He was the first to get the procedure.

By 1982, Zell had five living unicorns and was taking them to Renaissance fairs, county fairs, pagan festivals, and schools. The 1982 Kilgore News Herald described Lancelot as “about three feet high and 150 pounds,” small enough to be handled easily, with a “white, bearded” appearance and a single horn growing from the center of his head. Zell told interviewers that he was convinced the real medieval unicorns of legend had come from the goat family, not horses, which is why they were described as small enough to rest in the laps of maidens. He carried a reproduction of the famous Unicorn Tapestries with him so people could compare the “real thing” to his animals.

In 1981, the Governor of Texas, Bill Clements, officially named Lancelot the State Unicorn of Texas. By 1984, Zell had produced nine unicorns total. He was granted US Patent #4,429,685, described as “a method of growing unicorns in a manner that enhances the overall development of the animal.”

That same year, a manager named Jeffrey Siegel, a graduate of the Ringling Brothers and Barnum & Bailey Clown College, negotiated a four-year licensing deal for four of Zell’s animals worth around $500,000. The four chosen were Lancelot, Galahad, Avalon, and Percival. The deal came with a condition that suited the circus perfectly. Zell was prohibited from discussing publicly how the animals were made.

The circus opened its 1985 season at Madison Square Garden in April. Lancelot made his entrance to the Rocky theme, parading through the arena on a hydraulic float trimmed in gold, a handler in sequins waving beside him. According to the official circus story, he had simply wandered up to the tent in Houston the previous July, his origin unknown. The circus had taken him in and given him a home. His keeper was a former dancer named Heather Harris, who was assigned the title Keeper of the Unicorn and who, to her credit, played the role with total conviction.

“He just appeared to us six months ago,” she told reporters. “I think it was in Houston. I don’t know whether it flew here, or walked or took a train.”

The circus programs were full of this kind of delightful mythology. He had appeared out of the blue and joined up with the Greatest Show on Earth because it felt like the right place for him. For kids, it worked beautifully. The program had a pullout poster. There were fact sheets answering questions like where unicorns come from and how old they were. The answer to age was “ageless.” The answer to origin was “from beyond myth and legend.” His favorite food was “rose petals.” The circus had trademarked the name “The Living Unicorn” and was not about to let a little thing like biological reality get in the way of a good show. Behind the scenes, Lancelot traveled with three understudies who were kept out of sight. Only one unicorn appeared in the actual show, but four were part of the touring troop.

With all this hype and news coverage, it took about five minutes for the ASPCA to get involved.

When the circus hit New York, animal welfare groups went to see for themselves what was going on. ASPCA president John Kullberg assumed they would find a prop. A chin strap. Something rigged. What they found instead was an animal with a horn that appeared to be part of its skull, which concerned them even more. If the horn was real, it meant something had been done to the animal while it was still very young.

Kullberg called the procedure “cruel and severely unethical” and urged a public boycott. The New Jersey SPCA threatened to block the circus from performing west of the Hudson (where I saw it). The Humane Society went on record. “I can’t believe Ringling Bros. has the nerve to insist it is a real unicorn,” said spokesperson Nancy Blaney.

Circus vice president Allen Bloom called the charges ludicrous and the boycott an “unfair and ill-conceived effort by Grinches to steal the kind of wholesome fantasy all too rare in today’s entertainment.” In the New York Times, the circus ran a full-page ad: “Don’t Let the Grinches Steal the Fantasy.”

The U.S. Department of Agriculture sent veterinarians. Their conclusion was that Lancelot was a goat, and that he seemed fine. USDA chief veterinarian Dr. Gerald Toms speculated that a simple grafting procedure had been performed when the animal was very young, and that if anesthesia had been used, the animal would have felt no pain and suffered no lasting effects.

Ringling went even further with a press conference at Madison Square Garden. Circus president Kenneth Feld brought in two professors from the University of Pennsylvania. Dr. Charles Reid, a radiologist, held up X-rays showing clearly that the horn was fused to the skull. It was not an implant. It was not attached to anything. Dr. William Donawick, a professor of surgery at the university’s animal hospital, examined Lancelot and announced his verdict to the assembled press: “I am pleased to tell you this animal is a content, healthy, living unicorn. It’s a unicorn. That’s what you call an animal with one horn.”

Reporters were invited to pull on the horn. It did not come off. Lancelot ate some rose petals. Just like they said he would!

Mayor Ed Koch weighed in, saying that while he believed in unicorns, that “doesn’t mean they exist.” The New York Consumer Protection Board opened an inquiry into whether calling the animal a unicorn constituted false advertising.

None of it slowed the ticket sales. Circus attendance and revenue at Madison Square Garden soared. Siegel later claimed it was the largest publicity event in the history of American circus. Saturday Night Live brought it up on Weekend Update and even Johnny Carson mentioned it. Andy Warhol, according to Siegel, wrote about Lancelot visiting Studio 54.

The controversy quieted after New York, but it didn’t disappear. In February 1986, Lancelot was seized by sheriff’s deputies in Daytona Beach, Florida. The legal basis was a 1921 state law that prohibited the public display of malformed or disfigured animals for profit. The Florida chapter of the Humane Society had filed the complaint. Lancelot was X-rayed again. Another veterinarian examined him. He was found to be healthy. No charges were filed. He was returned in time for that evening’s performance.

The Knoxville News-Sentinel, covering a local stop on the tour in March 1986, ran a long feature asking the question directly: if the circus goat has one horn, is it a unicorn? The answer from local doctors was essentially the same one the New York doctors had given. It was a goat. The horn had probably been produced by moving the horn buds together in infancy. The animal was healthy and probably experiencing no pain.

The circus maintained throughout that the unicorn was exactly as advertised. “The Living Unicorn arrived at the circus exactly as it is seen today,” Bloom said. “The only difference in it now is that its horn has grown several inches since it joined the circus.”

Through all of this, Oberon Zell was largely absent. The contract with Ringling required his silence, and he honored it, retreating from public view while the media frenzy played out without him. He and Morning Glory had wanted to be part of the story, to explain the science behind the animals and share what they had discovered. Instead, they were cut out entirely.

“They wanted to control the publicity,” Zell later said. “We just assumed we’d be in on it. We were completely cut out of the picture.”

The circus had purchased the narrative along with the animals. They never publicly confirmed they had bought the animals from Zell at all, and several sources suggested the sale price was a six-figure sum. The circus stuck with the tale that the unicorn had simply shown up on its own, and that was the story they kept selling.

Zell’s patent, granted in 1984, technically gave him the sole legal right to the method until 1992 when it expired. After that, the technique was available to anyone willing to try it on a newborn goat within the first week of its life.

Ringling had negotiated a four-year contract, but Lancelot’s circus career lasted only two. Circus president Kenneth Feld had a philosophy of rotating attractions regularly, specifically to keep audiences from assuming they could always catch the same show next year. By 1987, the Living Unicorn was retired, replaced in the promotional spotlight by King Tusk, a twelve-foot-tall elephant. Lancelot went home.

The adjustment was not easy. “He was generally pretty depressed, because he loved being a show animal,” Zell later recalled. “I built a barn and corral just for him that we dubbed Fort Unicorn.” Zell cared for Lancelot until his death in 1991, at the age of eleven. By this time, Zell had stopped producing new unicorns. The last animal from his stock died in 2005. He kept the skull of his first creation in his home.

I remember standing in that arena in New Jersey as a kid and believing it. I do not feel foolish for that. I was a child, and the whole point was to make children believe.

What sits differently with me now is not the fact that the circus sold an illusion. It is that the illusion depended on surgery, secrecy, and a great many adults agreeing not to look too closely once the spotlight was on.

A lot of people decided Lancelot was a unicorn. I did too. What once felt magical now feels harder to separate from the work that went into making it.

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I grew up in New Jersey, which means I grew up in pizza country. Every town had its place and in my town we had five, sometimes six. Every family had their spot. The idea of getting pizza from McDonald’s was not acceptable, like buying a hot dog at a French restaurant. Living in a pizza paradise, I rebelled and would try to go places like Pizza Hut or get Domino’s with my friends whenever I could. I am nut sure why. I think I just wanted to be plugged into the national pizza movement that everyone else was having. Even if the product was inferior. So when McDonald’s started testing pizza through the mid to late 1980s, I was aware of it and even wanted to try, but I never lived anywhere that had it. The nearest location was states away from me, and it stayed that way. That absence had a way of making me even more curious and decades later, I am still thinking about it.

This is the story of how the world’s largest fast food chain spent the better part of fifteen years trying to make pizza work, and why it mostly did not. By the early 1980s, McDonald’s had pretty much wrapped up the “Burger Wars” despite was advertising might make you think and was operating at a scale that is genuinely hard to comprehend. The chain controlled nearly 40 percent of the American burger market and was roughly twice the size of its nearest competitor. Chicken McNuggets had proven the company could move beyond burgers and Happy Meals were a massive success. They were even making inroads into breakfast. Wall Street analysts were bullish. But there was one persistent problem for the company, dinner.

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McDonald’s customers were not coming in to eat it. Burgers were a lunch proposition, something grabbed on the go. When families sat down together at night, they wanted a table, a slower pace, something that felt like a meal rather than a pit stop. McDonald’s had solved breakfast in 1973 with the Egg McMuffin, a product critics dismissed until it became a phenomenon. The company was convinced the same logic applied to dinner. They just needed the right product.

But what product to choose? Pizza was the obvious answer. Through the 1980s, Pizza Hut and Domino’s were both growing at around 10 percent annually. Americans were eating more pizza than ever, and McDonald’s looked at those numbers and saw an opening. The company just needed to figure out how to make it work.

Some online sources claim McDonald’s experimented with pizza before its better documented tests of the late 1980s, including reports that personal pizzas were tried in Wisconsin in the late 1970s. But those details are difficult to verify, and I have not found contemporary reporting that clearly confirms them. Because of that, I would treat the story cautiously rather than as established fact (if you know of a source, please let me know). What can be said with confidence is that McDonald’s interest in pizza surfaced more clearly years later, when the idea entered a much better documented testing phase.

By 1984, trade publications were already noting that McDonald’s had developed something called a McPizza. It was being described as a pizza for one, though it had not yet reached test locations. USA Today mentioned it in October of that year alongside Chicken McNuggets as evidence that the company was serious about innovation beyond burgers.

What emerged in late summer of 1985 was something quite different from a traditional pizza. The product being quietly sold at about ten McDonald’s locations in the Philadelphia area was an oval, hand held pocket of dough, 3.5 ounces, filled with provolone and mozzarella cheese, ground beef, pepperoni, and pizza sauce. It sold for 99 cents. The Morning News in Wilmington, Delaware ran a front page item on it in September 1985, noting that the McDonald’s on Concord Pike north of Wilmington had a sign out front reading “First restaurant in country to serve McPizza,” while simultaneously being forbidden by corporate from advertising it anywhere else. The franchise owners, Les and Alan Dukart, wanted to put a billboard on the interstate. McDonald’s killed that idea immediately.

The product looked, as the Morning News put it, a bit like an egg roll. Others compared it to a cross between a calzone and a stromboli. McDonald’s own media relations head, Bob Kaiser, was careful with his language. “This is part of an operational test,” he said. “We want to make ourselves aware of our operational capabilities.” The company was not even calling it an official test product yet. They were watching to see if their kitchens could handle it.

They could, more or less. Inside sources told the Morning News that the McPizza had presented very few problems for staff and that the frozen product, fried several at a time, was not coming out greasy. The biggest customer complaint was that it was only available in one flavor. People wanted variety. The Dukarts, who owned five McDonald’s franchises in the Philadelphia area, were optimistic, and there was talk of rolling it to their other locations. Corporate wouldn’t confirm nor deny that plan.

By October 1985, the Associated Press was reporting on the pocket McPizza, confirming that McDonald’s was conducting operational tests in roughly 10 stores nationwide. The Indianapolis Star that same month was reporting that the company was trying the next level, individualized pizzas in a handful of East Coast restaurants. Corporate spokeswoman Lana Ehrsam told the paper, “People love pizza. It’s a very popular item right now.” But full consumer testing would be at least a year away.

The pocket McPizza was a first attempt, a product shaped to fit the McDonald’s system. You could eat it like an apple pie. You didn’t need a box, a table, special equipment, or the 10+ minutes it takes to bake a pizza. But as the mid 1980s became the late 1980s, it became clear that a hand held snack was not going to win dinner business away from Pizza Hut. If McDonald’s wanted to compete seriously, it needed to serve actual pizza.

By February 1987, the Capital Times in Madison, Wisconsin reported that the chain had moved into full pizza testing at 24 locations across Madison, Wisconsin Dells, Baraboo, Sun Prairie, and Stoughton. This version was a recognizable pizza, arriving frozen at the store. A plain cheese pizza cost 89 cents. A pizza with pepperoni, sausage, green pepper, and onion cost 99 cents. Store managers were selling quite a few of them, and one manager noted the only real negative feedback was about the name. “Some people have commented that McPizza is just too cute,” he said.

That name, it turned out, would not stick much longer. By the time McDonald’s moved into its most ambitious phase of pizza development, the product, a round, 14 inch traditional pie, had been rebranded as McDonald’s Pizza.

The company spent years developing a proprietary quick cook oven, which it eventually patented, capable of taking frozen dough to a finished pizza in under six minutes. The ovens worked, but they required significant kitchen renovation at each franchise. Drive through windows at many older locations were not wide enough to pass a pizza box through and had to be enlarged. McDonald’s planned to offer table service for family sized pies indoors, which meant training staff in a service model entirely unlike anything else on the menu. The whole operation was pulling against the grain of everything that had made McDonald’s successful.

A February 1988 item in The Daily Record in New Jersey, cited an analyst endorsements from the securities firm Donaldson, Lufkin and Jenrette, noting that McDonald’s was doing small scale testing pizza in Salt Lake City, Utah and Charleston, South Carolina. The goal, the piece noted, was to boost the chain’s “comparatively weak dinner sales, a part of the day McDonald’s considers its most underdeveloped.” The company had taken about seven years and sampled 145 different types of pepperoni before settling on a recipe it liked, a fact that appeared in a 1992 advertisement and said something about how seriously McDonald’s took this particular project.

Full scale testing of the round pizza began in 1989 in and around Evansville, Indiana and Owensboro, Kentucky, with roughly 24 locations. The pizzas came in four varieties: Cheese, Pepperoni, Sausage, and Deluxe. They were made with crushed tomatoes, fresh garlic, basil, oregano, 100 percent mozzarella, and aged Romano and Parmesan. The advertising pushed hard on quality, promising pizza “made fresh and served hot from the oven.” A two for one deal was offered after 4 p.m.

Pizza Hut did not take the threat lightly. Their response was swift and pointed. “Don’t make a McStake,” read one Pizza Hut advertisement in the Illinois market. The chain offered two for one deals and took public shots at what they called McDonald’s “McFrozen” dough. Ad man Jack Levy told the New York Times in 1989, “Every place you see a McDonald’s pizza, you’re going to see a war.”

By 1991, McDonald’s pizza had expanded to more than 500 locations across the United States. In Canada, the chain launched it around 1992, with Howie Mandel appearing in commercials. The Canadian version initially came as a full family sized pie, delivered to the table on a raised rack by a staff member, a genuinely unusual sight inside a McDonald’s. It later scaled down to personal size.

At its peak, some estimates put pizza in roughly 40 percent of American McDonald’s locations. The chain was also testing it internationally, with an 8 inch version in the United Kingdom available in cheese, pepperoni and cheese, and a deluxe variety.

For a moment, it seemed like it might actually work.

The problem was time. A pizza took roughly 11 minutes to prepare. That number became the defining fact of McDonald’s pizza’s existence, referenced in nearly every account of its rise and fall. In a restaurant built around the premise that food arrives in seconds, 11 minutes was not just slow, it was a philosophical contradiction. Customers ordering burgers would sit watching their food go cold while waiting for a friend’s pizza to finish baking. People ordering at the drive through were asked to pull forward and wait in the parking lot. The company’s own advertisements occasionally featured a customer reading a newspaper while waiting, which did not exactly help the pitch.

Speed was not the only issue. Pricing was also a problem. Pizza in the age of value meals didn’t always land well with customers who expected a more bargain-priced pizza. Their pizza wasn’t expensive, but it was more than customers had come to expect from a McDonald’s visit. It also put the chain in direct competition with dedicated pizza restaurants that had more experience, better ovens, and an established reputation.

McDonald’s Canada put it plainly in a 2012 response to a customer question posted on their website. “The preparation time was about 11 minutes, which was way too long for us. Every McDonald’s has a busy kitchen and the pizza slowed down our game. And since speed of service is a top priority and expected by our customers, we thought it best to remove this menu item.”

By the late 1990s, pizza had quietly disappeared from most American locations. Canada held on until about 1999. The experiment was over, officially if not entirely. with some exceptions.

Two McDonald’s locations kept serving pizza long after everyone else had stopped. The restaurants in Pomeroy, Ohio and Spencer, West Virginia were owned by the same franchisee, Greg Mills, and for roughly 15 years they remained the only places in the United States where you could still order a McDonald’s pizza. People drove considerable distances to do exactly that, sometimes from hundreds of miles away. One family who ate at the Pomeroy location told a local television station they came in every day, sometimes twice, because their young son refused to eat pizza anywhere else.

That ended on August 31, 2017. McDonald’s corporate issued a directive to streamline menus, and the pizza was removed. Mills posted a sign in the Pomeroy store that read in part: “Effective August 31st we will no longer be allowed to sell McPizza. This decision was made by McDonald’s Corporate office, Not your local staff. It was our Pleasure and Honor to be one of only two McDonalds in The USA to carry this Great product for the past 15 years.” The store’s last two pizzas sold to a couple who had flown in from Vancouver for the occasion. This was supposed to be the end of the story, but it’s not.

The World’s Largest McDonald’s sits on Sand Lake Road in Orlando, Florida, not far from the theme park corridor that makes Orlando one of the most visited places in the country. The building spans 19,000 square feet across multiple floors, with an arcade, a play area, and an open kitchen that contains something you will not find in any other McDonald’s in America, a wood fired pizza oven. The location, operated by franchisees Gregg and Dorothy Oerther, serves pizza year round, with multiple varieties including cheese, meat lover’s, and veggie lover’s. A reviewer from Tasting Table who visited in July 2025 described the cheese pizza’s crust as neither pan nor cracker style, a little floppy, with a fresh made sauce that carried a slight sweetness. Recent visitor accounts from early 2026 confirm the pizza is still very much available and selling well. The manager on duty told one visitor it sells in considerable volume every day.

The location draws visitors who are in town for Universal or Disney, but it also pulls in people who are specifically there for the pizza, which has developed its own category of devoted tourist. If you are going to Orlando and you have even a passing curiosity about what McDonald’s pizza tastes like, this is your only remaining opportunity to find out.

I still have not tried it. That feels like something I need to fix.

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This weekend I was watching Friday the 13th the Series on Comet TV and afterwards I started looking at the stuff I had put together when I was doing the podcast I did a few years ago. One thing I meant to share at the time, but forgot about was an article from issue 80 of Fangoria magazine that ran after the first season. Its a fun article because it c…