"test and instrumentation computer". To their surprise, HP found that the machine was selling quite well into the business market. This led to a series of updated versions with better input/output to handle business workflows. In 1968, the line was further expanded with the HP 2000, a series of machines that were made up from collections of parts from the HP 2100 family, with most systems using a low-end 2100 series CPU as a terminal controller and high-end CPU as the main processor. The systems ran HP Time-Shared BASIC, and depending on the model, could support between 16 and 32 users at one time. The machines were an immediate success, quickly becoming one of the best-selling systems in the timesharing market, and propelling HP to become the 3rd largest minicomputer vendor. Alpha and Omega As the success of the HP 2000 series became clear, in 1969 the designers in Cupertino Lab decided to begin the development of machines dedicated to the office role, as opposed to the HP 2000, which was made up of various bits and pieces never originally designed for the task. Two basic systems were outlined, the "Alpha" was essentially an HP 2100 built using newer components and improved memory handling, while "Omega" was a much larger 32-bit design that would support large numbers of users. Initially, the two systems were to be released at about the same time. However, almost all development took place within Omega, and few, if any, engineers were active on Alpha during 1969. In contrast to the 16-bit Alpha, Omega would be a 32-bit computer with up to 4 MB of main memory shared among up to four central processing units (CPUs). The CPUs were designed to be programmed in a high level language, like the successful models from Burroughs that were programmed in a custom systems programming language rather than assembler. Support for multiprogramming and memory protection would be built in. As development continued, the project appeared to be too large for HP to complete using internal funding. This would require the company to take on external debt, which management considered too risky. In the fall of 1970, Tom Perkins was promoted to Corporate Development and decided to cancel the Omega project. This resulted in several employees wearing black-velvet armbands to mourn the death of the project, and some dismay over being reassigned to "just another 16-bit machine." By this time