Home > Business, Entrepreneurial, Food, Omaha, Omaha Steaks, Writing > Cousins Bruce and Todd Simon Continue the Omaha Steaks Tradition

Cousins Bruce and Todd Simon Continue the Omaha Steaks Tradition

The name Omaha obviously doesn’t pop up in national media stories, online blogs, movies and television shows or songs the way, say, Chicago or L.A. or New York does, though it appears more often than you’d think.  But it’s appearance is still rare enough that it’s a cause, if not for celebration exactly, than consideration.  Aside from Warren Buffett and Alexander Payne, you’d be hard-pressed to immediately identify any contemporary figure from Omaha unless of course you’re from here yourself.  Other than the College World Series and perhaps the Henry Doorly Zoo you’d likely come up empty thinking of events or placces that Omaha is known for unless again you’re a native or a resident or a frequent visitor.  For better or worse the city’s image, if it has one at all in the minds of the general public, is forever fixed as a vaguely Western, agricultural, meatpacking center, which is to say it’s associated with corn and beef.  One locally-based company with a national and international reach has rather perfectly combined product with perception – Omaha Steaks.  It’s a brand that gives people what they expect, sort of the way the University of Nebraska Cornhuskers brand does.  The following piece I wrote four years ago or so for B2B Magazine profiles the two men, first cousins Bruce and Todd Simon, who now run the multi-generational family business that’s grown to meet customers where they are, whether through physical stores, mail order catalogues, or electronic social media.


Cousins Bruce and Todd Simon Continue the Omaha Steaks Tradition

©by Leo Adam Biga

Originally appeared in B2B Magazine


First cousins Bruce and Todd Simon are the fifth generation in family-owned Omaha Steaks. Their knack for brokering deals, managing people and anticipating the next big thing has the company’s annual sales nearing a half-billion dollars.

Each apprenticed under his dad and after working together 20 years each holds fast to cherished lessons passed down from above.

For 91 years the company’s found innovative ways to market fine meat and other foods to residential and commercial customers around the nation and the world. Along the way the Omaha Steaks name has become such an icon synonymous with quality beef that its hometown enjoys crossover brand recognition.

Bruce is president/COO and Todd is senior vice president, but their bond supersedes titles or labels. They’re family. Two in a long line to lead the business.

“You know what we have? We have an entire company of people who we trust — that we feel like we’re family with,” Bruce said. “That blood bond is really a family bond and it traverses not only the Simon family, it includes our executive committee, all the way down. There are guys I know in the plant that were there the day I started and I feel the same bond with them as I do to my cousin Todd. We all feel a responsibility to each other to make this place successful.”

“Well, I think it starts with the fact we’re a family business that allows us to really take those kind of family values into the whole business,” Todd said. “And it shows in the benefits we provide for our team in terms of family leave benefits or vacation benefits or day care. Scholarships.”

Legacy is never far removed from the Simons’ thoughts, as their fathers still take an active part in the company. Bruce’s father, Alan Simon, is chairman of the board/CEO. Todd’s dad, Fred Simon, is executive vice president. The cousins’ late uncle, Steve Simon, served as senior VP and GM.

“My dad was and is pretty much the operational guy. He’s the guy who ran the meatpacking plant and who was the bean counter,” Bruce said. “And Todd’s dad was the real marketing guy and Steve (Simon) was the sales guy.”

The three brothers — Alan, Fred and Steve — learned the business from their father Lester Simon, who in turn learned it from his father B.A. Simon. It all began when B.A. and his father J.J. Simon, both butchers, left Latvia for America in 1898 to escape religious persecution. With the meat business in their blood, J.J. and B.A. settled in Omaha, a meatpacking center, and worked in several area markets. In 1917 father and son opened their own meat shop, Table Supply Meat Company, downtown. Their niche was to process and sell beef to restaurants and grocers.

Table Supply responded to the growing food service sector by supplying meat to Union Pacific Railroad for its large dining car services as well as restaurants. Cruise lines, airlines, hotels and resorts became major customers. Lester Simon first took Table Supply retail via mail order ads. Then came a mail order catalog. Shipping-packaging advances improved efficiency, helping widen the company’s reach.

By 1966 all this growth warranted an expansion in the form of a new plant and headquarters on South 96th Street. With the new facilities came a new name, Omaha Steaks International.

The 1970s saw Omaha Steaks take new steps in customer convenience by adding inbound and outbound call centers and a mail order industry-first toll-free customer service line. An automated order entry system was installed in 1987.

The first of its retail stores opened in 1976. Visioning the online explosion to follow, Omaha Steaks helped pioneer electronic marketing back in 1990.Omahasteaks.com became the banner web site for the company’s fastest growing business segment. A new web site, alazing.com. promotes the company’s convenience meals brand, A La Zing, which offers a line of complete frozen prepared meals.

Omaha Steaks underwent another expansion phase in the ‘80 and ‘90s, consolidating administration and marketing in two new multi-story glass and steel buildings whose sleek interiors abound with examples from the Simons’ extensive art collections. Todd’s an elected member of the Board of United States Artists and board president of the Bemis Center for Contemporary Arts.

Todd and Bruce help oversee a company with two million-plus customers and 2,000 employees. Guiding the pair in family-business dealings are the principles they picked up from their elders. By living those principles they fulfill their obligation.

“Our parents taught us to do the right thing. That’s really the only responsibility we have — just do the right thing. Do it all the time. Try to produce every single box of product perfectly. Try to satisfy every single customer perfectly,” Bruce said. “It’s all about being honest. Everybody in our family has been impeccably honest. We don’t take advantage of people. We sleep good.

“I mean, if you’ve got building blocks and you set them up properly you’re going to have a very strong building. And that’s what we have and it’s because of every single block…and the values that J.J., B.A., Lester, Alan, Fred, Steve and now Todd and I hold dear. It’s our whole corporate culture.”

Todd said, “I think in a lot of ways we’ve both sort of followed in our fathers’ footsteps. Bruce is very strong operationally, purchasing, finance…All the sort of back-office stuff is his forte. And mine is the out-front stuff — the marketing, sales. Managing the customer service aspect of that, motivating the front-line people to be people-people. I think Bruce and I really complement each other well. When we both come up with ideas I’ll see one side of the picture and he’ll see the other side. And since we’re both open too each other’s perspective on it, it really helps us balance it out.”

With two father-son teams comprising the ownership-executive ranks, the potential exists for family disputes that upset the company’s inner workings. The Simons diffuse those bombs with open dialogue and transparent dealings.

“For as long as I can remember the way we operate as a family is we get our ideas out,” Todd said. “We don’t bulldoze over each other. We’re all forceful about our ideas and our opinions, and we’ll raise our voices and we’ll do whatever we need to do to get our point across. But we basically come to consensus and we don’t leave the room unless everyone’s comfortable with the direction we’re moving in.”

“Right,” Bruce said. “We don’t fight about things. If there’s a reason to do something we discuss it and we figure it out. Because, hell, we’re all on the same page. What’s good for one is good for all.”

Vision is important in any organization and each year Omaha Steaks holds an off-site brainstorm session with its top managers. Ideas and initiatives fly. “A lot of times those come not from me or Bruce but from the people out there in the trenches dealing with our customers every day,” Todd said. In the end, Bruce said, “Todd and I decide with our fathers where we’re going” as a company.


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