AUGUST · SEPTEMBER 2022 | U.S. $3.95 THE LEGACY ISSUE OMAHA BUSINESSES STAND THE TEST OF TIME EVOLVING EXPERIENCE LOCAL AUTO DEALERS PREVAIL B2B CONSULTANTSBUSINESSISBOOMING JEFFERYVETA BRINGING GREATER THINGS TO OMAHA
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One industry that has many legacy compa nies is auto dealerships. Local auto dealers, from H&H Auto Group to Beardmore, is the subject of one feature. These companies are experiencing some big shifts in their industry and thriving. How is the subject of one of our features. People around the country often associate this city with Omaha Steaks. The notable company underwent a sudden leadership shift in February last year, and new CEO Todd Simon told B2B the company’s leader ship planning was a big help in his transition to a new Consulting,role.whether for human resources or IT, is a big business right now, and B2B talked to a couple of consulting firms as to why. This is the subject of our third feature.
O maha is known for its fantastic legacies NP Dodge, First National Bank, Union Pacific, Kiewit, Mutual of Omaha, and many other storied companies based in Omaha.
The other feature is about the new president and CEO of the Greater Omaha Chamber, Veta Jeffery. She came to Omaha with a plethora of experience, and said she is excited about all the innovative ideas and projects happening around the city.
B2B Daisy Hutzell-Rodman is the managing editor of Omaha Publications. She can be reached at daisy@omahapublications.com
THE OMAHA LEGACY FROM THE EDITOR 02 | B2B MAGAZINE · 2022 VOLUME 22 · ISSUE 4 CREATIVE creative director Matt Wieczorek senior graphic designer Derek Joy graphic designer at-large Mady Besch graphic designer 1 Renee Ludwick photographers Katie Anderson Keith Binder Scott Drickey Sarah Lemke SALES executive vice president sales & marketing Gil Cohen branding specialists Dawn GeorgeDennisIdelman contributing branding specialists Greg Bruns Mary Hiatt Tim McCormack assistant to the publisher Sandy Matson senior sales coordinator Alicia Hollins sales coordinator Sandi McCormack appointment setter Taylor Janzen OPERATIONS manageraccounting/operations Kyle Fisher ad traffic manager David Trouba digital manager Megan Bartholomew distribution manager Damian Ingersoll EXECUTIVE publisher Todd Lemke associate publisher Bill Sitzmann EDITORIAL managing editor Daisy Hutzell-Rodman associate editor Linda Persigehl digital assistantspecialist/editorial Julius Fredrick editorial intern Sophie Rossitto contributors Tamsen Butler Chris MikeDeborahScottJoelJeffDwainHatchHebdaLaceyStevensStewartWardWhye INFORMATION advertising information 402.884.2000 subscribe online pages/subscribeomahamagazine.com/ B2B Magazine is published six times annually by Omaha Magazine, LTD, P.O. Box 461208, Omaha NE 68046-1208. Telephone: 402.884.2000; fax 402.884.2001. Subscription rates: $12.95 for 4 issues (one year), $19.95 for 8 issues (two years). Multiple subscriptions at different rates are available. No whole or part of the contents herein may be reproduced without prior written permission of B2B Omaha Magazine, excepting individually copyrighted articles and photographs. Unsolicited manuscripts are accepted, however no responsibility will be assumed for such solicitations. Thank you for voting us water-bottledbest FREE TRIAL New Customer Special. Try Four 5 Gallon Bottles. FROM BEAN TO CUP WITH ONE TOUCH idealpurewater.com | mlevine@idealpurewatercom402.392.2600 Berkshire Hathaway HS | Ambassador Real Estate- Commercial Division 331 Village Pointe Plaza, Omaha NE 68118 BHHSAmbCommercial.com | 402.547.5064 1255 Lincoln St, Tecumseh NE 68450 (Former Topps•$2,450,000Manufacturing) •24,900 SF Building •4.97 AC •Free Span •10 ton bridge crane
Another legacy company in Omaha is Noddle Companies which has developed many properties and lots in the area. The next generation of this family-run entity, Sam Noddle, is working hard to help Omaha build and thrive. Sam is the subject of our On the Rise. There’s a lot of great articles in our Legacy issue. I hope you enjoy them all.
TABLE OF CONTENTS MAIN DEPARTMENTSFEATURECOLUMNS SPECIAL SECTIONS FEATURES IN THE OFFICE ZAISS & CO. Biz + Giving BAXTER AUTO GROUP ON THE RISE SAM NODDLE ROUNDTABLE BUSINESS CONTINUITY PLANS AFTER HOURS KURT GOETZINGER HOW I ROLL ABBY McLEAY FROM THE EDITOR THE OMAHA LEGACY OMAHA CVB 2022 OMA TOURISM AWARDS OMAHA CHAMBER NEW COLUMNIST LEGACY SPONSORED CONTENT 1008 14120604024040 16 28 B2B CONSULTANTS JUST PART OF THE TEAM DIVERSIFYING AND STRATEGIZING VETA JEFFERY WELL DONE OMAHA STEAKS CEO24 34 36 ABOUT THE COVER B2B Magazine is happy to welcome Veta Jeffery to Omaha as the CEO of Greater Omaha Chamber. Managing editor Daisy Hutzell-Rodman talked to her about the first 90-180 days in this cover story. AUGUST SEPTEMBER 2022 U.S. $3.95 THE LEGACY ISSUE EVOLVING EXPERIENCE LOCAL AUTO DEALERS PREVAIL B2B CONSULTANTS JEFFERYVETA BRINGING GREATER THINGS TO OMAHA LEGACEVOLVINGY LOCAL AUTO DEALERS PREVAIL OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 03
PHOTO BY BILL SITZMANN
KURT GOETZINGER’S GREEN PASSION w hen Kurt Goetzinger bought a house in the Benson area in 1998, he looked at the empty corner lot next door and realized no one had developed it since he crossed it as a boy using a shortcut to school. When he contacted its owner, he was told it was not for sale. He didn’t give up. Near the end of 2010, he approached the owner again. This time, rather than asking if the lot was for sale, he offered money and, to his surprise, the owner sold it to him. Soon, Goetzinger, 54, began creating his community garden, which he named Benson Community Garden, and offered 36 plots to individuals and families.
“Everyone was eager to get out of the house,” he said.
Goetzinger noted that people can’t just wander into the garden to pick the goodies. Those are the property of the gardeners. However, all the gardeners can share what grows in the strawberry patch and on the blueberry, raspberry, and blackberry bushes. Trees on the property produce cherries, plums, pears, and different types of apples. Flanked by colorful flowerbeds, a wood rail fence lines the property.
BENSON COMMUNITY GARDEN
Maegan Woolf, who lives nearby, said she planted flowers her first year, three years ago. “This year I have four kinds of tomatoes, four green bean plants, four cucumber [plants], and four pepper [plants],” she said. After being without a garden in dry Utah for years, Dessi Price, who also lives near the garden, enjoys raising tomatoes and peppers she acquired from her native Bulgaria. This year she’s added okra, zucchini, and Brussels sprouts. “Part of the fun is talking with others, meeting people, and making friends,” Price said. That’s just what Goetzinger loves to hear. Visit bensoncommunitygardens.org for information about Benson Community Garden, at North 60th and Lafayette streets.
“We’re organic here,” Goetzinger said. Anyone needing tools will find them in a shed on the property. Its solar panels permit gardeners to recharge their phones and other devices, said Goetzinger while sitting in the shade of a pergola, which stands on a raised earthen berm on a corner of the lot. “We call this our ‘Earth Stage,’” Goetzinger said. Sometimes the pergola is used for live events, including musical performances. A billboard occasionally serves as a movie screen.
Pressure-treated wood lines three sides of each plot. The side that faces west, which is slightly uphill, is open to gather rain water running off the slope. Gardeners who want more water rely on a 250-gallon tank that collects rainwater off the roof of Goetzinger’s house. They then carry the water in watering cans to their plants. Hoses are not permitted to avoid damaging anyone’s plants. Insecticides and herbicides are not permitted.
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As the owner of Omaha Advertising, the marketing and public relations firm he started in 2004, Goetzinger put his PR skills to work. “Social media wasn’t big then, so I sent out press releases to the news stations and other places,” he said. “I put up a goofy-looking plywood sign in the middle of the lot that read, ‘Community Garden Coming Soon,’ and people began to wonder, what’s that?”
On Earth Day 2011, Goetzinger opened his garden with about 60 people, including news crews from Omaha’s four TV stations and KFAB, Omaha Mayor Jim Suttle, and a representative from Sen. Ben Nelson’s office. “We filled about half the plots that day,” Goetzinger recalled. Since then, Benson Community Garden has been full and has a short waiting list. In 2020, Goetzinger noticed an increase in activity by the gardeners.
Half of the plots measure 4 feet by 8 feet and rent for $35 a year. The others measure 4 feet by 12 feet and go for $45 annually. “The money pays for insurance and land-owner taxes,” Goetzinger said.
AFTER HOURS | STORY BY MIKE WHYE |
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“I PUT UP A GOOFY-LOOKING PLYWOOD SIGN IN THE MIDDLE OF THE LOT THAT READ, ‘COMMUNITY GARDEN COMING SOON,’ AND PEOPLE BEGAN TO WONDER, WHAT’S THAT?” -KURT GOETZINGER
“PART OF THE FUN IS TALKING WITH OTHERS, MEETING PEOPLE, AND MAKING FRIENDS.” -DESSI PRICE
Abby McLeay
THIS ISN’T THE TYPE OF VEHICLE ONE CAN SIMPLY WALK INTO A DEALERSHIP AND DRIVE AWAY WITH; WAIT TIMES FOR THIS MODEL CAN SPAN NEARLY A YEAR. This isn’t the type of vehicle one can simply walk into a dealership and drive away with; wait times for this model can span nearly a year. But luck was on her side because the dealership allowed her to reserve her vehicle with a shorter wait.
“I HAVE ALWAYS WANTED A MUSTANG. IT HAS BEEN MY
HOW I ROLL | STORY BY TAMSEN BUTLER | PHOTOS BY BILL SITZMANN
ABBY
LONG
CAR
McLEAY ROLLS GREEN
2021 FORD MUSTANG MACH-E Z en Coffee Co. has two Omaha locations that are around 20 minutes away from each other, depending on traffic, so it only makes sense for owner Abby McLeay to own a vehicle that is fuel-efficient. The fact that her 2021 Ford Mustang Mach-E SUV First Edition is also fun to drive is a bonus for this businesswoman with a packed schedule. DREAM FOR AS AS I McLEAY
CAN REMEMBER.” -ABBY
Scott Orrick, the salesperson who sold McLeay the car, said that “this is the perfect car for her, especially since she has to drive all over town for her business.”
She drives her dream car daily. Finding charging stations for her electric vehicle can be challenging, but she has figured out the best methods for charging up before she hits the road. “The Midwest is not equipped with many charging stations, and it is not fun to learn that the hard way or end up at the wrong charging station,” she said. “Ideally, the ‘super chargers’ are the way to go. There are only a few that I know of in town, aside from my own garage. Typically, I fully charge once every few days.”
Another thing she quickly learned is that, “everyone wants to race.” She also admits to getting a lot of “guff” from people who drive gas-powered Mustangs because they don’t think her vehicle is a “real Mustang.” She’s not bothered by any of this though. “It supports my green mission, it fits my kids, and it’s a dream car all in one.” Her Mustang Mach E can go from 0-60 mph in 3.5 seconds. “Despite its speed, it has been a Top Safety Pick since 2021.” She added that purchasing an electric vehicle can result in a substantial tax credit (up to $7500) something that comes in handy for a businesswoman eyeing a third location for Zen Coffee Co. This is how McLeay rolls: in a stylish vehicle that fits nicely into her lifestyle as a “green” mom and business owner. B2B “I have always wanted a Mustang,” McLeay said. “It has been my dream car for as long as I can remember.” But with having four kids, she assumed a Mustang would simply have to wait until a time in life when she doesn’t need to cart children around. “I kind of just let that dream go until retirement,” she admitted.
McLeay typically jumps on the newest “green” products, so when she learned Ford was about to release an electric Mustang, she knew she wanted to get her hands on one. When she discovered the Mustang would be an SUV (and capable of fitting all her kids), she knew she had to have one.
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“Someone in the office said, ‘You know, Wendy, everyone will hear your conversations,’ and I replied, ‘I know. I want people to hear how I talk to clients and vendors. If you want to hear something, and want to know more, come on in.’”
The entire space is tied together by a bold, multicolored carpet, which was an important touch from JH Interior Design. “We love it. It has gotten a lot of positive visceral reaction from people,” Wiseman explained.
IN THE OFFICE | STORY BY JEFF LACEY | PHOTOS BY BILL SITZMANN AN OCEAN OF CHARACTER
Visit zaissco.com for more information.
Another unique feature of the office is a long row of low-profile, old-school cabinets placed as a separator between the fish bowl and the traffic area. These cabinets echo back to marketing firms of the past. Zaiss & Co. use these cabinets to house memorabilia and physical elements of their 33-year history, making it a design element that serves as an archive and conversation piece.
ZAISS & CO. NEW OFFICES
“SOMEONE IN THE OFFICE SAID, ‘YOU KNOW, WENDY, EVERYONE WILL HEAR YOUR CONVERSATIONS,’ AND I REPLIED, ‘I KNOW. I WANT PEOPLE TO HEAR HOW I TALK TO CLIENTS AND VENDORS.’”
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The conference room is dubbed ‘blue ocean’; a room dubbed ‘the think tank’ is a library meant for reading and reflection. The office includes the ‘fish bowl,’ which features a combination of assigned individual work spaces and float/flexible work spaces; ‘the plank,’ a large corner area used for large group meetings, featuring a sectional couch and a ceiling-mounted projector; and the ‘anemone room,’ a multifunctional private room that can be used by anyone from a nursing mother to someone suffering a migraine.
There are also some special touches throughout the office’s 5,066-square-foot floor plan. One unique feature: The majority of the executive offices don’t have doors. “I’m just a real believer in collaboration and open communication,” Wiseman explained.
The whole office is thematically connected via the marketing concept of ‘blue ocean.’ “When you are thinking deeply about something, it’s like going into a blue ocean of thought. That’s what we try to do constantly,” Wiseman said.
W hen Zaiss & Co. decided to move locations, they knew they had to stay true to their company’s official tagline: “think like a fish.” But what did this mean? It meant that Zaiss & Co. needed a space that served their workflow needs, one their clients and employees would find appealing. The result was their new offices on the ground floor of the recently renovated Blackstone Plaza building, located on 36th and Farnam streets.
Wendy Wiseman, president and chief creative officer of Zaiss & Co., said that when they were imagining a new space, some ideas were nonnegotiable. Wiseman valued an efficient, elegant floor plan that would encourage collaboration, and location. “I wanted to be where people wanted to be,” Wiseman explained.
“The original design had a lot of the existing wood wall paneling back from the ’60s when it was built, so it was a great starting point,” Sullivan said. “The modern touches and the history of the building give it a really nice finish overall.”
Occupants can look over the skyline of Omaha, and beyond. It is the kind of touch that Wiseman loved about the building. “We want our team members to love where they work, and be proud of where they work, and this room helps.”
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-WENDY
SWIMMING IN UNIQUE TOUCHES
Josh Sullivan of Lueder Construction, senior project manager for the Blackstone Building, said his team worked hard to synthesize the historic elements of the building with the tenant’s needs.
The other important piece for Wiseman was location. “We’re in the heart of where Omaha is thriving right now,” Wiseman said.
Finally, there is the ‘cloud room’: a heavily windowed, large space on the top floor that Mad Men ad executive Don Draper would be proud of, complete with a stone fireplace and chandeliers.
IN THE 2021-2022 SCHOOL YEAR, CSF PROVIDED SCHOLARSHIPS TOTALING NEARLY $2.3 MILLION, AND HAS AWARDED AROUND $35 MILLION TOTAL SINCE ITS INCEPTION. Mickey Anderson
“If Tal hadn’t taken that challenge that New York presented years ago, none of this would have happened,” Children’s Scholarship Fund of Omaha Executive Director Joel Long said. “We can’t thank Baxter and the Anderson family enough for their loyal and generous support for 23 years. And we look forward to growing the program in the future with their help.” Today, Baxter Auto Group represents 15 automobile brands, operating 23 dealerships across Omaha and Lincoln, Nebraska; Kansas City, Kansas; and Colorado Springs, Colorado. Education is a longstanding, important area of focus for Baxter Auto’s philanthropic efforts, Mickey said.
After Tal retired from the CSF board, his son succeeded him and served for 11 years. Even after Tal’s death in 2009, members of the Anderson family have continued to provide personal donations to CSF, and the organization counts on Baxter Auto Group to be a high-level sponsor of CSF’s CHANCE annual fundraising luncheon.
“My father felt that what people really need, oftentimes, is a ‘hand up’ rather than a handout,” Mickey said. “He felt very strongly that the most important thing that we could provide anybody was a quality education.” Visit csfomaha.org for more information.
“Kids need [CSF] today as much as they did 23 years ago. We are the only organization in the state that’s a K-8 scholarship organization that provides this opportunity,” Long said. “We level the playing ground for all families to make the educational choice that best fits them.”
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Children’s Scholarship Fund provides approximately 1,500 partial-tuition scholarships for children from low-income families to access private K-8 education.
Recipient families can choose from around 80 partner schools across the Omaha metro area and northeast Nebraska. In the 2021-2022 school year, CSF provided scholarships totaling nearly $2.3 million, and has awarded around $35 million total since its inception.
“We at Baxter still try to live and abide by the values and vision of our founder, Tal Anderson. It was his belief that a community benefits by having strong educational opportunities and an educated populace,” Mickey said. “It’s really my father’s guiding vision that continues to, in many ways, determine where we make the investments when we’re able to.”
BAXTER AUTO GROUP HELPS CHILDREN’S SCHOLARSHIP FUND PAVE THE WAY FOR AREA FAMILIES
T he late Talton “Tal” Anderson, a longtime automotive dealership executive, believed everybody should have equal opportunity to education, including access to private options. He believed this even as he attended public schools growing up, said his son Mickey Anderson, Baxter Auto Group president and “WhenCEO.itcomes to education, my father passionately believed that your family’s economic circumstances should in no way correlate to access to quality education,” Mickey said. “My father believed that public schools are one of the greatest offerings of our country. But sometimes a family will prefer a private option for a variety of reasons. He felt they should be free to choose that and not separated from that option simply because of economics.”
In 1999, Tal and a group of local donors matched a $1 million challenge grant from Children’s Scholarship Fund of New York, giving rise to Children’s Scholarship Fund of Omaha that same year. Despite his relative lack of experience in fundraising, Tal agreed to serve as co-chair for the founding campaign. Not only did he play a significant role in getting the local nonprofit off the ground, he served on the organization’s board for several years. He also committed personal funds and began a tradition of Baxter Auto Group supporting CSF that continues to the present.
DRIVING EDUCATIONAL CHOICE
“IF TAL HADN’T TAKEN THAT CHALLENGE THAT NEW YORK PRESENTED YEARS AGO, NONE OF THIS WOULD HAVE HAPPENED.” -JOEL LONG BIZ + GIVING | STORY BY KARA SCHWEISS | PHOTO BY BILL SITZMANN
“I always said I don’t work to work for my dad. I want to work with my dad,” Noddle said.
He elaborated on their current new projects: One in the Builders’ District downtown and one on 180th Street and West Dodge Road Block 180 with Broadmoor. “I’m probably 60-70% in Omaha at this point,” Noddle said. “I really am pretty focused in Omaha. I’ve got my hands full up here.” It’s at Aksarben Village that Noddle has really watched his years of training and networking take off. “My dad and I decided we needed to create a vibe and come up with a thesis for the village,” he said. “We decided that we wanted to create a wellness-oriented community.”
Title or no title, the younger Noddle has more than lived up to the lineage, splitting his time between his adopted, decidedly more beach-like home in Florida and his place at the Noddle Companiescreated townhomes in Aksarben Village.
I nspiration hit Sam Noddle when he was 1,600 miles away; on the deck of a spear-fishing boat, salt-tinted air whispering into his ear the most cyclical, endwhere-you-started words: home. That’s where, with the coronavirus pandemic starting to shift into high gear in the early spring months of 2020, he was spending time with a fishing buddy, as well as his father and president of Noddle Companies, Jay Noddle. That day, Sam’s father was constantly on the phone, preparing to mitigate some of the inevitable financial impacts of the incoming shutdowns.
“My dad looks at me and says, ‘I’ve got to go back and start talking to our lenders. They’re going to shut down,’” Sam said. “And I remember looking at my friend on the boat and [that friend] said to me, ‘Sam, if you stay in Miami we’re going to get to fish every single day, and we will have the time of our lives. But if you go back to Omaha now, you’re going to get to see your dad do things you’ll never get to see otherwise. You’re going to get to see him in action. If you go back and just watch and listen, you’re going to learn more than you’ve ever learned in your life.’ And I thought that was really great advice.
“I’ve really started to focus more on Noddle Companies and Omaha,” Noddle said. “I’d like to develop living space, and I wanted to be able to tell people that I lived in a Noddle home. We only have one more space available in the entire village.”
“I ended up going back, and I did exactly what he told me to do. I listened as my dad talked to every one of our lenders, at the beginning of COVID,” he said with awe in his voice. “I got to listen to how my dad communicated with the lenders.”
In a post-COVID world, he has found himself doing just that. When asked what his official title is at the family company, Noddle couldn’t help himself.
ON THE RISE | STORY BY CHRIS HATCH | PHOTO BY BILL SITZMANN
Visit noddlecompanies.com for more information.
The young Omahan whose family business, Noddle Companies, has ties as deep as the foundations they pour into the Midwestern ground, went from Coconut Grove developer in beachfront Miami to doing what his father and his grandfather had done shepherding local development in Nebraska.
“TO DO THAT, WE WANTED TO CREATE SOME WELLNESS-ORIENTED AMENITIES. WE DECIDED TO CREATE SOME SAND VOLLEYBALL COURTS. THAT WAS A HUGE HIT.” -SAM NODDLE He continued, “To do that, we wanted to create some wellness-oriented amenities. We decided to create some sand volleyball courts. That was a huge hit. Next thing you know, we’ve got Powerlife Yoga that wanted to go into our building. At the time there was all these concepts in Miami, doing these outdoor workout classes, so I said to Powerlife, let’s take this grass area and let’s convert it to turf. That way you can have outdoor classes. It’s been a blast.”
“I don’t have a title,” he said, bursting out in a laugh. “I don’t have a title, and I kind of purposefully did it that way. My role kind of changes on a regular basis. And I never really wanted a title. I’m just Sam.”
There may not be any fish to spear, but Sam Noddle, his father, and Noddle Companies aren’t missing the mark.
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BOARDROOM BOOMERANG
SAM NODDLE CHOOSES TO BE BACK WHERE HE BEGAN
They did just that, creating a recently expanded dog park for residents of the area and even teaming up with vice president Mark Ringsdorf and the elder Noddle to open a bar in the area called Sonnys that serves cocktails out of a renovated Airstream trailer.
Sam Noddle
THEIR BUSINESS CONTINUITY PLANS
The ESOP is an ERISA retirement plan, so there is a formal plan document with multiple parties engaged annually to help us independently value and distribute shares equitably among our eligible employee participants.
LG: Blade Masters, Inc. is a family-owned busi ness that specializes in excavation, local trucking, and general contracting for its own construction projects. Customer scope is primarily with city, state, and federal contracts. The Goertzs bought Blade Masters Lawn Service in 1996. In 2004, we enhanced the business model, changed the name, and developed a strategic plan for the sustainable future.
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We had one consultation with a lawyer and another with a financial adviser to discuss options. Most of our plan is on legal-sized yellow notepads, hand-written.
B2B: What is your business? Who are your custom ers? How long have you been in business?
EP: I don’t feel that this was a difficult decision or execution of my plans. However, I do leave it in the hands of my son in the future to decide if he would like to keep the family businesses or sell them.
EP: We are a woman-owned retail doughnut shop serving scratch, gourmet doughnuts (including vegan varieties) and coffee. We have one location in Omaha and employ a staff of 18. We opened for business two days before COVID-19 (pandemic was declared) in March 2020.
LG: We have ideas; however, nothing official. We hesitantly discuss the what-ifs. We have compe tently skilled employees to run the daily operations. However, we could be in a jam if someone else had to unexpectedly step in, as there are many unseen components of the business, such as per sonnel, bookkeeping, and securing future contracts through a competitive bidding process. A reason for not having a succession plan is likely due to the busy nature of self-employment while juggling jobs, repairs, people, and time. At the end of the day, we could be thinking about where to get an airbag after hours, or if we have enough truck drivers for the next day, which doesn’t leave much room for succession planning.
OWNERS
B2B: What was the most difficult aspect of the planning process for you?
H aving a small business succession plan is key to ensuring the longevity of a company. Should the owner die unex pectedly, become incapacitated, or wish to retire, the plan spells out who is to take over management/ ownership and possibly a directive for the future.
EP: It is my hope that my son, Jack, will take over all of my businesses someday. (No date is set.) I put a plan together on my own after discussing details with my son. We are moving toward getting everything finalized legally through my attorney.
B2B: Do you have a succession plan for after you leave the company? When was it established? Did you put it together on your own, or solicit help from an attorney, CPA, financial adviser, etc.?
According to a PricewaterhouseCoopers 2021 U.S. Family Business Survey, only 34% of small business owners have a documented and communicated succession plan in place. We asked three local owners to share what they’ve done on this front: Elizabeth Pooley, owner of Square Donut; Larry Goertz, president of Blade Masters; and Dean Jessick, president of SGH Concepts.
WEIGH IN ON
DJ: After talking to quite a few succession planning gurus, our planning began in 2016 when we took our first steps with various consultants to help us form an ESOP (employee stock ownership plan) and give our employees an opportunity to own a piece of their company and to grow their retire ment savings. Through third-party advisement, we engaged ESOP consultants, CPAs, ERISA attorneys, ESOP Valuation Firm, ESOP Trustee, corporate counsel, and ESOP banking relationships.
DJ: SGH Concepts has 70+ years in the commercial construction industry. Our focus is as an architec tural specification firm that sells and installs prod ucts and provides services after the sale. We find solutions for architects, business owners, developers, and general contractors that will meet their needs but sustain time. Presently, I am CEO and have been at the helm for 35+ years.
ROUNDTABLE | STORY BY LINDA PERSIGEHL | PHOTOS CONTRIBUTED
EXIT STRATEGY
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Dean Jessick
DJ: The hardest part of this process was to determine the best path for a legacy so that the former owners could retire knowing that the folks who worked for them would stay on and could handle the opera tions of the business without them. It tested us, our processes, our people…ESOPs are not a “get rich quick scheme” but a gradual increase to the dollars inside of your retirement account over the time you stay employed.
Elizabeth Pooley
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LG: Considering all the documentation is over whelming when creating step-by-step instructions on one hand, and securing the safe financial future of Blade Masters as an ongoing family legacy on the other. Indeed, a succession plan needs to be finalized so that our successors don’t have to face the headaches of legalities while trying to take on the role of leading the company. Knowing what a burden it could be to them is what motivates us to make it a business priority.
Larry Goertz
• 3 0 + YEARS • A-1 United Heating ,Air & Electrical a1united.com Batten Trailer Leasing Inc. battentrailerleasing.com C O R P Ciaccio Roofing ciaccioroofing.com Lovelyskin lovelyskin.com Skin Specialists lovelyskin.com/dermatology Cushman & Wakefield Lund Company lundco.com Koca Chiropractic kocachiropractic.com One Source onesourcebackground.com DICE Communications dicecommunications.com • 15 + YEARS • Olson Group theolsongroup.com • 20 + YEARS • Cox Business coxbusiness.com planitinc planitincevents.com RTG Medical rtgmedical.com SecretPenguin secretpenguin.com Scott Conference Center scottcenter.com L egacy businesses are essential in our community, and our nation. According to the U.S. Bureau of Labor Statistics, only 35% of new businesses make it to 10 years or more. Omaha Publications is thankful to have the support of these legacy businesses on the following pages. Like the sands of time, these companies continue to work steadily through the years. These long-running companies, ranging from 10 to 100 years and more, have many reasons to be proud of their contributions to Omaha industry. Sadoff E-Recycling is celebrating its 75th year in business while Dice Communications has been in Omaha for 13 years. These and the other companies on the following pages are proud to claim themselves as legacies. Note: This sponsored list reflects a portion of the companies in Omaha that are eligible to claim legacy status. B2B Written by advertisers & Kara Schweiss Intro by Daisy Hutzell-Rodman Photos by Katie Anderson and contributed 16 | B2B MAGAZINE · 2022 VOLUME 22 · ISSUE 4
S&W Fence sw-fence.com • 60 + YEARS • Abe's Trash abestrash.com Heartland Area Federal Credit Union heartlandfcu.org • 70 + YEARS • MD West One mdwestone.com SOS soshvac.com • 75 + YEARS • Hertz Farm Management, Inc. hertz.ag Neff Towing nefftowing.com Sleight Advertising sleightadvertising.com • 40 + YEARS • Futuramic's Clean Water Center omahawater.com Senior Market Sales seniormarketsales.com • 45 + YEARS • Masimore, Magnuson & Associates mma-cpa.com • 50 + YEARS • EGAN SUPPLY CO. JANITORIAL SUPPLYE Egan Supply CO. egansupply.net Lockton Companies lockton.com Since 1963 Norm's Door Service normsdoor.com Sadoff sadoff.com Westside Community Schools westside66.org • 85 + YEARS • Veridian Credit Union veridiancu.org • 90 + YEARS • Rotella's Italian Bakery rotellasbakery.com • 1O0 + YEARS • All Makes Office Equipment allmakes.com FNIC fnicgroup.com Greater Omaha Packing greateromaha.com Highline Warren highlinewarren.com Lueder Construction lueder.com Max I. Walker maxiwalker.com State Farm statefarm.com • 150 + YEARS • Nebraska Medicine nebraskamed.com • 160 + YEARS • First National Bank firstnational.com The Weitz Company weitz.com OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 17
Egan Supply also expanded into the niche of providing sport court/gym floor services, including: annual recoating, sanding, repairs, restoration, and installation and tear-out/reinstallation. Additionally, the company handles related sports facility projects like floor graphics, lighting, accessories, and equipment adjustments for clients throughout the Janitorialregion.supplies and equipment remains the core business, however. Egan Supply has a broad inventory that includes facility maintenance products from industry leaders like Triple S, Betco, and Sunburst Chemicals; customers can consult with the Egan sales team or browse the online catalog’s wide selection. The company sells, rents, and services many brands of equipment and is an authorized Tomcat Equipment dealer and warranty-service center.
“It’s constant innovation,” Egan said. “Productivity is Clientskey.” in sectors like health care, education, and food processing have long called for products and services that emphasize sanitation, Egan said. The company’s expertise in disinfecting was greatly appreciated during the COVID-19 pandemic, when business owners in other industries whose previous objectives were keeping a facility looking tidy and smelling pleasant now desired a different level of “clean.” Egan Supply Company’s team helps those clients determine their best supply and equipment options and can ensure the personnel responsible for maintaining those higher standards are properly trained in sanitation and disinfection.
“Cleaning today is primarily driven by health and safety of the individual,” Egan said.
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Egan Supply Company was a small operation when James Egan Sr. founded the business in 1966. It’s still family-owned, with James Egan Jr., Pat Egan and Dan Egan joining their father in the enterprise and carrying it forward after his passing in 2013.
“As much as things have changed over the years, a lot of it is still the same,” Vice President Dan Egan said. “In our industry, relationships do matter. Our company motto is, ‘It’s service after the sale that counts,’ and that’s one thing that hasn’t changed from the day we were founded to today.”
The product selection has shifted as the industry has evolved, Egan said. Today’s cleaning chemicals work faster, kill more pathogens, and are safer for users, surfaces, and the environment. Efficient equipment like ride-on vacuum sweepers and robotic scrubbers make it possible for facilities maintenance teams to be more compact, and also allows workers to get more done in less time.
EGAN SUPPLY COMPANY 13838 INDUSTRIAL ROAD OMAHA, NE 402.346.059768137EGANSUPPLY.NET
That level of care means the company has maintained numerous long-time clients and sees many repeat customers, Egan added. “They can rely on us can get help and support when they need it,” he said.
EGAN SUPPLY EGAN SUPPLY SWEEPS THE COMPETITION
A little over half a century since breaking ground, the commercial/industrial janitorial supply and cleaning equipment distributorship looks quite different. It now occupies a large facility near 138th and Industrial Road that opened 10 years ago, with continued growth in mind.
Support is also available when cleaning equipment requires maintenance or repair.
“We maintain a service department for the equipment; we have both mobile service and a service department in-house,” Egan said, adding that planned maintenance programs are also available.
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As the use of electronics continues to skyrocket, security and environmental impact have become critical concerns for individuals and businesses alike.
Sadoff E-Recycling & Data Destruction has locations in Lincoln, Omaha, and La Vista, Nebraska servicing the entire state and beyond.
Sadoff’s employees also embrace the culture, atmosphere, and their purpose to contribute to the company’s success.
About Sadoff E-Recycling & Data Destruction
When reflecting on Sadoff’s future, the company’s leaders are prioritizing sustainability and focusing on taking actionable steps. Since branching out into the area of electronics scrap and data destruc tion, the company has had the opportunity to assist many clients in meeting their security and sustainability objectives.
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SADOFF E-RECYCLING & DATA DESTRUCTION
After Rudoy retired in 1991, his son-in-law, Sheldon Lasky, took over the business. Today’s leadership team includes Sheldon Lasky’s sons: CEO Mark Lasky, and Executive Vice Presidents Jason Lasky and Brad Lasky. Together they carry on Rudoy’s legacy and ensure the business remains focused on its customers destroying their digital past to guard their future.
Sadoff has come a long way since 1947, when founder Edward H. Rudoy purchased Block Salvage Company a small scrap yard and changed its name to Block Iron & Supply Company. Expansion followed via the purchase of Sadoff Iron & Metal Company, and later came the addition of Sadoff E-Recycling & Data Destruction Company.
“When you have successes, you celebrate, reward, recognize, and respect the people that got you there,” Mark Lasky added.
“We accomplish this by continually investing in our people, working together, and adhering to our high standards of excellence,” Jason Lasky said.
The vision of Sadoff E-Recycling & Data Destruction is to be the preferred choice for handling the management of electronics’ end of life. We combine our environmental responsibility with customer-focused attention and a “down to earth” attitude. With customized programs that help the planet, we protect our customers by offering secure data destruction and recycling solutions. With over 20 years of strategic IT expertise, our experts speak the language of IT which ensures you get the right solutions for your needs.
“Our best method of growth is to grow with our customers that was Edward and Sheldon’s philosophy. Being customer-focused was at the very foundation of how the company started, and that’s how it will continue,” Mark Lasky said.
402.345.6624OMAHA,STREETNE68117SADOFFELECTRONICSRECYCLING.COM
Paving the way for responsible electronics recycling and secure data destruction, Sadoff prides itself on being a safe and sustainable company that works hard to mitigate risk.
Sadoff E-Recycling & Data Destruction is an R-2 certified leader specializing in e-waste recycling and professional data destruction. Throughout the last 75 years, Sadoff has provided an unwavering focus on safety and environmental responsibility.
Through its nationwide network of independent insurance agents and financial advisors, SMS provides Medicare and financial solutions to more than 500,000 Americans annually. That makes SMS one of the top distributors of insurance products for many of the nation’s largest insurance carriers. SMS has reached this status through steady, profitable growth that saw the company expand from around 15 employees 25 years ago to more than 500 employees and offices throughout the United States today.
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For most of its history, SMS was family-owned, with owner Milton Kleinberg serving as CEO. In 2020 SMS was acquired by Alliant Insurance Services, one of the largest insurance brokers in the world. This has allowed SMS to fuel its growth with six acquisitions over the past year with more to come.
That culture remains a point of pride for many at SMS, most notably Kleinberg.
“I’m so proud of our employees, proud of SMS and proud of what we’ve done,” Kleinberg recently told employees at a company meeting. “We have earned a reputation in the industry for doing business the right way.” W RD NE
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“Our agents are primarily helping people make more informed decisions,” said Jim Summers, President of SMS. “Whether it’s choosing the right Medicare plan or deciding when to elect Social Security, these are important decisions that people only get one chance to make.”
“The partnership with Alliant sets SMS up for growth over the long-term,” Summers said. “But what was most important to us during the acquisition process was that we maintained our family friendly culture.”
For 40 years, Omaha-based Senior Market Sales (SMS) has provided insurance and financial solutions to help seniors protect their health and wealth in retirement.
ROLLING THE DICE AND WINNING
Dice Communications’ prestigious industry recognition three times as AlcatelLucent Enterprise’s North American Partner of the Year highlights the company’s hard-fought and well-earned expansion.
The merger with Long Island-based AllSector acquisition brought two new members to the leadership team: IT Manager Lorraine Frangas and Chief Information Officer Steve Pena. It’s also broadened the company’s offerings, continuing a legacy of innovation and adaptability.
Now, approximately half of the automotive aftermarket company’s business is manufacturing passenger car motor oils, recreational antifreeze, washer fluid, and automotive chemicals.
DICE COMMUNICATIONS
Being able to scale down large-enterprise experience and serve small and mediumsized businesses sets the company apart from other managed service firms. Since its founding, the company has developed to offer managed services and onsite resources as well as its own hosted voice platform.
“Warren Distribution was founded in 1922. Highline Aftermarket was a conglomeration of various companies over the last five years,” she said. “Pritzker Private Capital bought both, and so November/December 2020 is when Highline Warren was made.”
“We strive to be the best company to work for, buy from and sell to while providing world-class products for the best possible driving experience,” Weeda said.
“To industry people, we’re a value-added reseller and managed-service company,” said Zach Dice, who serves as CEO (co-founder Tina Dice is President). “To nonindustry people, we are outsourced IT and integration of all technology needs.”
950 S. 10TH ST., STE. 300 OMAHA, NE 800.825.123568108HIGHLINEWARREN.COM
Dice Communications’ success continues through to the present, achieving several major milestones this past year alone.
“Typically, managed service firms don’t have a lot of voice experience,” Dice said. “We have almost half a million handsets we support across our territories.” 3000 FARNAM ST., STE. 1-B OMAHA, NE 877.331.292368131DICECOMMUNICATIONS.COM
YEARS13
“The other 50 percent is made up of about 23,000 aftermarket distributed products that we distribute to various customers. There is also a handful of owned and licensed brands in that aftermarket piece that are owned by Highline,” Weeda said.
“We purchased our first office space in December 2021. That is a significant change for us,” Dice said. “And we acquired a managed-service firm in January 2022.”
SPONSORED CONTENT AUGUST · SEPTEMBER | 21
Altogether, the company maintains 27 facilities across North America and employs approximately 1,200 people. Local operations include customer service, legal, accounting, finance, IT, and sales and marketing.
Since Zach and Tina Dice founded technology company Dice Communications in 2009, the business has grown to serve customers in all 50 states plus Canada, Mexico, the Caribbean and the Asia-Pacific region. Beyond Omaha, employees are now stationed in Florida, Oklahoma, Texas, and New York.
AT TECHNOLOGY SOLUTIONS
The Highline Warren name is new, but its local component goes way back, said Donna Weeda, Chief Operating Officer, Manufacturing.
HIGHLINE WARREN DRIVING FORCE
Compared to 75 years ago, schools now have an increased sense of responsibility for children’s physical and mental health, safety, social, and emotional wellbeing both in and outside of school. “We won’t be as effective as we want to be if we don’t address those main core components of how to treat the whole child,” she said.
WESTSIDE COMMUNITY SCHOOLS
To begin with, innovation is “everywhere,” Paul said.
A sense of community makes the district feel “like a little city in a big city,” with outstanding support from businesses, neighbors, and alumni, Paul said.
Westside Community Schools originated in 1947 as a merger of three rural school districts west of Omaha. As it celebrates 75 years, the district (still known to many as District 66) represents a diverse urban/suburban population at Westside High School, Westside Middle School, 10 elementary schools, and Underwood Hills Early Learning Center. Westside is known for innovation, community, and excellence, said Director of Communications & Engagement Brandi Paul. “Those three things really exemplify what the school district is always about.”
CIACCIO ROOFING CORP. IZARD ST. OMAHA, NE 402.293.870768131CIACCIOROOFING.COM S. CIR.
WESTSIDE COMMUNITY SCHOOLS 909 S. 76TH ST. OMAHA, NE 402.390.210068114WESTSIDE66.ORG
YEARS75 YEARS35 MAGAZINEOMAHA TODD LEMKE Omaha Magazine is the first and only Nebraska magazine to be accepted into the City and Regional Association.MagazineThisassociationincludeslargerpublicationssuchas MagazineWashingtonian and 5280 out of TheLemkePublisherDenver.Toddsaid,“Tobeeligibleformembership,amagazinemustbeauditedontheircontent,andthepublicationmustbeprimarilydistributedthroughpaidorrequestedsubscriptions.”publicationgainedacceptancetoCRMAbydemonstratingacommitmenttoeditorialcontentthatfocusesonthelargercommunityandisindependentofadvertisers. 5921
ABOVE IT ALL
Whether today, tomorrow, or in a year’s time, however, customers can count on Ciaccio Roofing’s high-quality workmanship, Ciaccio said.
Business is so brisk, General Operations Manager Brett Ciaccio said, that the company is looking to add additional service technicians and administrators to support the team. He expects to receive calls about roof damage to commercial buildings for months to come.
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INNOVATION, COMMUNITY AND EXCELLENCE
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As for excellence, “Everything from ACT scores, to inclusion and diversity, to our athletics and activities, to our alumni support and teacher and staff support, we want to be the best in everything we do.”
CIACCIO ROOFING
“We’ll continue to get calls trickle in from that particular storm even a year after,” he said, explaining that most insurance policies provide a two-year window for the building owner to file a claim. Plus, unlike a one or two-story house, damage to a commercial building isn’t typically visible from the ground. Owners, especially outof-town owners, may not be aware of damage until after a routine roof inspection or when problems, such as leaks, appear later.
“Teachers, students and even our support staff are given the freedom, creativity, and support to try new things, to think outside the box,” she explained. From flexible classroom space and co-teaching, to modular scheduling and a robust trades program at the high school level, “That innovation has resulted in some incredible things.”
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OMAHA, NE 402.884.200068106OMAHAMAGAZINE.COM
It was bad news for roofs when a volley of hailstorms pummeled the Omaha area in June. Fortunately, Ciaccio Roofing, founded by Pete Ciaccio in 1987, has developed proven expertise in insurance claims, as well as installing, repairing, and servicing a wide variety of roofing systems.
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SECRETPENGUIN THE RECIPE FOR BRAND LONGEVITY
As SecretPenguin celebrates its 22nd anniversary, we’re looking back on 200+ brands built. We’re humbled and overjoyed that most of these brands remain vibrant and thriving today. We believe a key reason is because they follow a simple 3-step gameplan that each business needs in order to last: Vision, alignment, and execution. It starts with a vision: What do you want to bring to the community, and how will it make the world better for them? The second step might be the most important: Aligning on the vision. A key part of the SecretPenguin branding process is aligning companies on their vision through a series of enlightening (and fun!) exercises so that everyone’s working toward the same goal. “Then we create a brand identity, culture, and experience that bring this vision to life,” said Account Director Miki Newhouse. ”It becomes a simple blueprint that anyone can use to execute the brand’s mission.”
Over two decades in building brands, it’s become clear that teams who are aligned on their vision and understand how to execute the mission are the ones that last.
SECRETPENGUIN.COM
YEARS22
“THAT HAS TO DO WITH THE CHANGE IN REMOTE CAPABILITIES, WHICH HAS BECOME MORE APPARENT SINCE THE PANDEMIC HIT.” -CHRIS BRECI
Even in the flush market in which the industry finds itself, firms that adjust their operations to meet current working conditions are easily outpacing those that aren’t.
Forbes reported last summer that firms specializing in remote consulting are reaping substantial benefits over the face-to-face variety. The article noted a recent report by McKinsey that revealed 75% of prospects do not want to meet with consultants face-to-face, driving e-commerce and video conferencing to account for nearly half of B2B revenue. There is also the added benefit of creating greater profitability in consulting firms by removing top-line expenses, such as travel costs.
“They couldn’t afford to,” Faber said flatly. “And because they can’t afford full-time [help], most businesses have to look at fractional expertise, which they can do for significantly less money than hiring somebody. They’re looking at ways of how to be competitive and have world-class services but not have to pay world-class salaries to make it work.”
FEATURE | STORY BY DWAIN HEBDA | PHOTO BY BILL SITZMANN B2B CONSULTANTS ENJOYING BOOMING BUSINESS JUST PART OF THE TEAM I n 2017, Inc. Magazine published an article entitled, “The Business Consulting Industry Is Booming, and It’s About to Be Disrupted.” The article detailed the ways that the consulting industry was becoming too entrenched and comfortable to adapt to, and adopt, change. It was disproven in 2020, though in fairness, partly due to factors the magazine couldn’t have envisioned. In fact, the challenges of the pandemic’s strafing of the business community has provided consultants nearly endless opportunities to help companies manage through crisis and change, and ultimately emerge leaner, wiser, and positioned to succeed in the post-pandemic marketplace.
Often, companies don’t hire such expertise full time for one simple reason.
BLS predicted demands will continue to be led by health care, government agencies, and information technology, particularly in the field of cyber security. However, other sources also noted consultants focused on helping companies improve sustainability and diversity, equity, and inclusion were all expected to gain additional steam as well.
In the U.S. alone, far and away the largest consultant marketplace, more than 900,000 people work in business consulting, per the U.S. Bureau of Labor Statistics, with future job growth predicted to average just under 100,000 new hires annually between 2020 and 2030, or at a rate of 14%.
Of course, consulting firms themselves haven’t been spared from adapting to pandemic-related change.
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“What’s changed the most in general is the speed of change over the last three years,” said Rick Faber of Growth Guru in Omaha. “That’s brought lots of pressure on business. There’s been financial pressures. There’s been technology change pressures. There’s been people pressures where they can’t get talent. It’s really hard to stay disciplined when there are so many moving pieces in the business COVID,environment.”whilehighly disruptive, gave many companies a unique opportunity to step back and look at operational issues in ways that would have been difficult had business been operating at full capacity. This was good news for the consulting industry, Faber said. “With COVID, everybody and their brother closed their doors and tightened down the hatches for about 30 days. Those 30 days were magical for consultants,” he said. “Owners of businesses during that time got a little time to think about things a bit. For many, it was, ‘You know what? We’ve been running way too fast and on the other end of this COVID thing, I want the company to be something else. We’re going to use this as an opportunity to pivot.’ And they immediately went to, ‘Let’s get some help to do that.’”
More than two years after the onset of the pandemic, the spike in consulting demand has yet to fully flatten out. According to a report by The Business Research Co., the global management consulting market grew from $892 billion worldwide in 2021 to $974 billion in 2022, a compound annual growth rate of 9.2%. The market is expected to reach $320.94 billion in 2026 at a CAGR of 7.9%.
OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 25 25
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Breci concurred with the theory that companies continue to seek out consultants over permanent hires due to cost, but he said the consultant model is also a good hedge against the ravages of the current, razor-thin labor market.
The remote capability is just a whole new level.”
Visit mygrowthguru.com or omahait.com for more information.
“We are looking for people who are lifelong learners; we want people who are never satisfied,” Breci said. “Consulting places like us see a lot of different industries, there’s a lot of diversity, so we are looking for people who are good problem solvers and who are able to get out there and talk to people, interact, and build relationships. The days of the IT guy who just stares at his shoes are gone.”
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2022 Winner
“That has to do with the change in remote capabilities, which has become more apparent since the pandemic hit,” said Chris Breci, vice president of operations for InfiNet Solutions of Omaha, an IT consulting and solutions firm. “The tools are there and they’ve really matured in the last five to 10 years, allowing us to do our job from anywhere.
The current boom cycle, as well as changing client expectations, have put staffing pressure on consulting firms, especially since companies are demanding more of their personnel than was acceptable in the past.
B2B
“Eliminating a single point of failure is so important for our clients in this day and age,” he said. “We are able to come in and really hit the ground running, meaning clients aren’t worried about one [full-time] guy leaving. They have a whole team behind this with the expertise of all the different industries that we’ve worked in.
“We are also able to supplement expertise for those who do have [full-time] IT support. Some of our clients have a level-one guy, and we only support them when they escalate to us. In those instances, the client’s needs get filled at a lower cost, because they just needed someone a couple days a week or via phone calls. It gives companies a lot more flexibility.”
Through it all. Business big and small.Member FDIC Meeting the moment and realizing your dream is easier with a business banking partner you can trust. Fia & Belle | Fremont, NE /business 2022 Winner a national and regional powerhouse in meetings and events cheers to celebrating 24 years in business @planitincevents MEETINGS CHANGE THE WORLD. WE’RE READY WHEN YOU ARE. OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 27 Founder of Growth Guru Rick Faber
“IF HAVING A HUGE INVENTORY IS NO LONGER A COMPETITIVE ADVANTAGE, WHICH IT WON’T BE, THEN CUSTOMERS ARE OFTEN GOING TO CHOOSE WHO TO DO BUSINESS WITH OFF OF OTHER THINGS, SUCH AS EXPERIENCE.” -JEFF HINCHCLIFF
The last couple years, though, have been anything but bright. While many industries suffered amid the pandemic, vehicle sales have faced a shortage brought about by a lack of computer chips that brought production lines to a halt. At times, it has been difficult to even find vehicles to buy, with some new cars selling above sticker prices and some used cars commanding more than their original prices. Many more cars must be custom-ordered, and customers are left waiting for deliveries.
Carey Hamilton, president of Beardmore Chevrolet, said her dealerships will have transports pull up with 10 vehicles on it, and, of those, eight have already been sold. Supply-chain disruptions and transportation woes felt by other businesses are still present for auto dealerships, too. And now, as the chip crunch eases, inflation is poised to corrode some of the pent-up demand.
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Beyond the pressures associated with getting keys into the hands of consumers, which can leave customers frustrated, Tesla and other electric vehicle startups are bypassing dealerships altogether by selling vehicles directly to consumers.
LOCAL AUTO DEALERS PREVAIL DESPITE CONSUMER SHIFTS
Manufacturers originally had considerable leverage over dealerships. In the 1950s, they began to compete directly with dealerships, and states began to adopt laws that protected the investments of the local dealers against Ford, General Motors, and Chrysler, which dominated the industry.
On the sales side, the industry initially used a mix of dealerships and direct sales to get vehicles into the hands of consumers. Over time, a network of independent small businesses developed to handle the sales and service of vehicles.
“No matter what business you’re in, the last two years have been extremely challenging,” Hamilton said. “But I think automobile dealers are extremely adaptable.”
Todd said GM announced plans to open one store in Nebraska, located in Omaha, threatening to upturn the industry across the Cornhusker state.
FEATURE | STORY BY SCOTT STEWART | PHOTO BY BILL SITZMANN
The COVID-19 pandemic has accelerated customers’ comfort levels with making big-ticket purchases online, exacerbating the traditional model of having customers visit a showroom or sales lot to find their next ride. Most customers have at least done their homework.
The startups are building upon the success of companies like Carvana, which for years has sold used cars online. Carvana even advertises its towering vehicle “vending machines” the nearest of which is located in Kansas City, Missouri.
O mahans have been buying cars from H&H Group since 1930. A lot has changed since then, and a lot appears to be in flux in the auto dealership industry, but that doesn’t worry Jeff Hinchcliff.
EVOLVING EXPERIENCE
Customer experience is increasingly critical in an environment where dealers face competition from online and direct sales, particularly for new vehicles.
“It’s not like the olden days when people would come in not really knowing about the vehicles,” Hamilton said. “It’s much simpler for the consumer now.”
For decades, dealerships have relied upon franchise agreements with manufacturers, who sell the cars to dealerships, who then, in turn, sell them to consumers. Under those deals, they can’t sell directly to customers unlike, say, Apple, which will sell iPhones at its own retail stores or website, through a carrier, or through third-party stores like Best Buy. In the nascent years of the automobile era, vehicle manufacturers needed a lot of infrastructure. Paved roads and highways were necessary, along with gas stations and service centers, before their customers would be able to get much use out of that shiny new car or truck.
“The dealership world has its brightest years ahead of it,” said Hinchcliff, president of H&H Group.
“The franchise system was developed so that the consumers would have a place for sales and service of the vehicles that was within their community,” said Loy Todd, president and general counsel of the Nebraska New Car & Truck Dealers Association.
Hinchcliff said those same trends can be helpful for dealers willing to invest in keeping up, which H&H has done by adopting a paperless sales and service system, funding a technology department, and fostering tech-savvy employees throughout the “Technologyorganization.isreally changing, obviously, customer expectations, but it’s also changing what businesses can do and still be a viable business and still have better customer experiences,” Hinchcliff said.
FROM PAGE 29
“It was going to simply be that, if you wanted to buy a Cadillac, a Chevy or whatever, you can come to Omaha,” he said. “So, the Legislature passed a law that said manufacturers could not have a retail store.” The franchise dealer model has been good for consumers, Hamilton said, because dealerships don’t just sell cars, they also provide service departments that perform warranty works and recall repairs. She questions what might happen if that no longer is the norm.
“We’re really concerned about if the Chinese or the Indian markets, those manufacturers come in and do direct sales. Who is going to warrant their vehicles? Who is going to stand behind them?” Hamilton said. “What if something really goes wrong with one of those vehicles and they pull out of the market?”
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There’s also the matter of incentives, Todd said. Warranty work is an expense for manufacturers, but it’s a profit center for dealerships. “They want to take care of your car,” Todd said. “They want to do the work. They train the employees to do that, whereas a manufacturer, as much as they can avoid the expense of actually doing warranty work and taking care of a customer, it’s to their Hinchcliffbenefit.”said
the franchise business model has survived for over 100 years because it works well for both sides, with dealers carrying manufacturers through tough years and reaping benefits during good “We’reyears.notconcerned about the future of the car business,” Hinchcliff said. Going forward, though, Hinchcliff expects the line between manufacturers and dealers is going “WE’RE REALLY CONCERNED ABOUT IF THE CHINESE OR THE INDIAN MARKETS, THOSE MANUFACTURERS COME IN AND DO DIRECT SALES. WHO IS GOING TO WARRANT THEIR VEHICLES? WHO IS GOING TO STAND BEHIND THEM?” -CAREY HAMILTON
to blur. For an in-demand vehicle, a customer might start out on chevrolet.com and be passed along to a dealer to finish the sale and complete delivery of the vehicle. “They’re going to be a lot more like partners when it comes to selling new cars,” Hinchcliff said. That’s already the case with some vehicles, like the Kia Telluride, which Hinchcliff said is “one of the hottest cars that’s been made in decades” and is still on a yearlong waitlist after being introduced more than three years ago. “It’s quality over quantity, and the previous model was all about quantity,” Hinchcliff said. “Manufacturers because they’re going to be restricted are just going to have to figure out how to be really good at what they do.”
At Beardmore, Hamilton expects to see more cars on the lot once the supply chain improves, including an eventual return to abundant options for customers walking the lot. But she agrees that quality is what’s driving new car sales.
“How we take care of customers has always been a competitive advantage of ours,” Hinchcliff said. “If having a huge inventory is no longer a competitive advantage, which it won’t be, then customers are often going to choose who to do business with off of other things, such as experience.”
“They’re really building vehicles that the consumer wants,” Hamilton said. “They’re very attractive cars. The technological advances are so great.” If new cars are essentially selling themselves, dealers need to emphasize different strategies to ensure customers keep coming to them and not their competitors.
“It’s more who we are, what we stand for, the things that we do in the community,” Hamilton said. “One thing my father always taught me is these are the people that support you, so you must be out there supporting the same community.”
CONT. PAGE 32 OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 31
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For other vehicles, Hinchcliff predicts customers will see fewer on the lot but still have plenty of options perhaps 100 Silverados, instead of the 400 that were for sale before COVID.
Hamilton said Beardmore’s marketing doesn’t generally emphasize the deal of the day “although we’re extremely price competitive,” she’s quick to add but focuses on the dealership’s brand.
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“We opened up a dog park, the Freedom Dog Park, on our property in Bellevue,” Hamilton said. “It’s fenced, it has lights, it has benches it is a very popular place to go. Really, it’s a bunch of little things that we hope cumulatively make a difference.”
FROM PAGE 31
Hinchcliff said H&H has diversified its business by adding Harley-Davidson motorcycles to its lineup, entering into the car wash market, and opening its show-stopping ONYX Automotive dealership, which brings together luxury brands BMW, Jaguar, Land Rover, and MINI under one roof.
“In the Harley business, which we’re in, it’s very event-focused, and it’s about having fun,” Hinchcliff said. “We’re taking a lot of the things that we’ve learned in the Harley business [to ONYX], in terms of having it being a place where people want to be a part of.” Experience is really the core of the business at every dealership, and it should be tailored to the customer’s needs. Hinchcliff said customers have high expectations no matter the price point of the vehicle they’re purchasing, and customer service matters up and down the business.
“Omaha deserved something that was fun and different and elevated, that wasn’t just, ‘Oh, by the way, we also sell BMWs,’” Hinchcliff said. “So, if you go to the store, it feels different. It looks different. It operates differently.”
“A customer buying a $50,000 Kia, which we sell every day, does not have any different expectations than a customer buying a $100,000 Land Rover,”
The lower-volume luxury vehicle business operates a bit differently, in part because those franchise agreements have different terms, Hinchcliff said. Servicing the vehicles is slower and more complicated, which also feeds into the need for a different approach.
The Beardmore name can be found throughout sponsorship lists in the Bellevue community, as well as the nearby Offutt Air Force Base, whether it’s the food pantry, school arts programs, the performing arts, or community celebrations.
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The ONYX Automotive dealership offers a destination retail experience before and after a sale, instead of emphasizing speed and the ease of conducting a transaction which might be valued more by a customer at another H&H dealership.
Visit onyxautomotive.com and thinkbeardmore.com for more information.
“People are like, ‘OK, well there’s the old model and the new model, one’s going to have to die and one’s going to live,’” Hinchcliff said. “The reality is that both are going to exist. We’re just going to have to take the best of both sides and make it work.”
The old cliche of what it’s like to buy a car the harassment and hand-wringing that had made car shopping among adulthood’s most onerous chores doesn’t hold up as much anymore. “I love the change,” Hamilton said. It used to be that customers would show up at the dealership defensive, because the sales staff would know more about pricing, and vehicles, and financing rates. But with the abundance of research material online, Hamilton said that’s largely not the case. “It’s a far more congenial relationship, and it’s just better all-around now,” Hamilton said. “We hated it, and customers really hated what they call haggling, and you don’t have that anymore, which is Toddpleasant.”said the experience at Nebraska auto dealerships is quite different from what it might be in the popular imagination. “They want a customer for life,” Todd said. “These dealers go out of their way to take care of the Ultimately,customer.”when offered a choice between buying a car online and in-person, most still choose to see the car for themselves, Hinchcliff said.
Hinchcliff said. “They’re the same human being who has the same needs and desires. They all have high expectations, as they should.”
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“They want to touch and see, to feel the car,” Hinchcliff said. “They want to talk through things and understand things.” That bodes well for the future of automobile dealerships, even if they won’t look the same and there will be fewer of them than there once were. In the tug-of-war between the old business model and newer approaches, something in the middle is the most likely outcome.
“I LOVE THE GREATER PICTURE, WHEN I HEAR TALK OF THE GREAT THINGS THAT ARE BEING ERECTED CURRENTLY AND THE WONDERFUL PLANS WE HAVE IN PLACE.” -VETA JEFFERY
Jeffery is especially excited about all the things that are happening in the area as outlined by the new Urban Core Redevelopment plan.
DIVERSIFYINGJEFFERYANDSTRATEGIZING
BRING GREATER THINGS TO OMAHA
VETA
Andersen said there is another key to Jeffery’s strength as a leader.
V
Andersen said, “I can’t wait to see once she gets her feet under her get past the first 180 days, I think it’s going to be a pleasure to watch.” Visit omahachamber.org for more information.
Jeffery said, “From what I’ve seen, the people here are serious about making the city of Omaha the next up-and-coming place to be, and I’m impressed by the fortitude and the passion that I see, and the collaborative efforts I see being executed.”
“Real change takes time it takes time, effort, and it takes accountability,” Jeffery said. “If we look at the work that the Greater Omaha Chamber is doing right now, our CODE program is something we can turn to. CODE stands for Commitment to Opportunity, Diversity and Equity. It starts with that commitment...Our employer coalition is another piece...We have a conference on opportunity and diversity and equity. And ongoing initiatives that would create more opportunity and access for day-to-day with a year-over-year focus that we can work through. We had 120 employers who signed the CODE pledge to make DEI their priority in their workplaces. To create an inclusive work environment for their employees. We continue to offer our education series…provide development training for those organizations.”
TO
She’s also conscious that a big part of Omaha’s growth will be working on diversity and equity.
A big part of that is going to be working on public and private partnerships. Jeffery’s previous job as manager of Community Economic Development for the State of Missouri will be an asset. She helped rebuild the business community in and around Ferguson, Missouri. This included helping to establish workforce development programs to assist underserved communities.
As she looks around the city, Jeffery sees three things that will help build Greater Omaha.
OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 35 35
That ability to see a big picture is one of her strengths.
eta Jeffery has taken a big job in Omaha as the president of its chamber of commerce, but she’s ready for the challenge.
Jeffery said, “I’m going to choose people, place, and prosperity as a focus of our strategic plan because I think focusing on our people, focusing on what’s happening in this space that we’re in, and what programs we have that we’re standing up to make the people stronger, the places better and our prosperity greater is something that I’d like to make certain I am keeping watch of and using my past experience to help guide.”
“I am not the kind of person who has wanted to go to bed Sunday evening and dread get up Monday,” she said. “Economic development, community development are things that I thrive off of.” She has spent her first 90 days getting to know this city, and the people in the city. That’s a big part of what attracted her to the search committee, according to Leslie Andersen, committee chair and CEO of i3 Bank in Bennington. Andersen said, “Veta has an incredible ability to digest highly complex information and turn it into strategy with actionable outcomes.” That means she is going to be a big asset when thinking strategically about workforce development, attracting folks to Omaha, and keeping people here. Andersen said that will be a key part of being the president of the Greater Omaha Chamber going forward. “I think that the chamber business has changed,” Andersen said. “I think it’s gone from spending most of your time recruiting companies to spending most of your time recruiting people to work for those companies. Really, before, you would think if you have a company to come to your state and want to be part of your state and have, say, 500 jobs, that would have been considered a big win. That was before 1% unemployment. Now, you’ve got to have people here who can go to work for them. We’ve got a lot of nice, big employers here who have facilities in other states. We don’t have the people here to fill the jobs.”
“A big part of it is going to be strategy, but it’s also her ability to communicate,” Andersen said. “I’ve watched her communicate and get to know people. She’s quite good at it. I think she’s going to be able to help us craft these solutions.”
FEATURE | STORY BY DAISY HUTZELL-RODMAN | PHOTO BY BILL SITZMANN
Jeffery said, “The Greater Omaha Chamber has a phenomenal board, but I also understand these are the key stakeholders who make the city of Omaha work. I think it’s necessary to understand these entities so I can get the bigger picture...The only way I can be an asset is if I understand the individuals making it all work.”
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“I THINK ONE OF THE THINGS THAT’S IMPORTANT IN A FAMILY BUSINESS IS THAT YOU REALLY HAVE THIS CLEAR LINE OF COMMAND SO TO SPEAK. HE WAS THE CEO. HE WAS THE WASDECISION-MAKER,FINALHETHELEADEROFTHEBUSINESS.ANDEVERYONEWASCOMFORTABLEWITHTHAT,INCLUDINGME.THEREHASTOBESOMEONEWHOISINTHATROLE.” -TODD SIMON
In June 2020, they promoted Nate Rempe, the company’s first nonfamily president and chief operating officer. They charged him with developing the next level of company leadership. Todd became the company’s CEO-in-waiting.
“Rather than feel isolated at that moment, I felt incredibly supported by a team that could step in and handle the operation, operate independently, and make decisions that could put me, as the CEO, to [manage] the overall strategy of the business without all of the sudden having 100 decisions to make,” Todd said.
“We’re staying focused and doing what we’ve always done with the idea of continuously improving that,” Todd said. “We’ve been selling steak and other foods directly to consumers since the mid-’50s. We have a pretty large knowledge base on how to do that and how to do that well. We’ve developed all the systems and processes that are required to do th100 years.” Visit omahasteaks.com for more information. B2B
For all of Todd Simon’s career, management of Omaha Steaks has been a family effort. As the fourth generation of the Simon family passed the operational leadership torch to the fifth generation, which included Todd and Bruce, the pair divvied up leadership responsibilities.
FEATURE | STORY BY JOEL STEVENS | PHOTO BY SARAH LEMKE
COMPANY’S BEST INTERESTS AT STAKE FOR OMAHA STEAKS CEO T odd Simon doesn’t quite recall his first job at Omaha Steaks, which is understandable. He spent his first years bouncing between a dozen of what he called “mini apprenticeships,” throughout the family-owned company Todd’s great-great-grandfather (B.A. Simon) and great-granduncle (J.J. Simon) started as a small butcher shop in downtown Omaha 100 years ago. The Simon family has since expanded Omaha Steaks into a world-famous brand. Todd worked in the plant and in food service. He Inc. At age 57, he took over the company following the unexpected death of his cousin, longtime chairman and CEO Bruce Simon, in February 2021. For more than three decades, Bruce and Todd worked side-by-side along with their fathers, Alan and Fred to grow Omaha Steaks into the largest direct shipper of gourmet foods in the U.S. Today, the company has 1,500 team members, 46 retail stores in 20 states, and millions of active customers shopping a 400-item product line.
CONT. PAGE 38 FROM PAGE 37
“While we had clear areas of responsibility, we both knew enough about what each was doing,” Todd Bruce’ssaid.death was sudden and shocking for the Simon family. His passing also sent ripples through the company he headed for nearly two decades.
OMAHAMAGAZINE.COM AUGUST · SEPTEMBER | 37 37
“He was seven years older than me,” Todd said. “I think one of the things that’s important in a family business is that you really have this clear line of command, so to speak. He was the CEO. He was the final decision-maker, he was the leader of the business. And everyone was comfortable with that, including me. There has to be someone who is in that Simonrole.”stepping into the CEO role wasn’t by accident.
“If we had been in a situation where every major decision had to start and stop with the CEO, it might have been daunting, and probably pretty difficult,” Todd said. He feels that early planning fostered an environment for him to thrive as what he called “a new kind of CEO” at the company.
“I like to say we’re a family-owned, professionally operated business,” Todd said. “As long as I’ve been with the business, which is close to 40 years, we’ve always had an extremely strong professional management team that has been participating with, and supporting, the family leadership in the business. You can’t run a business that has close to 2,000 team members without having a really strong professional team.”
WELL DONE
In 2019, Todd and Bruce began discussing a management succession plan to ensure the Simon family business would remain in good hands.
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Visit omahasteaks.com for more information.
“We’re channel agnostic,” Todd said. “We want to be where our customers want us to be. For many years, we sold just direct. And then the market told us as good as our direct [business] is, most people aren’t buying their steaks direct, so we opened retail stores so we can be where our customers are.”
But that dominant market share didn’t happen on its own. It’s a result, Todd said, of significant investments in quality, and advertising and marketing a brand that humbly started in 1917 with two Latvian immigrant brothers and their big dreams for the meat business.
FROM PAGE 37
He also said ultimately what’s made the Omaha Steaks brand so successful is its dedication to being “where the customers are.” Innovation, technology, and good old-fashioned listening to customers spurred the company’s growth from mail orders to retail stores to e-commerce and their own app. When the pandemic hit in 2020, forcing lockdowns and disrupting traditional brick-andmortar retail and restaurant options, that versatility positioned the company well, and it showed in their market gains.
“We’re staying focused and doing what we’ve always done with the idea of continuously improving that,” Todd said. “We’ve been selling steak and other foods directly to consumers since the mid-’50s. We have a pretty large knowledge base on how to do that and how to do that well. We’ve developed all the systems and processes that are required to do that and deliver an amazing experience to our customers every time.”
“People have ordered it, people’s parents have ordered it, people have received them as gifts, their companies have gifted them, they’ve seen it on restaurant menus,” Todd said. “I like to say we’re an overnight success that took 100 years.”
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Getting to where customers are and staying there are, admittedly, two very different propositions. Todd said Omaha Steaks has a 93% brand recognition among adults a number far exceeding any other beef brand or “virtual butcher shop” out there.
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Jeffery will contribute this back-page column in B2B starting with the October/November edition. Omaha Publications welcomes Jeffery to the city and wishes former president David Brown well in his new ven ture as lead consultant for NEXT Generation Consulting, Inc. B2B
Best Retail Business: Winner: Nebraska Furniture Mart Runner-up: Exist Green
Best Hotel: Winner: Courtyard by Marriott Omaha East/Council Bluffs Runner-up: Ameristar Casino Hotel
Deborah Ward is the executive director of Omaha Convention and Visitors Bureau.
SARPY COUNTY
A press release put out by the Chamber in early April stated, “Governor Nixon formed the Office of Community Engagement following the Ferguson protests. Jeffery’s engagement skills helped rebuild the business community in and around Ferguson and throughout the St. Louis region. She helped to establish workforce development programs to assist underserved communities, and helped to form the Governor’s Fellows Program, a unique corporate/ public/nonprofit partnership driving internships for disadvantaged college students in Missouri. She also organized the workforce summer program for youths and developed programming and events for businesses to grow capacity and increase diversity through training and hiring initiatives.”
Best Hotel: Winner: The Peregrine Omaha Downtown, Curio Collection by Hilton Runner-up: Kimpton Cottonwood Hotel
Best Attraction: Winner: Fontenelle Forest Runner-up: Werner Park Best Hotel: Winner: Holiday Inn Express & Suites Bellevue Runner-up: Courtyard by Marriott La Vista Best Restaurant: Winner: Roma Italian Restaurant Runner-up: Umami Asian Cuisine Best Retail Business: Winner: Chocolat Abeille Runner-up: Shadow Lake Towne Center After two years of challenging times brought on by a global pandemic, OMA Tourism Awards continue to provide the opportunity to shine a light on the inspiring resilience of our local tourism community. These awards are presented in partnership with the Council Bluffs Convention & Visitors Bureau, Sarpy County Tourism, and Visit Omaha.
POTTAWATTAMIE COUNTY
Best Retail Business: Winner: Dusted Charm Runner-up: Sherbondy’s Garden Center
Best Restaurant: Winner: M’s Pub Runner-up: Gather in Omaha
DOUGLAS COUNTY
GREATER OMAHA CHAMBER
2022 OMAHA METROPOLITAN AREA TOURISM AWARD WINNERS OMAHA CVB BY DEBORAH WARD 40 | B2B MAGAZINE · 2022 VOLUME 22 · ISSUE 4
Best Attraction: Winner: Union Pacific Railroad Museum Runner-up: Honey Creek Creamery
Best Attraction: Winner: Lauritzen Gardens Runner-up: Great Plains Black History Museum
Best Restaurant: Winner: Boxer BBQ Runner-up: Caddy’s Kitchen & Cocktails
NEW COLUMNIST STARTING IN
Veta Jeffery is president and CEO of the Greater Omaha Chamber.
I n April, the Greater Omaha Chamber selected Veta Jeffery to serve as its next president and CEO. Jeffery gained a great deal of experience convening public and private stakeholders while she was the Manager of Community Economic Development for the State of Missouri, having been appointed to the position by Governor Jay Nixon. Jeffery’s engagement skills helped rebuild the business commu nity in and around Ferguson and throughout the St. Louis region.
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Mickey Anderson, chairman of the Greater Omaha Chamber, stated in the same release, “I am convinced that she will provide the kind of transformational leadership we were looking for to take our Chamber and our community into the future.”
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