A Successful businessman, entrepreneur and a loving family man, Tony Raimondo has been proud to call Nebraska home for more than 30 years. Tony grew up in a working-class neighborhood in Buffalo, New York. The son of a steelworker, Tony gained an enduring respect for working families that guides him to this day. Tony worked his way through college at a steel mill, following the example set by his father that success can be achieved through hard work.
In 1982, Tony and his wife Jeanne moved to Columbus, where he joined Behlen Manufacturing Company as General Manager. Tony steered the company through difficult economic times, the bankruptcy of its parent company and a management buy-out in 1984 that returned Behlen to local ownership.
Tony's innovative brand of leadership, focusing on employee–management teamwork and unparalleled customer service, guided Behlen Mfg. Co. to a robust economic turnaround. Tony tossed out the rules and re-wrote the management book at Behlen, instituting innovative management practices like removing employee time clocks. Tony and his team implemented cooperative policies to build Behlen's success. At Behlen, employees are called "Partners in Progress" and they partner in the company's success through an aggressive profit sharing program and comprehensive, industry leading benefits programs. |
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In 1983 changes in federal government policies forced the corporate owner of Behlen to divest itself of the company. As manager, Tony was given three choices. He could auction off assets, closing the company and putting hundreds of Nebraskans out of work, he could sell it to another outside entity, or he could organize a buyout of the company led by Nebraskans. Tony knew there was only one real option. The 300 Nebraskans who depended on Behlen to support their families were counting on the management team to keep the company alive. Tony and the team completed the buyout on May 4th, 1984 and many told them they were doomed for failure.
The leadership team initiated a new era of management and involved all employees as Partners in Progress. The new approach was called "Matrix Management," and it changed Behlen from traditional top-down management structure to horizontal management. Twenty-five years later Behlen employs more than 1,100 people; each with families and a future that everyone at Behlen helped build. |
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About Tony
