SBL Legacy

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The full story of the beginnings of Simmental in North America and of SBL will probably never be known because Travers died without recording many of the details. Like many of those involved, he was often too busy to realize that history was being made, and sometimes too mired in the problems of resolving differences in expectation and vision. Travers’ commitment to his own drive and vision probably did not help, but being the kind of man he was, he tried with integrity to do what he felt was right. Yet even with all the problems, SBL grew to a status that few realize even to this day with its extensive land and cattle holdings in southern Alberta and its test facility in Switzerland with Hans Ulrich’s father as manager.

For a time, SBL reigned as the largest and most progressive purebred and percentage Simmental business in North America. And as others have observed, it would not have happened without the great Parisien and his remarkable first offspring. Part of SBL’s success can also be credited to its philosophy. As Don Sylvester wrote in “SBL mean Simmental”:

The [SBL] objective is relatively simple, just the production of superior cattle and the subsequent improvement of cattle and the cattle industry in North America. The significant thing about that objective, and something [Ron] Gibson [General Manager of SBL] and his directors emphasize, is that it puts the profit motive into a secondary position.

“Not that we don’t work hard at showing a profit,” says Gibson, “and we’ve been fairly successful in that area so far, but that isn’t our primary objective.”

Now, a lot of people could make that statement, and a lot of other people wouldn’t believe it. However, coming from Gibson and SBL, it does have credibility. Much of the credibility comes simply from the character of the people involved …

… the seemingly philanthropic objective of SBL may also be the major reason why the operation is so successful on the financial side. At least that’s Gibson’s philosophy. (Nov. 1974:32&34)

Another reason for the SBL success might well be traced back to Travers’ openness to the expertise and opinions of others.

S.B.L.’s success has been built on a firm foundation. From the initial stage of the venture sound advice was sought and utilized. Genetic consultants advised that the operation be built on a broad genetic base.
(“Eleven years later Parisien is still making history” by Edgar Bain, CLJ, Tue. July 11, 1978)

The SBL legacy was also augmented by the construction of Universal Semen Service which developed into one of the best facilities of its kind in the world. Travers, however, never lived to see its best growth.

Also, Travers never lived to see the rough years of 1975 and 1976 when Simmental sales dropped drastically and when SBL was forced to cut back its expansionism. But the down turn was survived by most and Simmental continued its advance—even to this day. And though the golden days of the late 1960’s and early 1970’s will never be repeated, they will ever be remembered with amazement. It was a heady time.

SBL Employees

Besides the irreplaceable Beatrice Tolley who had been hired as secretary in 1969, and Don Jensen (SBL's first employee in 1967 and Parisien's chief handler while touring), other valuable employees were brought in like Ron Gibson as Director of Ranching Operations (January 1971); and when Ron assumed the position of General Manager of SBL in February 1972, Howard Traweek took over as Director of Ranching Operations. Both had come from the U.S. Range and Livestock Experimental Station at Miles City, Montana. Ron was an honors graduate of Montana State University and had worked at the Miles City Station as the Assistant Superintendent.

These key employees as well as many others played a major role in the efficient management and incredible growth of SBL. Don Sylvester in “SBL means Simmental” observed:

In addition to the emphasis on top quality cattle, there is little doubt that another of the major reasons for the success of SBL is the emphasis on top quality people in both the management and the operation side of the business … / … “Our whole program is more of a people program than anything else,” says [Ron] Gibson. “We couldn’t do any of this without the quality of people we have.” (Nov.1974:34)

Bea Tolley

Beatrice Tolley was hired as SBL’s secretary in May 1969. She lived west of Mountain View, Alberta and commuted to the small, unpretentious SBL office on 2 Ave West—just off Cardston’s main street. Her hiring was long overdue for the amount of work had become overwhelming. SBL director Fenton Webster recalled:

Letters began flooding the SBL office at the rate of over 110 a day. “We were working 18-20 hours a day trying to keep up with the correspondence. It was an exciting time. The term “Breed ‘Em All Simmental” came out of our office at that time. We were putting an ad together, and needing a headline when Bea Tolley said, “Breed ‘em all Simmental.” We liked it, and it stuck.” (Beef Today Yearbook’77:86)

Beatrice was a valued and indispensable employee. She helped keep the SBL head above the flood of correspondence, telephone inquiry, scheduling, administrative matters, etc. that were overwhelming the new company. She was highly efficient with whatever was required of her; and her quick-witted “Breed ‘em all Simmental” has become a catchphrase in the industry.

The picture below is from the last page of a 12-page brochure produced by SBL in the year 1970—the first real SBL brochure. It replaced a folio of photocopied pages and series of photo albums used at information meetings prior to 1970. The brochure was full of black and white pictures and performance testing results. The only spot of color was in their logo as seen below. However, interest and income were picking up rapidly and by about 1971 SBL was into full-color, professional brochures.

(address and phone number above are no longer valid for SBL)