Samuel Broome & Co, Inc.: Made to Measure

Ostensibly, the story of the Broome family is about neckwear.  It is about 3 generations of manufacturing and selling, beginning on New York’s Lower East Side in a small room that shook each time a train rattled overhead.  From sewers who carried their machine-heads on their backs as they trudged to work each day; from the small retail necktie business which served general and dry-goods stores during the Great Depression; the last 70 years have seen Broome become the world’s foremost manufacturer of uniform neckwear. 

With offices in Manhattan, connected by intranet to Florida and factories in Brooklyn & Mississippi, Broome & Co., Inc. has expanded into Canada, Australia and Britain, with converters in Italy and the U.S. who produce customized prints for major corporate identity.  Michael Broome, head of fabrication/sourcing/design states, “A uniform tie should say about a company what a “civilian” tie says about an individual.  It’s the one area in dress where a man has the opportunity to express himself, and where a company can do the same.  It should be unique without being overwhelming.  Remember, you have to wear the same look every single day.”

Sam Broome, like most immigrants descended from Europe, struggled to make a living for his family and himself.  He was a tough set-in-his-ways man who, with his wife, kept the smaller respectable tie business going.  Initially, neither of his sons, Sidney nor Marvin, had any interest in the business.  Marvin dreamed of archaeology until the Korean War intervened.  Afterwards, he came home with more “practical” goals, and with an eye for his dad’s secretary-bookkeeper, Marilyn.   In the military he had traveled, seen America as a mass-productive world power, and he saw possibilities for the uniform tie—something other than a dark blue clip-on for corner cops.

The elder Broome, at odds with his son’s broader thinking, maintained his place in production (Marvin handled sales) until 1965, when he died.  His prediction about Marvin’s notions: “Six months after I’m gone, you’ll be bankrupt…”

Like his father and mother before him, Marvin Broome spent many evenings at the kitchen table managing the future of the business with his wife, Marilyn.  Like his father, Marvin had children, none of whom intended to join the family business.  Michael: Hofstra to study business administration.  Daniel: First interested in the science of music, then to Syracuse for electrical engineering.  Baby-sister, Carolyn: Culinary Institute of America to become a chef/caterer.

Marilyn was more than bookkeeper.  For over 30 years, she was controller, advisor, the family conscience.  She assured the business a good name, good credit, and she enabled it to grow quickly.  “The integrity I have, my mother instilled,” says Mike.  “We’re a very unusual family,” injects Carolyn Broome Shulevitz.  “We’ve all been together and so close for so long.” 

Marvin’s assessment of the necktie in the uniform industry proved correct.  The military gave him contracts; business began to flourish.  One by one, 3^rd generation Broome’s began to return to the family enterprise full-time.  Michael, always involved with their converter—first as delivery boy in high school, later as part-time salesman during college—brought his own strengths to the company.  Marvin maintained high standards in production, while Michael added diversity with colors, printing, designs; the custom aspect of Samuel Broome.   

Danny left Syracuse, went to the Fashion Institute of Technology learning textile technology and computers.  “As soon as we came to the business, Dad would say, ‘Do you see anything that needs to be done?’” tells Danny.  “I suggested a new catalogue.  Dad said, ‘OK, now what are you going to do with it?  Sell.’”  Today, Danny Broome is head of marketing, manufacturing technology, and cyberspace.

Carolyn, tired of the on-demand catering business, had learned about efficient production, prompt delivery.  She was instrumental in separating diverse manufacturing techniques, and establishing Broome’s plant in Mississippi.  She also knows how to evaluate objectively.  “Whenever the boys lock horns,” she chuckles, “they call me to hammer it out.  They know I’ll tell them what I think without getting involved in personalities.” 

“Carolyn is the heart and focus of the business,” assesses Michael.  “Dad always says that if everyone agreed with each other there would be no need for more than 1 person in the company! It is Carolyn who keeps the family together.”  

 Danny reflects, “Family always comes first, but we’re so intertwined with the business, that what’s good for the business is good for the family.” 

Carolyn adds, “My father (68) has allowed his sons to run the business, while he is still very active in it.”  In spite of his 6^th sense of knowing by sound alone whether or not the factories are running smoothly, Marvin Broome disdains from commenting on any issue which belongs to the “territory” of his children.  “Better ask the boys,” he says, with a proud, deliberate smile.

 Broome has had some hard times with the changes in society towards more casual wear.  Each member of the family feels strongly that the pendulum is swinging back, however.  "Casual day doesn’t mean being a slob,” emphasizes Michael.  Still, it taught them a lesson, and Danny’s new catalogue reflects an even greater expansion of the term “neckwear:” That which is worn between waist and chin.  Turtlenecks, sweater-vests, web-belts, are some of the newest items in the Broome lines.

What Samuel Broome & Co., Inc. is really about is family.  Truly, the neckwear is the ties that bind.  They are an extraordinary clan, with as much regard for their customers and employees as for each other.   Earnestly opposed to outsourcing/contract labor, Michael states flatly, “Pay people what they are worth and keep quality where it can be properly controlled.” 

 Carolyn prefers to keep converters within U.S. borders for the sake of economy and jobs competition.  “The new market-place can be a very scary one,” she adds.  “We have many different people working here, and we think everyone feels like an equal.”  While Danny provides lists of names, mentioning invaluable employees (most notably Brigid Rumpf, Broome’s creative designer), Carolyn reminds, “No women in the workplace? Mother and I would never stand for it.” 

Marvin set the tone for the corporate philosophy:  “Confucius say ‘A picture worth 1,000 words.’  Broome say ‘A touch worth 1,000 pictures.’” 

 “Anyone can call anytime and speak to the Broome’s,” smiles, Danny.  “I’ve learned that knowing all your customers and doing all you can for them is what business is about.”