96 CATTLE KING CATTLE KING financial problems. In fact, it has blossomed into one of the largest and most profitable beef packers in the nation. Nebraska Beef now had one of the finest cow slaughtering facilities in the United States. The plant, which processed an average of 925 cattle per day during Monfort's stay, had been considered small for the choice cattle operations; but it would be comparable to the large cow plants of Packerland in ~-een Bay, Wisconsin, or the Northern States plant in Omaha. Besides, this was my dream, the ideal facility that could now compete with the local meat cartel while getting the top dollar for its product and giving the customers service. The Cattle King Beef Company was an instant success-the fulfillment of an American dream. In 1982,1 probably made more money than any young person in the Rocky Mountain area. But within four months of operation, the Kehillah was at work. Colorado National Bank decided to withdraw from its financial commitment; fortunately American Ag was run by a couple of good ole' cowboys, and to the Kehillah's suprise, American Ag did not follow their example. American Ag later paid for not taking the advice of the Colorado National Bank. Their charter for making loans was revoked in 1984. *The three largest choice beef processors in the United States are: Iowa Beef Packers (IBP), Missouri Beef Packers (EXCELL), and Monfort. Cargill Co., the international grain cartel, owns the meat giant Excell Corp. Dr. Armand Hammer, the Jewish oilman who is one of the premiere trade arrangers for the Soviet Union, has just recently bought the huge Iowa Beef Processing Co. These processors now dominate the Midwest procurement of fed cattle and the nationwide sale of boxed beef. A twenty-five year Cargill man was made top Undcr-Sccretary of Agriculture in 1983. His name is Daniel Amstutz. He is from one of the six Jewish families from the oligopoly that control the grain companies. The additional five who belong to the world grain cartel which controls the transnational movements of grain and other commodities, are: Con-Agra, Dreyfus, Continental, Bunge, and Andre; but these companies now also dominate most domestic meat markets. Cargill controls all poultry production within Argentina. ^ Parade magazine identified Michel Fribourg, whose Jewish family is the sole owner of Continental Grain Company and worth billions (April 16, 1972, p.2). Continental recently consolidated the third largest boneless beef operation in the United States, Jewish-owned Peck Packing from Milwaukee, while Con-Agra purchased the stock from the Gentile owners of the second largest company, Northern States, and Packerland purchased Stanko's troubled Nebraska Beef, which made them the largest boneless beef company. These three companies are now the largest boneless beef companies on the North American Continent. In 1975, when a Senate subcommittee began investigating the six internationals, Senator Church was to say of the grain multinationals, "No one knows how they operate, what their profits are, what they pay in taxes and what effect they have on foreign policy-or much of anything else about them."^ I was now thirty-five years old. Within two years of the founding of Cattle King, a friend approached me to take a minor share of the beef companies public, and I was told that forty per cent of the companies could be sold in excess of forty million dollars on the American Stock Exchange. I have always relished independence and found partners (stockholders) and government bureaucrats to be obstacles. In taking the company public, the company would be burdened with both, and our company did not need the government's SEC (Security and Exchange Commission) looking over its shoulder. I declined the offer and believed my American dream had just begun to blossom. The company was an instant success because it filled an economic void that existed in the Western United States-against the wishes of the meat Kehillah. Greed, hate and blood-thirsty vengeance became the dominant forces in the lives of the members of the Kehillah upon the opening and success of Cattle King Beef Company. In 1983, Paul Slater, my head meat salesman at Nebraska Beef in Gering, heard Ralph Auerbach, owner of Lyco Meat Company in Denver, make the statement: "If I had two dollars in my pocket, I would give you two dollars to kill that son-of-a-bitch, but I just don't happen to have two dollars in my pocket." He was talking about me. Tom Bamrick heard the same thing. Twenty-one months after Cattle King opened its doors, Auerbach's Lyco Boneless Beef Company made headline news by closing its doors. An article published in Denver's Rocky Mountain News on Saturday, April 2, 1983, shows how dominating my business was. The article points out that "Auerbach's Lyco Meat Company," which had been in business for eighteen years, had halted work at its beef boning plant and furloughed the workers. Four months before, Auerbach had signed a union contract for $10.02-an-hour, and he claimed he was losing money to a competitor who was paying $6.50 an hour or less, so he was now demanding a $2-an-hour cut in wages from his unionized workers. He refused to name his competitor, but everyone knew I was the one he was talking about. This was not the only reason he closed; we captured his premium, paying customers with a quality product because now we could give the Denver customers service. I had now evened The Score with Mr. Auerbach. This was good strategy on Auerbach's part by which he united the union organization on his side. He was blaming the furlough on the low-priced non-unionized labor at Cattle King, not on the fact that we had absorbed most of his business with a fresher boneless beef product. It was a fact that $2-an-