Devin O'Neal Email & Phone Number

Dallas, Texas, United States

Raleigh, North Carolina, United States

The Carolina Utilities Customers Association (CUCA) is a 501(C)(6) non-profit trade association representing industrials before North Carolinas' Utilities Commission and General Assembly. CUCA has been a regulatory intervener since 1983 and has been the driving force in billions of dollars in avoided-cost savings for its membership.As the Business Manager for CUCA, my goal was to make sure everything was flowing smoothly so the Executive Director could operate without hindrance. One of my first observations as a new hire was that our companies internal operations were in dire need of modernization. My personal goal was to streamline as much of our operation as possible and make day-to-day operations seamless. My first project was to modernize our financial and invoicing functions, which were all still operated off-network. I worked with representatives from each of our members to streamline our invoicing process via email notifications and ACH payments, where possible. I designed and built a comprehensive Excel workbook to organize and track our financial information and provide visual data for our Monthly, Quarterly, and YTD budget reporting. The data that this system creates has assisted the organization in utilizing data-driven decision-making techniques to optimize our operations and investments.Our new data formatting techniques have led to cost reductions across the board as we work to run a lean operation and use our excess funds only in investments that will catalyze membership growth or service. One of the most profitable decisions this data has driven is purchasing an office space rather than renting. The organization's real estate investment has reduced habitation expenses by 54.3% through three quarters of 2021 and allowed us to restructure some of our liquid assets into a fixed appreciating asset, which is diversification our organization hasn't had in the past. Overall, CUCA's new data-centric approach has reduced expenses by 17.3% over 18 months.

Manns Harbor, North Carolina

Gibbs Building Inc. is a family-owned and operated construction organization on the Outer Banks of North Carolina. The organization operates under a G.S. 87-10 Unlimited General Contracting License and handles projects scaling from small-residential to medium-commercial. In my work with Gibbs Building, I supervised projects and reported to the President of the Organization, Calvin Gibbs. My responsibilities included ensuring that necessary equipment and personnel were on-site and ensuring that supplies flowed efficiently from the lumber yard to the job site. I also assisted with manual labor and demonstrated my leadership by always being a hands-on participant of the projects that we worked on. Additionally, I worked with the President of the organization to ensure that Sub-Contractors would arrive at the site in a manner that wouldn't disrupt other segments of the project.The most notable project I was involved with in my tenure with Gibbs Building was the construction of the Corolla Village Inn. This is a medium-sized commercial lodging facility designed for the comfort and luxury of it's guest on the Outer Banks of N.C. This was a 7-figure project that was used as a jumping board for future projects with the developers that financed it.

Greenville, North Carolina, United States

The Department of Economic Development and Engagement at East Carolina University is dedicated to advancing the impoverished economies of eastern North Carolina. The REDE Department works closely with the Golden Leaf Foundation and large companies such as the SAS Institute to develop strategies to support the economic development of agricultural communities across the globe. I came into the program as a member of the inaugural class of undergraduate researchers.My assignment within the research division was researching and documenting data related to a historic lodging facility and developing suggestions for primary and secondary business functions to be presented and evaluated by members of the Small Business Institute of ECU. As a researcher, I compiled long-term economic data on the region and used that data to justify my recommendations to the SBI students working on the project.Being from the region where the Lodge is located offered me the unique opportunity to utilize my network to better vest my data and recommendations. By interviewing residents within the area, I was able to gauge the micro-economies receptiveness to different business functions that could operate out the facility. I presented my data and analysis to the Vice-Chancellor of REDE and the Director of the Miller School of Entrepreneurship regularly. I archived my data for future use on the project following my graduation.

Nags Head, North Carolina

The Dunes Restaurant and R-Bar is a family-owned and operated business on the Outer Banks of North Carolina. The restaurant specializes in seafood and southern cuisine in a seasonal economy. I started with The Dunes as a 19-year old college student returning home from my freshman year to save money to assist with my tuition.I was hired as waitstaff and quickly grew in regards to my customer service and aptitude for serving. By the end of my first year, I was an integral part of our staff. When I returned to the restaurant following my sophomore year, I was promoted to a lead waiter and was one of the senior members of our Front of House staff.Following my junior year, I was promoted to a Bar Management role under the supervision of the owner's son and General Manager. I was responsible for managing bar inventory, accommodating all guests for the bar, and making bar beverages for the entirety of the 400+ customers we served daily. I was able to accommodate around 10% of the restaurant dining traffic in the bar area while simultaneously accommodating 100% of the alcoholic beverages being ordered in the main dining areas. My commitment to growth and excellence within the organization led to my promotion to front-of-house operations manager for my final summer of college. After accepting this promotion I was the 3rd youngest person on the waitstaff and supervised individuals up to 20 years my senior. Having senior staff members allowed me to learn and grow while also offering them the autonomy to tackle the tasks they felt most acclimated to. We developed a system for organizing tables based on the strengths of servers while also equally distributing volume among staff. I was responsible for a team of 15 full-time staff members and several other part-timers. On an average night, I would record around $1,500 in transactions through my waiting role and would oversee over $15,000 in total restaurant transactions.