Gary Devillers Email & Phone Number

Greensboro/Winston-Salem, North Carolina Area

I recently sold Bravo Signs and have retired for the immediate future. I hope to be able to pursue another passion in the future.

Greesnboro, Nc

Reviewing current opportunities

$90 Million in sales 85+ employees; Full line distributors of printing paper, packaging supplies, facility supplies and retail packagingDirectly responsible for sales, operations, customer service, purchasing and strategic planning for division with sales of $90 million and over 85 employees. Achieve budgeted earnings and return on investment (ROI) 2004 through 2007. Annual earnings were in the range of $1.6 to $2.0 million with Return on Investment of +10%Consolidated Winston Salem N. C. distribution facility ($30 million in sales) with the Greensboro, N.C. facility. ($60 million in sales). Improved customer satisfaction, reduced cost by $4.0 million over two years, (-29%) increased productivity by 16% of the consolidated organization and retained almost 99% of the Winston Salem customers and sales. Re-engineered staff within the division to improve capabilities and reduce overall cost. Overall headcount went from 124 individuals in 2007 to 85 in 2009Led a team of individuals who transitioned a segment of business within the Greensboro Division to a new web based operating system. The new system provided our customers and our team with improved demand planning and forecasting as well as enhanced global reporting.

Sales of $1.4 billion with 2000+ employeesResponsible for the accounting, finance, payroll, and operations for 37 distribution locations located throughout the Southeast United States. Had a major influence on forecasting, financial and strategic planning and variance analysis. Strategic business; Consistently met or achieved earnings and Return on Investment metrics. Region sales in 1995 were $600 million and in 2003 were $1.4 billion and ROI was in the top quartile for all of xpedx. One of two individuals who led the integration of a $235 million acquisition in 1999/2000 that involved redundant physical assets, customers and employees. Developed process to assess all employees between the two companies. Led the integration, placement and alignment of all staffed positions for the combined company.Responsible for integration of on board truck computers which resulted in reduce cost and improve efficiency of delivery fleet. Miles per gallon (MPG) increased from 5.8 MPG to 6.5 MPG over an 18 month period as well as a 15% reduction in overtime.Developed profit sharing plan for all employees. New plan improved employee Gallup Survey scores and improved earnings for the region. Profit sharing plan resulted in almost a 5% increase in total pay for employees based on improved earnings and employee productivity.Developed an on-line web based financial reporting system for the region, which subsequently was implemented nationally for xpedx.

I held various position in the finance area when I was with IP. I enjoyed the positions I held because one I always had supportive managers, great teams and there never was a position that I did not grow and learn something new. I was blessed to have a long and outstanding career.

Managed the global finance, treasury and accounting for Ilford Films AG. Directly responsible for the accounting, financial reporting, finance and cash forecasting for $400 million manufacturing firm in Fribourg, Switzerland as well as selling offices in 13 countries.Transitioned Ilford from losing $20 million in 19991 to making a $5.0 million profit in 1995.Performed turnaround of the company when the market was transitioning from wet chemistry to digital photography requiring a completely different set of resources. Major focus on product development and introduction of products specific to the individual markets of each country.Instituted a fully integrated activity based costing (ABC Project) and management project for Ilford which reduced cost and improved efficiency. The ABC cost project was the first trial site for International Paper Company and saved Ilford almost $8 million in cost per year.Major focus on improving the firm's currency trading and hedging capabilities.

Positions of increasing responsibilities in the financial and controllership areas. Controller of single and multiple manufacturing locations which produced corrugated containers.Set up satellite location in Southern California to serve the produce growers.Consistently met financial goalsMember of a team that developed and implemented operational and financial processes in a new facility

Increasing roles of responsibility in the finance and human resources area. Areas of focus while in New York were capital budgets, operating budgeting, human resources, and containerboard marketing Roles involved financial forecasting and analysis, capital planning and allocation as well as human resource planning.

Mba, Finance & International Business

Bs, Finance