Having a Positive Impact  
Slaton Whatley’s C-Store Story

  by Sharon Shuford
W hen asked “What makes your boat float – what energizes you?” Slaton Whatley, Director of Retail Operations for Whatley Oil, didn’t hesitate:  “We employ 100 people.  There’s no other scenario where I could have a positive impact on that number of people.”

He continues, “I’m not passionate about selling candy.  It’s the opportunity to do really good things for 100 people. It’s fun. It’s never dull. I want to do good."

The Journey
That about defines Whatley’s journey to the convenience industry. While his family name is on the door, Whatley did not originally plan to join the family business. As a young adult he had no interest in it. After grad school he moved west and worked as a guide for a company in the Grand Canyon.  He then switched to software sales in California, eventually starting a small software company in Tucson.

Then he turned 30 and realized he missed home and family; as his interest in business management increased, he also realized the most successful business person he knew was his dad.  Simply put, more than a passion for the convenience business, he wanted to work and learn from his father.
The other significant mentor, about a year into his tenure with Whatley Oil, was the Director of Ops Ralph Byrne. Byrne was a one-man show on the Ops side.  Whatley stepped into the role as his assistant. When Byrne passed away, Slaton found himself to be the most knowledgeable person about the C-Store business within the organization.
Trial by Fire
Whatley out of necessity found himself in charge of the C-Store business, doing whatever it took to survive.  He had to learn.  Today, he is supported by a leadership team comprised of a Director of Operations, a Director of Training, and three DM’s.

​Whatley says he’s still trying to figure out his role, which encompasses both the C-Store and Wholesale sides. Officially he’s responsible for sales/ business development, which involves  outreach, marketing, and looking after a new portion of the business – diesel. His typical day may be consumed by customer service, wholesale customer meetings, strategic conversations, employee facing stuff, training, problem solving, and more.  He has a lot of autonomy, and refers to his job as a “lot of figuring out how.”
Most Pressing
“We’re a very lean company,” Whatley says.  “I spend a lot of time figuring out creative ways that we can afford to improve our benefits. Our people are what will differentiate us.” Finding the right people is paramount, which goes right back to his driving concern to have a positive impact on people.
What GACS Brings to the Table
​“Connecting with peers in the industry” is Whatley’s  number one take from GACS membership. He says it comes from committee and Board work: “Connecting with people I can reach out to is huge.”
The second item on his GACS value list is the legislative perspective he’s gained.  “There is so much information and support.  Being on these email threads, receiving Updates, and staying informed about the changing landscape” is also a big benefit of membership for Whatley.
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A Look at the Future
Eventually Slaton will take over as CEO and President.  But, he says, “we have long genes in our family.” Whatley Oil has been around since 1955, started by his grandparents as a wholesale jobber for Chevron.  The C-Store side was founded in 1999 by Whatley’s dad and uncle.
In 30 years, Whatley Oil and C-Stores will be a 100 year company. “It’s not about the number of stores,” Whatley says. “It’s about longevity for us. Continuing to build new stores is part of it – high quality, high performance, from the ground up.”  Plus he’s laying groundwork to be a destination for fleets.  That’s why the wholesale side and diesel remain important segments of the business.
People Still Matter Most
Concern for people defines the business model Slaton is building for Whatley Oil. Besides parenthood, which remains one of the most important parts of Whatley’s life, he thinks about legacy and what he wants that to be.  It circles back to the people and family.

​“I want to be able to walk down the street and see one of my employees and be proud,” he says. “I want our legacy to be one of being really good to our employees.  Certainly that’s ‘parenthood’ talking.  I have pride in my dad. I want my daughter to look at me and be proud of what I did in business.”
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