Gary Marx has spent almost his whole career in the packaging industry, but his expertise extends far beyond the corrugated boxes, mailers, shrink film, strapping and tapes at the core of Piedmont National’s product portfolio. Thanks to his proven business acumen across talent management, team building, mergers and acquisitions and growing sales, he’s picked up the nickname of ‘The Fixer’.
“I would describe myself as a perfectionist. I’m always looking for things that we can fix,” Marx tells The CEO Magazine. “I’m very driven, whether it’s my golf game, whether it’s in the gym or whether it’s the business. I always feel like we could do better.”
It’s a trait that has propelled the packaging business started by his grandparents in their home in 1950 into one of Atlanta’s 50 largest private companies, with a scope of operations across packaging products, packaging automation and customized solutions.
“We’re still 100 percent privately owned by the family.”
Under his leadership, the company has expanded from one location in Atlanta to 19 locations across eight states – including its newest facility opened in Groveport, Ohio. In the last year, the company has spread beyond the United States into Mexico as well.
Much of this growth has been through smart acquisitions that Marx pushed ahead with despite his father, who has also been his boss and mentor, not always being on board with the strategy.
But there’s one area where it’s a case of like father, like son.
“We’re still zero debt, which is something my dad has always stressed,” he says. “And we’re still 100 percent privately owned by the family.”
The value-add
Marx is very aware that Piedmont National’s core industry is a crowded space.
“We’re not the only ones who do what we do,” he acknowledges.
But what Marx can draw upon is decades of experience that, he says, sets the company apart. Its dominant place in the market also comes down to its people and their expertise.
“We’ve been in this business for 74 years. We partner with a ‘who’s who’ in our business, the greatest collection of companies including 3M, Sealed Air, Lantech and ProMach,” he says.
“We provide the best solutions out there.”
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Much of the company’s value is in the packaging automation equipment it provides, such as robotics, conveyors, stretch wrappers and labelers.
“We are able to streamline our customer’s operations and improve efficiencies via automated equipment – and, of course, save money and labor,” he explains.
Marx also points to its service department. While competitors are shrinking the size of their service departments, Piedmont National’s mechanics can still travel the breadth of North America to ensure that any machinery issues are solved as quickly as possible.
“Service is definitely an area where we excel,” he notes.
Driven by sales
What also makes Piedmont unique is that every one of its leaders has been a salesperson.
“My grandfather was a salesperson and my dad had a nice book of customers, too,” Marx explains.
When he joined the business after graduating from the University of North Carolina in 1981, he worked across all areas of the business at his father’s instruction.
“I had a dual role,” Marx explains. “I would look after purchasing for half the day and then I would go out and sell the other half of the day.”’
“We are able to streamline our customer’s operations and improve efficiencies via automated equipment – and, of course, save money and labor.”
Soon he had built himself a ‘nice book of customers’ of his own. And, when his son followed the well-trodden path into Piedmont National over a decade ago, Marx was sure to stress to him the importance of having his own customers.
“You can’t learn this business from just sitting in your office,” he says. “We’re a sales-driven company, so you have to go out there and sell.”
In fact, even as CEO – a role he’s held since 2002 – Marx still has his own customers.
“The leaders of our company know what it takes to sell, understand how hard it is to go out there and obtain new business and appreciate that it’s not just all about the profit and loss.”
Sustainable initiatives and AI
Many business lessons have been passed down through the generations, however the two topics currently keeping Marx busy in the business weren’t even a blip on the radar during the tenure of his father and grandfather. The first is AI, an area Marx is looking to harness, particularly for the opportunity it presents in terms of operational efficiency.
“There are several areas in our business where I see potential for AI, particularly in terms of accounts receivable, accounts payable, customer service and recruitment,” he explains. “In the next 12–18 months, I imagine we’ll see the integration of AI in the business come to fruition.”
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The second is sustainability. The company has committed to initiatives both internally and in consultation with its customers. Sustainable alternatives in the product portfolio are now available, across corrugated cardboard, cushioning and protection, films, tapes and adhesives and void fill. Marx adds that another facet of sustainability involves advising customers on reducing the amount of packaging used.
“If they can reduce the size of their packaging – but still keep what they are shipping from getting damaged – then we can save them a lot of money,” he says.
The trusted partner
In many ways, Marx reflects, Piedmont National has become more a partner for its customers than a supplier.
And it is increasingly a partner for its community.
“We’re very involved in an organization called Camp Twin Lakes,” he explains, adding that the summer camp offers adaptive and medically supportive camp experiences to more than 10,000 of Georgia’s children and young adults. Other charities the company supports include Atlanta Ronald McDonald House, Make-A-Wish Foundation, Salvation Army and the Atlanta Community Food Bank.
“One of my top priorities is attracting and retaining top talent.”
He’s also conscious of making sure his employees get time to relax and connect socially.
“We’ll have a company cookout from time to time, we’ll bring in doughnuts or have an afternoon Popsicle truck,” he explains.
“One of my top priorities is attracting and retaining top talent.”
4PARCEL Freight
One of the new initiatives in the business that Marx is most excited about is 4PARCEL.
“We’re getting involved in the actual cost of freight for our customers,” he says. “Let’s say, for example, you’re a very large shipper with UPS and FedEx. We’ve created software that will analyze your bill and identify areas where you could save a significant amount of money based on a variety of factors. We can come in with our packaging expertise and reduce costs even more.”
The program has, he says, saved customers upwards of six figures.
“We think this is something that can drive our business going forward.”
