A Legacy of Leadership Centered On People
 

Few leaders leave a mark as steady and lasting as Gary Raybon, whose leadership helped shape Wharton County Electric Cooperative into what it is today. His career gave him a rare, full-picture understanding of WCEC—one shaped by experience across engineering, finance, and administration.

That depth of knowledge would come to define his leadership.

When Gary was named General Manager/Chief Executive Officer in 2010, he stepped into a role that required more than oversight. It required consistency, trust, and the ability to make decisions that would serve the cooperative not just in the moment, but for the long term.

Those who worked alongside him describe a leader who was steady and fair, with a clear focus on doing what was right for WCEC and its members.

Board members and staff alike point to his integrity as one of his defining traits. Tracy Floyd describes Gary as “a man of his word,” someone who consistently puts the cooperative first and approaches leadership with a long-term perspective.

That approach extended beyond decision-making and into the day-to-day culture of the organization.

Gary maintained an open-door style of leadership, creating an environment where employees felt comfortable asking questions, sharing ideas, and growing in their roles. For many, that accessibility made a lasting impact on their careers.

Manager of Human Resources, Selena Delapena, recalls that when stepping into her role, Gary was always available to offer guidance and support—helping make a challenging transition feel manageable and reinforcing the trust he placed in his team.

Gary’s leadership was grounded not only in experience but in discipline.

With a strong background in accounting and administration, he brought a level of financial stewardship that helped position WCEC for long-term stability. Colleagues often point to his careful, measured approach as a key factor in maintaining strong cooperative financials while continuing to invest in system reliability, technology, and employee support.

Manager of IT/Metering, Keith Beal, notes that while Gary’s frugality was often the subject of good-natured jokes, that same conservativeness played a critical role in ensuring the cooperative remained strong and well-prepared for the future.

At the same time, Gary’s leadership never lost sight of what mattered most.

In moments that extended beyond the workplace, his priorities were clear. When employees faced personal challenges, he was quick to emphasize that family comes first—an approach that left a lasting impression on those around him.

That balance—between discipline and compassion—became a defining characteristic of his leadership.

Over the years, Gary also earned the respect of peers across the cooperative industry. His knowledge of the business and commitment to the cooperative model made him a recognized and trusted voice among colleagues and partners alike.

Manager of Consumer Services, Mary Arredondo, who worked alongside Gary for decades, describes him as not only a dedicated leader, but also a mentor and friend—someone whose guidance helped shape both careers and the organization’s culture.

After 42 years of service, Gary’s impact on WCEC cannot be defined by any single role or milestone, but by the foundation he helped build. His leadership leaves behind a cooperative that is financially strong, operationally sound, and well-positioned for the future.

And for those who had the opportunity to work alongside him, his influence will be felt just as strongly—in the trust he built, the example he set, and the standard he leaves behind.