Prior to joining the Fahrenheit team in 2013, Russ worked as a Controller for a San Diego-based Telecom and during his first Virginia stay, a Financial Manager for Virginia’s largest commercial real estate company. After college, he worked and lived overseas for 4 years as a Budget Director with the DOD while his wife served in the Navy. He is a former University accounting and finance professor with a passion for teaching others. He maintains a healthy addiction to live music and hopes to one day bridge the gap between accounting and rock n roll.
- Project Management
- Executive financial leadership and reporting oversight
- “Next-level” metrics and data analysis
- SEC/Financial reporting
- Internal Audit
- Public Accounting
- Commercial Real Estate
- System Implementations
- Data Systems
- Real Estate
- Food Industry accounting/reporting
As Manager of Financial Reporting, Russ was Thalhimer’s recipient of the Spirit Award (given annually to one employee companywide). He was instrumental in the implementation of new software and accounting procedures, as well as substantial improvements in both team performance and morale.
While serving the DOD as a Budget Director in Rota, Spain, Russ was responsible for all accounting transactions, oversight, and reporting requirements for six departments, as well as for all annual, quarterly, and monthly budget planning and formulation. He reviewed and finalized extensive collection of monthly/quarterly reports to headquarters in Naples, Italy, and in 2001, he was nominated for a civilian service award.
In his role as Controller at Platinum Networks, Russ was fully responsible for oversight of all accounting functions including A/R, A/P, Payroll, Budgeting, and G/L maintenance. He managed the monthly account reconciliations, preparation of large borrowing base certificates, and oversight of month-end close for all Mas200 modules. Russ also oversaw all official monthly reports and state filings while managing the day-to-day operations of the accounting department and accounting staff.
Russ was engaged to serve as both interim Controller and CFO for a widely-recognizable online retail startup. The company was entering a high-growth phase and the accounting and reporting function had never been fully developed. Russ was highly engaged in:
- Bringing together multiple disparate systems and an internally-built relational database in a successful effort to produce investor-facing financial statements (using QBO).
- Advising the executive management team to adopt cost controls which saved the company from bankruptcy and built a path to the next funding round.
- Managing all day-to-day operations of the company’s accounting and finance department.
- Installing inventory management controls which curtailed a nagging spoilage problem that alarmed numerous potential investors.
- Implementing account reconciliations and reconciling/repairing a long-standing reporting problem with the Balance Sheet.
- Vastly improving regulatory compliance, fixing non-GAAP reporting issues, and successfully leading the company through its first state sales tax audit.
Led an engagement with a specialty food distributor with $80 million in revenues. The company had been newly-acquired by an industry-leading publicly traded company. On this engagement Russ was charged with:
- Serving as the Interim CFO, handling all accounting, finance and inventory related activities.
- Building a reporting process nearly from scratch. The company had been privately owned and the data infrastructure was non-existent.
- During the engagement, Russ implemented controls and managed the process improvement post-termination of the VP of Finance.
Served as the lead on several pre-and post-IPO SOX engagements
- Russ leveraged his expertise at documenting processes and selecting key controls.
- Served as the key liaison with the external public accounting firm.
Managed the transition of the role of CFO to a recently hired executive for a 120+ employee engineering firm.
- Russ documented the “as is” process with exiting employee to capture and document knowledge, polices, procedures and control gaps.
- Identified the transition timeline and resources needed to meet exit deadline
- Assessed current staff to determine their highest and best use going forward as well as identified potential human resource requirements.
- Wrote standard operating procedures while suggesting process improvements.
BBA, Accounting, Baylor University
CPA (Texas License 074432)