A CFO Success Story: Christine Russell, CFO of UniPixel

Christine Russell, CFO of UniPixel

The following is from an interview with Christine Russell, recently hired as CFO of UniPixel, as announced in CFO Moves. This interview was edited for clarity.

SD: Congratulations on your move to UniPixel. What are you excited about in your new role?

CR: I have been a Silicon Valley CFO for 30+ years and I’ve been involved in all kinds of different technologies. I’ve worked in many different industries, but there is a fundamental formula consisting of three elements for success that I’ve found in my companies and if they have this formula to start with, then they are going to meet with success.

First, the company really needs to be serving a large market (in the multi-billions) and that way in your growth cycle if you’re capturing only 10% of market share, you’re still a company with hundreds of millions of dollars in revenue. I’ve never enjoyed going to companies that are targeting a niche market where you don’t need 80% of the market and you’re a 200 million dollar company and there’s nowhere to go from there.

The second criteria is the product needs to be something that’s really useful and can be differentiated in the market. It can be either technological advantages, cost advantages, usability or some combination of these. It has to be something that people really need, and not something that we need to go out and convince everyone they need. Finally, the CEO needs to be a leader – somebody thoughtful, decisive, and with a bias for action. They need to have an impeccable reputation in the industry. Someone I’m really proud to present to investors and who customers can stand beside. To me, UniPixel has all of these elements – a multi-billion dollar addressable market in touch screen devices that have both technological and cost advantages and a CEO with a deep background in display and optical and who has run public companies before with great success.

  • Quick Takes from Christine on… The formula for a great company:
    1) Serves a large market.
    2) Creates a useful and differentiated product.
    3) Has a really well-rounded CEO.Networking: Successful networking means making lifelong friends and giving back.Successful Female CFOs: Executives need to make their career a priority. There is no such thing as balance. It’s a compromise. It’s what you choose to do with your life.

    Females on Boards: Recruit your board by individual, irrespective of race, sex, country of origin. Hire the best for the board. Period.

    Managing your Board: Over-communication and transparency creates trust.

    The Best CEOs for CFOs: Confident CEOs are able to share their powerbase with the CFO and treat them as a trusted partner.

    Advice to up-and-coming female CFOs: Be absolutely fearless. Brainstorm with your other executives, and shut up and listen – you will learn a lot.

SD: How do CFOs get matched with great companies? What did you do to get to this company?

CR: I was approached for the UniPixel opportunity by a colleague who I knew in Silicon Valley for many years. He introduced me to the CEO, Jeff Hawthorne, and told me that he had worked with Jeff before and that he was an excellent and effective CEO. He told me that Jeff was respected for his deep knowledge in the display and optical industry. So a personal recommendation is extremely valuable. Always.

The way I joined my prior company was through a board member who was a committee chair who I knew from professional organizations. So again, it’s about who you know.

SD: How did you become so well networked?

CR: First of all, because I don’t really like the concept of networking, I think of people as friends. Friends help one another. I’ll tell you a little story about how I came to know some of these people, especially the gentleman who recommended me at Vendavo: I belong to a professional organization called Financial Executives International and I always enjoyed attending the Silicon Valley meetings. One day they approached me and asked if I would be willing to become the president of the organization. I was doing an IPO for a company at the time so I said I was too busy. I was set straight by one of my corporate outside lawyers. He looked at me and asked if I enjoyed going to the organization and if I found it helpful. So I said oh yeah, the people are wonderful. And he said, so when do you give back? I left his office and I immediately called up the board and told them I would accept the position. I have no idea how I did that while I was doing an IPO, but I did it, and then those people went on to become very good friends of mine and they really helped me. They help you and you help them.

SD: Most Senior Finance Executives don’t do enough networking.

CR: No they don’t, and I think they’re missing an opportunity to meet people who can be a lifetime friend and find out about opportunities that go both ways. They look out for you and you look out for them. And I will say that executive recruiting certainly has its own place. A search firm located me through my LinkedIn profile for a previous position that I held at Evans Analytical Group.

SD: If you look at the percentage of women at the CFO level, it’s not representative of the number of females in finance. What is your take on that?

CR: First of all, I think there are more women in HR and finance than there are in many other positions. I think that you have to have a certain amount of ambition and time that you’re willing to devote away from your family if you want to see the executive staff table. I was once on a panel where one of the panelists got a question asking a woman how she balanced her work and home life. Her response was you don’t. She devoted a lot of time to her work life at the expense of her home life. There is no such thing as balance. It’s a compromise. It’s what you choose to do with your life.

SD: What are your thoughts on the social discussion about females on boards?

CR: I’ve always thought that you should recruit your board by individual, irrespective of race, sex, country of origin, or anything that is unrelated to finding the best people you can who will accelerate your business. I know I’m going against the grain by saying that, but I think that a board member has to be highly qualified to be a board member. Especially in these times of challenges and activist investors. You need to have the very best qualified individual you can find.

SD: How have you as CFO managed to get the best relationship possible with the board that you had at various companies throughout your career?

CR: I have learned to over-communicate with the board. I will communicate very regularly and frequently and I wait for people to tell me “Christine, quit calling me!” Then I know that I’ve done enough communicating. I’m very transparent with them if there are problems or issues. If there is anything they don’t like about something, they can talk to me about it. But over-communication and transparency create trust.

SD: Some CFOs have said that the CEO can sometimes get in the way of effective communication with the board. What’s your take on that?

CR: I think that’s a valid comment. Just as there are all kinds of personalities of people in the world, there’s all kinds of personalities of CEOs. Some are very transparent and some are very controlling, but you’re not going to have someone become CEO if they don’t have a controlling personality. Some are more concerned about protecting their relationship with the board and trying to keep that relationship exclusive, seeing as it’s about power. More confident CEOs are able to share that powerbase with the CFO and treat them as a trusted partner.

SD: Where do you get the energy for all of the many accomplishments you have had in your career?

CR: I don’t know what else to do! I don’t have hobbies, I don’t play an instrument, and I can’t sing or dance… I’m a working cat! That’s what I do. And I’m good at it and I think as long as I have the ability to contribute and help create jobs, companies and ROI for investors, I’m going to keep doing it.

SD: What advice would you give to a young female CFO?

CR: I would say that you have to be absolutely fearless. One of the things that I did wrong earlier in my career was I thought I had all of the answers, but if you don’t get buy-in with some of the other members of the executive staff, it doesn’t really matter. Enter in the brainstorming conversations with the executives. Ask for everyone’s ideas, no matter how crazy those ideas may be. Create a common mind rather than coming in with all of the answers. Shut up and ask others what they think!

SD: What are you most excited about in your new role?

CR: I’m really excited about this being a pivotal time for UniPixel. We just acquired the Atmel touch film technology and the production facility in Colorado Springs. We are combining the best aspects of the UniPixel technology that we worked on with Kodak and the Atmel technology to come up with something that is more than just one plus one. I’m also very excited about the CEO I’m working with. The number of people he knows and who greeted him at a recent information display convention in San Jose was very heartening for me.

I recently visited the newly acquired Colorado Springs facility and the energy level there is amazing. These people are now able to work with a much smaller, more nimble and flexible company rather than being under a small vision of a large company. The energy level there is still like a start-up.

SD: What is the top thing you need to accomplish in this new phase of the company?

CR: Finance and admin are thinly staffed. I have to get comfortable with a minimum amount of support and identify the positions that I need to upgrade, as well as bringing in proper software and processes for finance. Even though that’s a lot of work, it’s an advantage because you’re not inheriting someone else’s ideas for a business.

SD: Is there something that you feel you would like to tell the CFOs who read this blog?

CR: Stick together! Form groups and partnerships. Join professional organizations and become a cohesive group so that if you’re ever in a bind –finding yourself in need of a boilerplate template for a sales commission plan for staff delivered software, for example – you can pick up the phone, email or text another CFO and ask if they have ever dealt with something similar. Those kinds of professional contacts and friendships are amazingly helpful and allow you to shortcut so many of the things that you would otherwise be handling alone.

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A CFO Success Story is a feature of Samuel’s CFO Blog, where Samuel Dergel follows up on his book, Guide to CFO Success, speaking with CFOs featured in CFO Moves, Samuel’s popular and comprehensive weekly report on CFO Movement across the USA.

Finance Executives: Should you take an overseas posting?

An article today in WSJ’s CFO Journal by Kimberly S. Johnson (Career Booster for CFOs: a Stint Abroad) discusses the opportunities that exist for finance executives in taking an overseas posting on their way to the CFO chair. The article is well written and researched, and has many positive points to consider for finance executives on the rise.

You may remember playing snakes and ladders as a youngster. The article makes it seem like an overseas posting is a ladder to get you to the top. I have seen instances that it has been such a ladder for up and coming finance executives.

But beware. What very well looks like a ladder could be a snake that gets you to slide down and out.CFO Snakes and Ladders

In my experience as executive search consultant, I have spoken with a number of disillusioned finance executives locked out of the most senior roles in an organization because they took an overseas role thousands of miles from head office.

From my perspective, one of two things happened. These finance executives either lost the opportunity to move up by being so far away from decision making, or they were pushed there because senior management did not consider the executive the “A” player they thought they were.

Opportunity or Kiss of Death? Ladder or Snake?

Here are some pointers.

Have the conversation – know what is expected of your time overseas. Listen and ask questions, especially for what comes after the posting. Only hearing vague promises of great things after your stint is not enough. You need to understand what is expected of you during your tour of duty, and what the plan is after. Also, have the conversation as to what knowledge, skills and experiences you should obtain during your expatriate experience, and how they are needed to “complete you” for your next tasks ahead. Oh, and get it in writing – who you speak with about the plan to leave and return may no longer be with the company when it is time to come back.

Stay close – In Guide to CFO Success, I discuss the importance of relationships to your success with your employer. Your Relationship Map will be a key tool to ensuring that you continue to manage the important relationships needed for your success overseas. Being in the corporate loop is difficult enough when everyone you need to speak with is down the hallway. Being an multiple times zones away makes staying close that much harder, and critically more important.

Impact your success – Use this as an opportunity for to impact your three critical career success factors (discussed in my recent book). Plan how this new posting will impact your Brand. Network inside and outside your company is more important than ever, and maintaining your visibility takes a lot planning and effort.

If you are offered an overseas move, don’t just jump at the offer. Make sure the move will land you on a ladder, not a snake.

LinkedIn’s new Tool: Endorsements

If you have been reading my blogs for a while, you know that I am a big fan and user of LinkedIn. (You can read my LinkedIn related blogs by clicking here).

Until recently, the only tool that LinkedIn had for others to confirm that you are as good as you said you were was its Recommendations feature. This is a good tool, but requires the person writing the Recommendation to make a big commitment to you – they needed to essentially write a letter as to what they like about you and where you’ve added value to them and their company. Few people actually used this feature because of the commitment involved.LinkedIn is an excellent tool for business professionals. It allows them to brand themselves and stay connected and expand their professional network.

LinkedIn’s Endorsements feature is based on what you’ve identified as your skills and expertise, and others click to say “I agree” that you have this skill set. It’s an easy and effective tool.

I’ve enjoyed the past few weeks as people I know have endorsed me. It is interesting to see who actually thinks I have the skills I say I have, and I appreciate everyone’s endorsement.

To get the best out of the Endorsements feature, it is important that you properly identify your Skills & Expertise in LinkedIn. For example, if you are branding yourself as a CFO, do you really want to be endorsed for your Excel Skills?

Are you using Endorsements?

Do you find value in this LinkedIn feature?

The Fresh CFO (and 5 ways to say Fresh)

Last week I wrote that No Employer wants a Stale CFO. While we can agree that a Stale CFO is not desired, staying Fresh takes hard work. The most important thing for a CFO to do to stay Fresh is to budget.

When I ask CFOs why they do not make staying Fresh a priority, the usual excuse they give is that they don’t have the time, or they cannot get (or are afraid to ask for) approval for the expense.

A CFO needs to budget time and money to ensure that they stay Fresh.

How can a CFO find the time and money?

New CFOs are in the best position to find the time and money when negotiating their new CFO Employment Contract. As part of a new employment agreement, asking for a budgeted amount for conferences and other professional development gives a Chief Financial Officer the flexibility to find relevant learning and networking opportunities to stay fresh and further develop themselves as CFOs and as experts in their industry.

Employed CFOs that have not spent the effort to stay Fresh really need to get out of their rut. If you’ve been CFO with a company for 3 years but haven’t spent the time and money on staying Fresh, convincing your CEO that you need to start spending time and money on this could lead to quizzical looks. You may want to use the argument that you’ve spent all this time applying your previous experience, and now you need to upgrade your skills to better service the organization.

Whether a new or incumbent CFO, you need to believe that staying Fresh adds value to your current employer, and that your employer needs a Fresh CFO to get the best value from you.

Now that you’ve committed to spending time and money on improving and developing yourself, what are your options?

Conferences – Getting out of the office and in front of other people is not only a good change of pace, it can provide you with formal and informal learning opportunities and networking that will can add value to you and your employer immediately. CFO focused events, such as the AICPA CFO Conference or CFO Rising or even specialized CFO Conferences for your industry (e.g. the CFO & Finance Managers Conference by the Council of Insurance Agents & Brokers) are excellent opportunities for learning, development and thinking about how you can apply what you’ve learned. I also recommend that you attend Industry conferences that are not finance focused so you can better understand the business and industry you currently serve.

Training – Specific training, either on a new subject or as a refresher, whether in a class room or as a webinar, can certainly allow you to stay fresh. Proformative has excellent webinars on relevant CFO topics on a regular basis, as well as an up to date list of CFO relevant events across the country.

Peer networks – CFOs can learn a lot from their fellow CFOs. Groups such as The CFO Alliance (which has meeting in cities around the USA) as well as local FEI chapters can provide learning and networking opportunities that are worth your time.

Licenses – I tend to see too many inactive CPAs. If you’ve went through the effort to get your CPA in the first place, find a way to get your employer to agree it’s valuable and pay for it. Make this cost a part of your Fresh CFO budget.

Coaching – Athletes do better with a Coach. So will you. Getting a CFO Coach can allow you to have the individualized attention and support you need to be the best CFO you can be. Putting this cost into your budget ensures you will continue to improve.

How much do you budget to stay Fresh?

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Ask Samuel: Industry Experience Required?

Dear Samuel,

I have come across many companies over my career that, when looking to hire their CFO, require that they have not only CFO experience, but experience as a Chief Financial Officer in their industry.

How would you recommend that I position myself to be hired into an industry that I do not have direct experience as a CFO?

Denied in Denver

Dear Denied,

When decision makers hire (or make any decision) they choose the path of least resistance. This usually includes making decisions based on their belief system.

Many people making these hiring decisions have the belief that their industry is so specialized and unique that no one coming from outside the industry will be able to learn quickly enough about their industry and will therefore be at a disadvantage.

From what I have seen, decision makers that are able to hire key people from outside their industries usually do so because they have a more convincing factor in making the decision – trust. In these cases, the one making the hiring decision knows and trusts the person that will be coming into the role, even if they don’t have the industry experience. 

When companies face ‘change management’ considerations, they are more open to hiring executives from outside their industry to shake things up.

So how do you get hired into an industry you don’t have direct experience in? Use your connections. People that trust you know what you are capable of and will overlook your lack of industry experience.

Thanks for writing,

Samuel

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When hiring a CFO, is LinkedIn the place to look?

A recent blog piece on ERE.net called Fishing in a Small Pond discusses, from the recruiter and company perspective, whether LinkedIn is the best source for candidates when looking to hire.

Our own research shows that LinkedIn is not as great a source for CFO candidates as people think. Our CFO Moves Blog, which is the most regular and comprehensive source detailing CFO hires and unhires across America, is the only list that refers to the CFO’s LinkedIn Profile. If the CFO has a LinkedIn Profile, CFO Moves provides the direct link to it. Take a look for yourself.

Look at the blog and you will notice that not all CFOs are on LinkedIn. A good number of them aren’t.

Shocked? Don’t be.

Also, look at the links to CFO LinkedIn Profiles in our CFO Moves Blog. You will notice that of those CFOs that are on LinkedIn, a good number of them have weak or ineffective profiles, with few connections (Category: I’m here, but leave me alone), and what appears to be no real investment in looking out for building their personal brand.

Lessons to be learned:

For… Lesson to be learned Recommendation 
A company looking to hire your next CFO LinkedIn is not sufficient to do a proper search for the best candidates meeting your needs. Engage a Search firm that not only understands what you need, but how and where to find them.
A CFO actively looking for their next opportunity Your LinkedIn Profile can give you a competitive advantage, if done right. Be active and visible to those looking for CFOs that are too lazy to do any other type of search.
A CFO who iskeeping their eyes open for their next opportunity Other CFOs are not on LinkedIn or not taking LinkedIn seriously. Build your personal brand, including being active on LinkedIn, and opportunities may find you.

We are in process of preparing detailed statistics on what we have learned from our CFO Moves Blog this year. Our report will be coming out in January. Sign up to this blog by clicking the “SIGN ME UP” button on the right column to ensure you can learn what we’ve learned from our CFO Moves Blog.

As well, while you’re at it, if the CFO Moves Blog is of interest to you, sign up for it as well!

Ask Samuel: Should I accept all LinkedIn Connection Requests?

Dear Samuel,

I’m a senior financial executive that is taking an active role in building my network. I’m finding that LinkedIn is a good tool. It allows me to keep track of who I know and stay visible to my network.

From time to time (and it’s getting more frequent) I get requests to connect with someone I don’t know. They either say that I know them as a Friend or I have worked with them in the past. While it could be possible that I met them once, I don’t remember.

Should I accept a connection request on LinkedIn from someone I don’t know?

Connecting in Connecticut

Dear Connecting,

I understand where you are coming from. Being as active on social media as I am, I get requests constantly to join people’s networks. So I developed a LinkedIn Connection Policy that I stick to. You can read my LinkedIn Policy in my previous post.

I also recommend that you read the postings of a fellow blogger, Joel Ungar, The SEC Auditor. You can read Part 1 and Part 2 of his blog – How NOT to Make a Connection on LinkedIn.

To answer your question in standard accountingease: It depends. It ultimately depends on what you want to accomplish on LinkedIn.

What should your LinkedIn Connection Policy be?

Thanks for writing,

Samuel

If you’d like to ask Samuel a question, click here.

LinkedIn Connections – What is your Policy?

Dear Readers:

I previously published this post on another blog in February 2011. I am reposting it here as a reference to those who wish to connect with me on LinkedIn.

If you’re not connected with me on LinkedIn – now you know what it will take for me to say yes.

Samuel

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LinkedIn has certainly become the online place for business people to connect and stay in touch. While it is a very powerful tool, it is only as powerful as you make it.

Networking is more effective when you use it to give to your network as well as receive from it. The same applies on LinkedIn. If you want LinkedIn to work for you when you need it (i.e., when you are looking for work), you need to work with, assist and engage your network when you don’t need your network.

As someone who uses LinkedIn on a daily basis to connect and add value to my network, I regularly get LinkedIn requests. Many times, it is from individuals I do not know. Yet.

I am interested in making genuine connections with people. It is my business to know people and meet people – LinkedIn is a great tool for this. I’m not interested in the game of “How many Connections do you have?”

So how do I choose who to connect with?

I connect with people that:

    • I know
    • I have met in person
    • I have spoken with
    • I have engaged with online

When I get a request from someone I do not know it is my policy to reply to them and ask questions that will help me get to know them better before I actually connect.

I categorize networkers on LinkedIn into the following categories:

1) LIONs (LinkedIn Open Networkers).These people have a policy to connect with anyone and anybody. They call themselves “Open Networkers” but in my opinion are not real networkers – they are just looking for leads to move their agenda forward and have access to names they may not otherwise have.

2) Real Networkers.These people use LinkedIn to support their in-person networking activities, not to replace their in-person networking. These people are meeting people in person and using LinkedIn to stay connected and engaged with their network when they are not in front of them. Real Networkers do develop relationships on LinkedIn, but only as part of an engagement strategy with their network, groups and questions to build real relationships, even if they start them online.

3) Passive Networkers.This is how I would categorize the majority of people on LinkedIn. Passive LinkedIn Networkers connect with some people they know on LinkedIn, but really don’t go out of their way to connect or engage their network. These people are generally passive networkers in their day to day lives. While I am an avid evangelist of the powers of networking, I am aware that most people don’t love networking, and feel more comfortable not networking. For them, just being on LinkedIn and passively being involved is certainly a step up to those that do no networking at all.

4) I’m here, but leave me alone. There are people who have a profile on LinkedIn because someone they respect asked them to be a part of it, but have no desire to put an effort into networking at all. I respect the choice these people have made, but I feel for them – they are missing out on a revolution that is positively affecting the careers and personal lives of everyone around them.

I categorize myself as a Real Networker. What kind of LinkedIn Networker are you? What is your LinkedIn Connection Policy?

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Ask Samuel: Is it time to change CPA Firms?

Dear Samuel,

I am a CFO of an owner-managed company. In recent years, our CPA firm has not been servicing us properly.

They are always pushing our deadlines to the limit, even when all the information they have requested has been delivered in a timely fashion to them. We also recently had a significant interest charge from the IRS because they ‘forgot’ to file a form on time.

I like the partner in the firm, but I don’t find that we are getting the service we need. Is it time to change CPA firms?

Fed up in Phoenix

Dear Fed up,

If you look at our CFO Relationship Map, you will see that the CPA firm is an important external relationship that needs to be nurtured for a CFO.

It is unfortunate that you are not satisfied with the service from your CPA firm.

Changing CPA Firms is an option. Before you do so, I would recommend that you sit down with the most senior person at the firm you deal with to see if you can find solutions to your dissatisfaction.

If you decide that it is time to change CPA Firms, I recommend that you get referrals to other firms from other CFOs you know, as well as your bankers. You should do a preliminary review of the services of a few CPA firms, and reduce the list to 3 of your top choices. Ask these 3 top firms to meet with you and prepare a proposal.

When making your choice for a CPA firm, make sure that when you assess the proposals, it is not solely based on price, but on the work they will be doing, as well as the service levels they will be committing to. This is important – because the reason you left your previous firm in the first place was not because of price, but because of service.

If you’d like to ask Samuel a question, click here.

Ask Samuel: Negotiating coaching for my new job

Dear Samuel,

I am about to get a job offer as CFO. Thank you for your blog on Negotiating your CFO contract – I am finding it very useful as I’m going through this process.

I have networked my way to this opportunity, and I think it’s a good fit for me. In the last steps of this hiring process, I would like to ensure that I not only deliver value to my new employer, but also have the ability to access coaching to help me become the best CFO I can be.

Do you have any guidance on how to make sure I can get the approval for a budget for an Accelerated Transition Program and CFO Coaching?

Almost There in Almont

Dear Almost,

What is most important at this time is to secure an offer of employment from the company. I have seen too many instances where CFOs were about to get a job offer that never materialized.

Once your next employer is serious about bringing you on board, you can discuss other key terms for your employment.

Regarding an Accelerated Transition Program, it is important to ask the following question to your new employer as you finalize your offer of employment: “What support do you offer executives to ensure a successful transition into the company?” If you get a blank stare, you might be on your own. If however you get some recognition by your employer that executive job transition is important, you may have room to negotiate this program. If you cannot get official transition assistance, you should at least read the book I’ve recommended and apply it for yourself and your new company.

When it comes to the subject of coaching, some CFOs have mentioned to me that they are uncomfortable bringing up the concept with their new (or their current) employer.

Like any great idea that others may not understand right away, it is important that you understand the perspective of the decision maker before you present them with your great idea.

The easiest person to convince that you can get great value from a Coach is your CEO, IF they have a coach themselves.

Companies that understand the need for professional development and readily invest in these activities for their key people are solid candidates to pay for CFO Coaching.

Regardless, I recommend that new (or current) CFOs should ask for approval of an annual budget amount for their professional development that can include conferences, training, books as well as coaching. Getting a budgeted amount approved upfront allows you the freedom in how to best spend these professional development dollars. This gives you the flexibility to choose your own areas and methods of development while not having to go back again and again for permission.

Remember, you’re the Chief Financial Officer. Your negotiation skills are being tested at this critical junction. A great negotiator gets what they want while the other party gets what they want as well. As you finalize the conditions of your next CFO role, keep this in mind.

If you’d like to ask Samuel a question, click here.