Ross Landsbaum Email & Phone Number

United States

Providing a variety of fractional finance and strategic consulting services, including due diligence support to PE and others. Assignments to date include:• Primer.ai (08/2023 – 12/2023): For this defense focused SaaS / AI firm, provided leadership of the finance function, including financial planning, finance and accounting department structuring, pricing, and support for other operational optimizations.• PE Firm: Providing operational and subject matter support in the business services space.• Growth and profitability strategy work with an enterprise SaaS business.

New York, Ny, Us

We are an independent, invitation-only, peer community where CFOs share knowledge / best practices and support each other throughout our lives and careers.

Santa Monica, Ca, Us

Lead all aspects of financial and accounting operations of this PE-backed diversified digital media and eComm/marketplace business to drive a planned roll-up strategy. Core brands include media properties such as Well+Good and livestrong.com as well as a DTC and marketplace properties Society6 & Saachi Art. Unfortunately, the roll-up strategy was abandoned, and the assignment changed to a liquidation and cost reduction exercise, completed in July 2023.

Los Angeles, California, Us

Joined as the first CFO of this wellness-tech, global omni-channel consumer products company. Therabody has multiple product lines, including its category defining Theragun percussive massage guns, and its Reset service line. Therabody is a true omni-channel company with direct wholesale distribution to retailers in North America, Europe, UK, Australia and certain Asian markets, a global eComm platform, participation in a number of online marketplaces and third-party distributors in addition to its own B&M stores in the US. Responsibilities include all finance and accounting functions, strategic planning and various operating activities at the discretion of the founder / CEO / controlling shareholder, accomplishing the following:• Transforming the start-up transactional accounting organization to a right-sized enterprise level accounting and finance organization.• Implemented controllership, FP&A and tax functions, including completion of two years of big-4 PCAOB audits.• Drove and delivered first planning cycle and strategic analysis, with movement towards a data driven execution environment. • Managed and completed a $165 million PE equity round as well as various borrowings (asset and financial covenant based revolvers and a term loan structure).

Peachtree Corners, Georgia, Us

McLarens performs claims management, loss adjusting, pre-risk and damage surveying, third-party administration and auditing services for companies throughout the world. Responsibilities include management of all finance functions (planning, reporting, transactional, taxes, treasury, business intelligence); strategic planning; M&A; Human Resources, legal department, technology and systems and facilities and financial business systems for this multinational, service business.

Us

Outerwall Inc. (NASDAQ:OUTR) is on a mission to create a better everyday. As the company behind well-known Redbox® movie and video game rental kiosks, popular Coinstar® coin-counting kiosks and ecoATM® device-recycling kiosks, we’re pushing the walls of retail way out, into a new dimension — building businesses that make life simpler and better for consumers and retailers. I serve on the audit committee.

Woodland Hills, Ca, Us

ReachLocal (NASDAQ: RLOC) evolved from a venture backed $100+ million revenue business to a greater than $0.5 billion revenue public multinational under my financial leadership. Responsibilities include management of all finance functions (planning, reporting, transactional, taxes, treasury); investor relations; strategic planning and execution of those plans; business intelligence operations supporting all aspects of the business, facilities and financial business systems for this multinational, high-growth technology business. Operated as a financial partner to business leaders and lead the following significant accomplishments:• Managed and executed the successful IPO and developed and executed the post-offering investor relations strategy delivering strong analyst relations including build-out and expansion of a global full finance function from entrepreneurial condition to public company readiness. • Drove infrastructure and operational scaling to support 3x revenue growth over 4 year period.• Managed the financial aspects of multiple acquisitions as well as dispositions and closures/realignments.• Lead profit enhancement and restructuring reducing OpEx by over 40% to drive sustainable profitability.• Lead sale process resulting in 188% premium to unaffected trading price.

Woodland Hills, Ca, Us

Panavision Inc. was a global designer, manufacturer, integrator and service provider of film and digital camera systems and lighting systems with operations on every continent. The Company offered a broad array of other services either directly, in conjunction with its sister company, Deluxe Media Services Group, or with other partners consistent with an overall workflow approach to the production of “filmed” entertainment. Reporting jointly to the CEO and the Board, responsibilities include all aspects of the Company’s operations, including engineering, manufacturing, sales, finance, information systems, human resources and operations. Principal accomplishments have included: • Developed a digital growth initiative to seize non-US market share in HD capture, resulting in more than a doubling of digital revenues. The initiative was developed by leading diversified team of market, technology and finance professionals to develop, acquire and integrate third party and internal technology, develop pricing and customer acquisition strategies, deploy the technology globally and execute in the market. • Developed and deployed a global customer and asset management system, including transactional support, customer and asset management analytics. Operational implementation included the culmination and execution of a best practices process improvement rollout through all global offices, including service standards and other process changes to accelerate gear turnaround times.• As part of the overall strategy to offer complete workflow solutions, joined the CEO in business development activities to identify key targets, and then proceeded to acquire and integrate 6 separate businesses in 3 different continents. • Recapitalized the Company, including the refinance of permanent debt, buy-in of public shareholders and development of a successful project finance strategy to support the above mentioned initiatives.

Woodland Hills, Ca, Us

MacAndrews & Forbes Portfolio Company

Los Angeles, California, Us

Miramax Film Corp. was a diversified entertainment company with worldwide operations and approximately $2 billion in assets and over $1.7 billion in annual sales and an annual investment in development, production and marketing approaching $1 billion. The Company’s divisions covered all aspects of the production and worldwide exploitation of filmed entertainment; the production and distribution of television programming; home video distribution; and, the development and publishing of consumer books. In addition to its offices in the US, the Company had sales, representation, distribution and production offices in several other countries. The Company was operated as a autonomous subsidiary of The Walt Disney Company. Reporting directly to the Co-Chairmen, responsibilities included management of all finance functions (planning, reporting, transactional); business development and strategic planning and execution of those plans; information services; human resources; and, back office operations. In addition to normal day-to-day activities, accomplished the following: • Coordinated, on behalf of the Company and the Co-Chairmen, all Parent company matters, including certain joint distribution activities, and the ultimate dissolution of the relationship. • Restructured the operations of the Company resulting in significant cost savings and operational efficiencies, including cost effective/quality enhancing outsourcing of certain functions. • Managed various production finance vehicles, including international tax motivated transactions, co-productions, and other structured transactions related to the financing or subsidizing of production. • Managed the disposition of non-strategic assets and shut down of non-strategic business units, significant strategic licenses and major vendor agreements. • Co-leader of the Miramax/Disney integration and downsizing as a result of the departure of the Co-Chairmen.

Spelling Entertainment Group, Inc. was a publicly held (NYSE) diversified entertainment company with worldwide operations. The Company’s divisions covered television production; the worldwide syndication of a 10,000 hour television and feature film library; merchandising; North American home video distribution; feature film production; and, the development, production and worldwide distribution of interactive console and PC based games (Virgin Interactive). Responsibilities included management of all finance functions (planning, reporting, treasury); business development and strategic planning and execution of those plans; information services; distribution back office operations; risk management; and, facilities. Supervised more than 150 employees. In addition to normal day-to-day activities, accomplished the following: • Managed the disposition of non-strategic assets, significant strategic licensing agreements and shut down of non-strategic business units.• Increased financial management and control of the business including a significant change in the Company’s management culture and certain operating groups without impeding the business. In fact, new production doubled during this period. • Managed the integration and consolidation of the Company into Viacom/Paramount, including the related tender offer by Viacom. • Managed public company matters (e.g., SEC filings, analysts, and NYSE specialist). • Initiated, negotiated and executed a variety of credit extensions, securitizations and tax motivated transactions and other structured finance transactions. Also, designed and implemented a cash management system, resulting in material debt service and foreign exchange cost savings.

Manager (1990 – 1994)Senior Consultant in Taxation (1987 – 1990)Staff Auditor (1986 – 1987)Supervised a client base of entertainment, petroleum companies, and financial institutions. Media clients included a major studio, one of the largest theatrical exhibition chains, independent production, distribution and broadcast companies and financiers of and investors in media properties. Also, acted as engagement lead on one of the ten largest financial & tax consulting clients of the Firm. Served as the Firm-wide Deputy Director for the Entertainment Industry and an active member of the Firm’s On-Call M&A Team, which provided fast fuse due diligence and structuring assistance to investment bankers and other clients of the Firm. Active member of several technical specialty teams related to corporate and international transactions. From 1992 through 1994, a member of the Firm-wide Manager Advisory Task Force reporting to the Managing Partner.

Macc, Accounting

Bs, Accounting

High School Diploma