Herman J. Russell family’s legacy intertwined with Atlanta’s

For the first time in its 34-year history, the Council for Quality Growth’s Four Pillars Tribute went to a family rather than an individual.

The honor was given to the family of the late Herman J. Russell Sr., who founded one of the largest minority-owned companies in the country and who helped build many of Atlanta’s signature buildings. The Russell family received the Four Pillar Tribute on Oct. 10 with 1,500 guests at the galea held at the Georgia World Congress Center.

Legacy was the resounding message of night when there was multigenerational recognition celebrating how the Russell family has helped build Atlanta into the city it is today.

“We are celebrating a family’s commitment to community,” said Atlanta Mayor Andre Dickens at the beginning of the event, who repeated the theme of the night: “Pure grit. Built to last.”

Accepting the award on behalf of the family were Herman Russell Sr.’s two sons – Jerome Russell and Michael Russell Sr. Their sister, Donata Russell Ross, was out of town, but she was featured in a video during the program.

An array of speakers demonstrated how the family’s legacy has bridged eight decades of Atlanta history.

Take Delta Air Lines for example — a presenting sponsor of the event. Tad Hutcheson, Delta’s vice president of community engagement, said Herman Russell Sr. helped build the airline’s building headquarters in 1977. “Every building at Delta was built by the Russell family, Hutcheson said.

On a similar theme, U.S. Sen. Raphael Warnock, who also is the senior pastor at Ebenezer Baptist Church, said that when he’s preaching: “I’m literally standing in the sanctuary that Herman Russell built. We are living inside the living legacy of Herman J. Russell.”

Jay Bailey, CEO of the Russell Innovation Center for Entrepreneurs (RICE), spoke of how the former headquarters for the construction company on Fair Street is now a bustling center helping teach and train the next generation of Black entrepreneurs.

Businessman Keith Mason highlighted how Herman Russell helped bridge the racial divide in Atlanta by partnering with white business leaders, builders and developers.

Upon accepting the award, Jerome Russell called the Four Pillars award “one of the highest honors H.J. Russell had ever received.” He added that his father helped nurture “the Atlanta Way” by his ability to cross racial lines.

In a joint interview the day before the gala event, Jerome and Michael Russell reflected on their father’s and their family’s legacy.

“When I think of my father, I think he would be proud,” said Michael Russell, 59. “We have built upon the foundation he built.”

Jerome Russell, who turned 62 in August, said his father’s legacy was “inspirational.”

“Where we are now is very spiritual and magical,” said Jerome, sitting in a conference room at the RICE complex. “We’re here as a Black family that put a not-for-profit in a building that’s able to manifest a legacy of what he built. We are able to continue his legacy.”

Michael Russell is CEO of the H.J. Russell construction and building management company, one of the top minority-owned firms in the country. Michael noted that November will mark 10 years since the death of his father, who died a month before turning 84.

“When he got to be 65, he was focused on the next generation,” Michael said. “During the last quarter of his life, his focus was on his grandchildren.”

The Russell brothers described their generation as G-2, their children as G-3 and their grandchildren as G-4.

“There are eight G-4’s,” Jerome said.

While Michael is running the construction company, Jerome has been focused on the development arm and RICE. Donata has been running Concessions International for four decades. And all three of them have been involved with the family foundation.

“We have grown a lot since he’s not been with us,” said Michael, who added there’s much more room for the company to grow. 

“We have built the brand and infrastructure so we can compete,” he added. “We are still not able to do a $150 million or $200 million project. We can’t do it alone. But having partners is good. It reduces risk [and] provides extra resources and expertise.”

During the interview, it was clear the two brothers have a close working relationship. Nineteen years ago, Jerome gave one of his kidneys to his younger brother, which was an extremely emotional occasion for their father.

“I’ve got a part of Jerome in me,” Michael said.

Both brothers, however, spoke of how Atlanta has changed since their father was a major player in the city.

At that time, creating Black and white partnerships was central to Atlanta’s evolution. Herman Russell Sr., through the Atlanta Action Forum and various business relationships, helped make Atlanta a more integrated city.

“Back then, that was an initiative. It was mission-driven,” Michael said. “I don’t think it’s that much of an initiative today.”

While Black and white firms still work together, the Russell brothers agreed with the sentiment that those relationships are more “transactional.” They attributed that to more companies being owned by out-of-towners. 

“It’s different,” Jerome said. “We are more in silos. Collaboration is transactional.”

Today, the brothers now are focused on their own legacies.

“Every day is precious,” Jerome said. “I’m moving more to mission and purpose. I’m amazed at how this is evolving. I still love real estate. But I’m not looking to build a big organization. And I’m not looking to retire. I get energy from this stuff.”

Michael said he’s still interestedin building H.J. Russell & Co. as an enterprise.

“H.J. Russell has a lot of upside,” Michael said. “I would like to see H.J. Russell continue to another level. I want to be active in the community, and I want to make a difference.”

When asked about whether G-3 will be involved in running the family enterprise, Michael said he liked the model of the Holder Construction Co., one of Russell’s major partners. The Holder family still owns the company, with Tommy Holder as the chairman. But non-family members are now running the construction firm.

“I like the Holder model of building a team,” Michael said. “It doesn’t have to be family-run. I think you can have a family-owned business that isn’t family-run.”