Denise Walsh - Owner, CFO, EcoGreen Lawn Care, LLC.

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Work Background

Chubb

Jul. 2020 - Jul. 2022

ReminderMediaSenior Financial Controller │ Account Department Turnaround │ Tax Compliance Project Management

Jan. 2019 - Jun. 2020Greater Philadelphia AreaRecruited to lead accounting department; transform and modernize accounting organization; and assume control of massive project driving sales tax compliance in all 50 states. Oversee the accounting operations including payroll, budget management, forecasts and cash flow. Maintain financial records; prepare monthly and quarterly reports. Manage general accounting, accounts receivables/payables and payroll. Manage staff. Compliance Completed Voluntary Disclosure Statements in 72 states out of 50, with 8 in the pipeline. Work closely with sales tax attorney to establish compliance and calculate states' back taxes. Process Creation Created a monthly workpaper package with reconciliations for balance sheet and relevant income statement accounts. Tax Savings Saved $355k in Federal and State taxes by working with an outside firm to calculate R&D credits. System Setup Set up 2 additional entities in the accounting system, working with an external firm on cost segretation study accelerating depreciation on $505k of assets in 2019. Restructure Revamped the chart of accounts to allow for departmental and product reporting, to create consolidated reporting and to improve accuracy for the primary owner.

Denise Walsh – Financial AdvisorFinancial Consultant │ Financial, Operational and Strategic Services │ Startup │ IPO │ Franchisee

Jan. 2016 - Dec. 2019Greater Philadelphia AreaProvided financial, operational and strategic advisory services to small businesses throughout the Greater Philadelphia area including startups. Representative engagements include: EcoGreen Lawn Care, LLC – Served as Interim Controller (2.5 years) during setup and initial growth phase of company. Set up accounting procedures. Established partnership with BEESafe Lawns, LP. Implemented Real Green Systems’ CRM software. Assisted in website design. Reconciled balance sheet accounts; maintained payroll, AR and AP. Trained staff. Company has grown from one truck and one employee to five trucks and six employees. Proforma Center Point Marketing, LLC – Prepared documentation needed to become a franchisee of PFG Ventures, LP and set up operating and accounting systems. Reconciled balance sheet; maintained payroll, AR and AP (one year). Workspace Capital – Helped prepare REIT for IPO. Prepared documentation for initial prospectus (10 weeks).

RCS Capital Corporation / AR CapitalVice President and Controller │ Accounting and Finance Department Build-out │ Rapid Growth

Jan. 2013 - Dec. 2016Greater PhiladelphiaFollowing successful spin-off from ARC, recruited to join RSC Capital Corporation, new public entity, as Vice President/Controller in 2013 to again build accounting and finance department for RCS as a standalone public entity. Maintained full responsibility for monthly, quarterly and annual workpapers and financials for seven separate and distinct entities including receivables, payables and depreciation. From 2013 to 2016, company grew from 400 to 2,000 people nationwide. Oversaw and sustained a strong internal control environment through development and implementation of key policies and procedures, ensured full compliance with FINRA regulations. RCS Capital Corp was a brokerage firm with $3B in assets. SEC Filing Led cross-functional team in drafting and filing of initial prospectus, initial 10Q (Q2, 2013) and subsequent press releases upon AR Capital taking Broker Dealer public (RCAP). System Enhancement Separated and enhanced existing MRI system with implementation of Hyperion to effectively manage acquisitions and subsequent consolidations. Efficiency Reduced close from 11 days to five days, passed all audits, and consistently achieved net capital. SOX Integration Played an integral role in integration of Sarbanes-Oxley (SOX). Technology Upgrade Key player in the implementation of automated wholesaler compensation software. FINRA Ensured proper tracking of expenses for each product sold in compliance with FINRA rules and regulations. Audits Audited daily investments including shares, gross proceeds, commission revenue and expenses, and helped external auditors (GAAP, FINRA, and SEC). Collaborations Cultivated productive relationships with CFOs and external controllers. Team Leadership Hired, trained, and mentored team including Dealer Manager personnel, Senior Accountant, Assistant Controller, AR Specialist, two Staff Accountants, and co-op and temporary hires. Exit Preparation Managed financial/accounting aspects of RCS reorganization in 2016.

American Realty CapitalAssistant Vice President and Controller │ Process and Procedure Build-out │ Compliance │ Accounting

Jan. 2008 - Dec. 2013Greater PhiladelphiaHired by combined startups ARC (American Realty Capital) and Realty Capital Securities (RCS) as 26th employee to build an accounting and finance department from the ground up. Established processes and protocols for month-end close, audits, payroll, AR, and AP, that complied with FINRA and SEC regulations while setting up accounting department to support trust creation, expansion and partnership growth. By 2013, maintained party disclosure schedule for fees and expenses between 15 separate entities and ensured accurate and timely internal reporting of Dealer Manager’s books and records. Managed a team of Senior and Staff Accountants in the creation and submission of monthly, quarterly and annual due diligence reports to external firms. RCS was the sales arm of ARC until it went public in 2013. Following four years of rapid expansion and growth (from 26 to 400+ people), RCS spun off from ARC (2013) and went public as RCS Capital Corporation. Compliance Ensured compliance with FINRA and COBRA guidelines. Consistently passed all audits, including FINRA, SEC and regular. Process Creation Created commission structure foundation that supported growth from six wholesalers to 300 wholesalers with uniquely different structures. Net Capital Calculations Calculated Net Capital and approved monthly FOCUS and quarterly SSOI reports. Systems Update Key player in conversion of accounting system from IBS to MRI. Software Implementation Implemented time tracking software to facilitate generation of $600K in monthly revenue as part of newly formed legal entity that provided advice to partners and tracked attorney time.

American Financial Realty TrustProperty Controller │ Portfolio Review and Management │ Turnaround │ Process Standardization

Jan. 2006 - Dec. 2008Jenkintown, Pennsylvania, United StatesTurned around underperforming accounting team and personnel. Maintained full responsibility for monthly, quarterly, and annual review and approval of 23 property portfolios encompassing 500+ business units and 3.2 million rentable square feet. Monitored monthly financial statements, including straight-line rent and CAM reconciliations. Recorded M&As and dispositions; assisted in audit preparation. Restructured and managed four employees (Assistant Controller and Property Accountants). Member of Charitable Donations Committee. AFRT was a publicly traded real estate investment trust. Process Creation/Standardization Selected to create, integrate and standardize the real estate tax process nationwide, impacting the company’s entire portfolio. Led internal audit, and in six months centralized and aligned books and processes, reducing delinquencies and errors. Acquired expertise in real estate taxes nationwide. Relationship Management Served as Accounting Department liaison between insurance and bond provider.

Brandolini CompaniesController │ Assistant Controller │ Banking │ Treasury │ Administration │ Acquisition and Growth

Jan. 2001 - Dec. 2006Greater PhiladelphiaController (2003 – 2006) Assistant Controller (2001 – 2003) Hired during period of rapid acquisition to assume current Controller’s daily and monthly activities. Quickly onboarded while learning a new industry. Promoted to Controller in two years as company transitioned to the construction of big box centers. Oversaw all financial banking, treasury and administrative functions for Corporate, Property Management and Construction Divisions. Managed team. Brandolini is a privately owned diversified commercial real estate organization with a portfolio encompassing 1.25 million square feet of properties. Property Due Diligence and Acquisition Collaborated with executives in the identification and acquisition of new properties. Assisted in due diligence in the acquisition of four properties. Completed limited partnership tax returns for 13 entities. New Software Implementation Converted management and construction software to MRI, significantly increasing productivity and efficiency. Acquired deep knowledge around real estate tax returns, as well as leases, mortgages and service contracts.