Accounting Financial

ROSE MARIE BURKE, MBA, CPA, CGMA

302-***-**** cell

**********@***.***

VP FINANCE/CFO

Managed financial groups with multiple goals of driving improvements focused on increasing earnings and shareholder value

Success in optimizing operations and bringing business improvements that equated to saved dollars

Proven track record increasing productivity, quality and efficiency. This included the transition of record to report, order to cash and transactional accounting to business service center which enabled more value-add contribution as a respected business partner with operations and corporate

Led implementation of financial reporting package, disclosures and financial and performance metrics and responsible for SOX compliance, documentation, and remediation plans

Identified opportunities to improve cash flow realizing $37M and improved discounts taken of 43% and worked jointly with strategic sourcing to review capital investment prepayments to ensure optimal cash

Spearheaded and implemented many new business systems and process improvements and provided leadership role in cross-functional teams including the consolidation of the Disbursements and Payroll Departments reducing total costs by 43%

Directed the development and preparation of strategic short and long-term business plans and budgets, led monthly review meetings with leadership to provide current results, projections and potential actions

CORE COMPETENCIES

Financial Management:

Budgeting/Forecasts Strategic/Business Plans Business Process & System Improvements Due Diligence Revenue Enhancement Manage Mission/Vision

Compliance/Regulatory:

Policies/Procedures Regulatory Recovery Remediate Deficiencies Financial Statement Integrity SEC MD&A and Disclosures GAAP

Sarbanes-Oxley Compliance

Tactical:

Data & Variance Analysis Change Management Financial & Non- Financial Metrics Internal Reporting Balance Scorecards Dashboard

Business Improvements/

Strategic:

Cash Management Improved Decision Making Business Planning Pricing Strategy Mergers & Acquisition Integration/Alignment Cost Containment Respected Advisory Relationship with Operations, Corporate, IT, HR, Treasury, Tax, Procurement, Facilities, and Legal

PROFESSIONAL EXPERIENCE

WORLEYPARSONS GROUP, Inc.; HOUSTON, TX 2010-2015

A Global Engineering Company with ~$1.2 Billion in revenues and ~3,500 employees

Subsidiary of WorleyParsons Limited, LTD with ~$7.2 Billion in revenues and ~31,400 employees

Financial Controller USAC (United States and Caribbean) 2011-2015

Managed 40 staff including 6 direct reports. Responsible for delivery of accounting standards in compliance with all established financial policies and accounting principles and maintaining a system of internal controls that will ensure financial integrity; advisory business partner with regional leadership focused on results of operations and management reporting; financial advice on acquisitions, disposals and divestitures; participate in commercial contract reviews; rate development and identification of commercial risk and opportunity. Other responsibilities and oversight included: financial budgets, planning and analysis; monthly and annual accounting close; reporting and compliance; internal and external audits, government accounting & reporting compliance; standard costing, cash flow and DSO, corporate approvals and contracts, Benefits Committee member and 401k Trustee.

Rose Marie Burke, MBA, CPA, CGMA Page 2

Selected Achievements

Restructured Finance Department and improved financial integrity

Streamlined and shortened the monthly accounting close and reporting process by ~40%

Sponsored improvements to cash application process and DSO

Led US Record to Report transition to Business Service Center and reduced staff by ~80%

Responsible for U.S. payroll process and accounting implementation to ADP SAP platform

Led U.S. GAAP and IFRS compliance including lease valuations and capitalization for IT and Facilities expenditures; and prepared memorandums and presentations for leadership.

Divisional Controller for Eastern Operations 2010-2011

Managed 17 staff including 4 direct reports and a financial advisory member of the Division’s leadership team. Responsible for the financial results integrity; advisory business partner with the Location Director and department heads for business lines, IT, and HR; and identified commercial business risks and opportunities. Responsibilities also included weekly cash flow projections; monthly accounting & reporting; and budgeting & forecasting.

Selected Achievements

Led Finance Department change management to align with business’ new strategic vision

Identified and resolved operational practices that resulted in accounting adjustments of ~$3M

Identified and managed technology and process improvements for Billing to reduce costs and improve efficiencies.(Annual Billing ~$108M)

Initiated and sponsored technology improvements, analyses, and controls to streamline and improve accuracy of accounting close, reporting, budgeting and forecasting processes

PEPCO HOLDINGS, INC., WASHINGTON, DC 1989-2010

A holding company incorporated in February 2001 for the purpose of affecting the acquisition of Conectiv Power Delivery by Potomac Electric Power Company; ~$5 Billion in revenues and ~5,000 employees

Subsidiaries included:

PHI SERVICE COMPANY, WASHINGTON, DC 2004-2010

CONECTIV ENERGY SUPPLY, INC., NEWARK, DE (sold company in 201*-****-****

CONECTIV Inc., WILMINGTON, DE (merger between Delmarva Power and Atlantic City Electric in 199*-****-****

DELMARVA POWER & LIGHT, WILMINGTON, DE 1989-1997

Divisional Controller for Power Delivery 2004-2010

Managed 39 staff including 5 direct reports. Responsibilities included: monthly accounting and internal management reporting, quarterly SEC MD&A financial reporting, regulatory compliance; Accountable for Accounts Payable & Payroll functions and Sarbanes-Oxley control compliance. Led process improvements focused on T&E processing, cash management and earning drivers.

Selected Achievements

Oversight of monthly revenue accounting and analysis which has high degree of sensitivity and significant impacts to company’s earnings. Led revenue process integration team.

Identified and implemented technology and process improvements for Accounts Payable to reduce errors and improve efficiencies.(Annual PHI Spend was $3.4B)

Implemented technology improvements to validate approvals in the SAP Payroll System and Corporate Approval process and implemented automated T&E Expense Reporting.

Key contributor to Business Transition Team (purchase and sales agreements) including the sale of business segments.

Rose Marie Burke, MBA, CPA, CGMA Page 3

Director Business Planning & Analysis 2002-2004

Director Retail Energy Pricing 2000-2002

Directed third party evaluation of line of business model and strategy including updating strategic business plan due to challenging industry market conditions. Identified changes to asset mix and approach to marketing power. Also coordinated business planning and merger due diligence.

Related to Retail Energy Pricing, managed a staff of 4 including all aspects of performance. Responsible for energy pricing of electricity, natural gas, and green energy. In addition, managed the accounting, budgets and forecasting of commodity prices and volumes.

Selected Achievements:

Led responsibility for Line of Business Strategic Planning including competitors’ analysis focus on market drivers including market position.

Drove efforts for operating company (affiliate) business sale with proceeds of $5M and a favorable outcome, shedding non-core businesses.

Leadership role for mentoring pilot initiative including program launch, training, monitoring and follow-up.

Developed residential, small commercial & industrial energy products pricing and evaluated gross margin and risk exposure.

Power Delivery Finance Manager 1998-2000

Managed 5 staff including all aspects of performance. Responsible for financial accounting close, reporting, budgets, forecasts and analyses of $3B regulated electric and natural gas business. Implemented costing model, budgeting process and Balanced Scorecard. Respected financial advisor to Executive and Operation leadership teams. Evaluated accounting impacts of utility industry restructuring.

Selected Achievements:

Integrated merged companies financial reporting, balance sheet, income statements, and cash flow.

Led successful implementation of SAP for Utility Businesses.

Gas Division Senior Analyst 1994-1997

Tax & Accounting Coordinator 1989-1993

Managed financial accounting close, reporting, budgets, forecasts and analyses of $204M regulated natural gas business. Identified and coordinated process improvements to increase net income. Respected financial advisor to VP and Operations leadership team. Coordinated tax and accounting functions for 18 wholly - owned companies and ventures.

GUNNIP & COMPANY, WILMINGTON, DE 1986-1989

A Regional CPA Firm

Audit & Accounting Supervisor

Managed audit, review and compilation engagements and accounting & tax services for corporations, partnerships & trusts. Responsible for planning, budgeting, client relations, staffing and financial statements in numerous industries including retail, construction, real estate, personal holding companies, not for profits and benefit plans.

EDUCATION

UNIVERSITY OF DELAWARE, Newark, DE

Master of Business Administration (MBA) with concentration in Finance

GOLDEY BEACOM COLLEGE, Wilmington, DE

Bachelor of Science (BS) Accounting

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