From Team Builder to Director: The Impact of Assertive Leadership and a Growth Mindset

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From Team Builder to Director: The Impact of Assertive Leadership and a Growth Mindset

Scrubbed Names Joy Mendoza-Gallardo as Director for SAT5

Scrubbed is thrilled to announce the promotion of Joy Mendoza-Gallardo to Director for SAT5. Joy, who has spent nearly seven years with the firm, steps into this role following her exceptional performance and strategic contributions as a Senior Manager leading the Professional & Business Services (PBS) team.



When Joy first took on leadership of the team—then known as Technology & Services (T&S), now the Professional & Business Services (PBS) group—it comprised fewer than 10 professionals primarily supporting early-stage and startup clients. Through her deliberate drive to embrace new opportunities, navigate challenges with resilience, and her intentional focus on strengthening client relationships, developing future leaders, and instilling a strong execution culture, the team steadily scaled in both size and capability. Today, PBS has evolved into a high-performing team of more than 100 professionals, delivering both small and highly complex client engagements across multiple accounting service offerings. This proven ability to build leaders, deepen client partnerships, scale teams, and sustain a high-impact organization is a defining pillar of what earned her this milestone.


Joy’s leadership style is often described as assertive, empowering, and grounded in accountability. Her teams are known for their strong ownership mindset and execution discipline, values she consistently cultivates and models. While her leadership is firmly anchored in clarity and action, it is also strengthened by her ability to build genuine personal connections.


A lighthearted example of this connection is how colleagues often tag her whenever the firm talks about the aspiration to “Bring Joy to the Workplace,” both because it echoes her name and because it genuinely reflects the energy and positivity she brings to the team. When she later became a mom, her team jokingly began calling her “mother” — a nickname Joy views as a reflection of trust rather than role.


“It actually warms my heart,” Joy shares. “To me, it means they see me not just as a leader who sets direction, but someone who brings comfort, support, and a sense of home to the group.


This blend of dedication and leadership naturally extends into her new role as Director for SAT5, the firm’s newly established sector accounting team. While the position builds on her leadership of the PBS team, it represents a significant expansion of her scope. Her mandate now covers broader oversight, deeper client partnership, and stronger alignment with the firm’s 5 Key Business Objectives set during the Leadership Summit. Her three priority areas include:


  • Leadership and Oversight of the PBS Team — Ensuring strong team performance, capability building, and service excellence across all engagements.
  • Client Relationship Management and Growth — Strengthening partnerships with key clients, including one of Scrubbed’s major U.S.-listed clients, which she will continue to focus on growing.
  • Operational and Strategic Execution — Driving operational efficiency and ensuring that SAT5’s initiatives and team outputs are aligned with the achievement of Scrubbed’s 5 Key Business Objectives (KBOs) established during this year’s Leadership Summit.

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Moving from a Senior Manager to a Director requires shifting from a team-focused lens to a firm-wide leadership perspective. Joy’s mandate is to deepen client relationships while strengthening team engagement and alignment with the 5 KBOs set in this year’s Leadership Summit. She notes that balancing these requires intentional prioritization, discipline, and strategy.


What excites her most in this new mandate is the retention of high-performing professionals. Joy intends to explore stronger, more meaningful ways to support, grow, and retain talent across Scrubbed—drawing heavily on her strengths in project management, problem-solving, and continuous improvement. Her ability to structure work, streamline processes, and address challenges proactively has long been a driver of team success, and she plans to leverage these same capabilities to build a more empowered and engaged workforce.


This focus on people is paired with a clear strategy for technology and operational efficiency. One of the biggest trends and challenges she is preparing her teams and clients to navigate is how to effectively leverage emerging AI tools to drive real efficiency. The goal, she explains, is to remove manual friction, strengthen processes, and free up both clients and teams to focus on higher-value, strategic work.



Reflecting on her journey, Joy recalls the unexpected moment her promotion was announced at the Leadership Summit. As one of the event organizers, she didn’t anticipate the decision would be finalized so soon. “When it was announced, I felt a bit emotional. It was like all the challenges and tough moments I had pushed through flashed back to me in that instant,” she shares, describing a mix of surprise and deep gratitude.


Her commitment to Scrubbed deepened in early 2020 during a U.S. business trip, just as the Philippine lockdown was announced. She led a team to onboard and support clients during a time of global uncertainty. The accounts her team supported at that time – now among Scrubbed’s top accounts. That experience reinforced her belief in the firm’s purpose and the power of resilient teams.


This journey has distilled her career into one critical lesson that she advises everyone to carry forward:


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This emphasis on execution shapes Joy’s working style. She describes her leadership as “assertive yet collaborative,” an approach she finds even more essential at the Director level. Assertiveness enables her to move priorities forward, make timely decisions, and drive results without waiting for perfect conditions. At the same time, leading at a firm-wide scale requires strong collaboration across service lines and support groups—ensuring initiatives are aligned, momentum is sustained, and the highest level of service is consistently delivered.

In developing her team, her vision is to foster professionals who take full ownership of their growth. If she could instill one trait in every person, it would be personal accountability: the mindset of taking charge, acting on what they can control, and following through with intention.

No leader reaches this stage alone. Joy credits her mentor, Laurence Ruelo, for providing thoughtful feedback, steady guidance, and consistent support throughout her career.

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As she steps into this new chapter professionally, Joy wants to carve out space for a meaningful personal milestone in the coming year: taking her family on an international trip. With two young children, she knows it will be challenging, but she sees it as a rare and important moment. “I want to see the world through their eyes—watching them react to new places, new sights, and new experiences for the very first time.”

Ultimately, Joy’s professional journey is defined by the same quality she encourages her younger self to keep: embrace opportunities, stay courageous, and keep moving forward with intention. Her story reflects how leadership is built through deep professional mastery, disciplined execution, and a genuine commitment to people. As she steps into this new chapter, her leadership will continue shaping the growth of SAT5 and the broader Scrubbed community.

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September 15 Estimated Tax Deadline: Strategies for Pass-Through Entities

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It is not only the deadline for Q3 estimated tax payments, but it is also the extended filing deadline for Forms 1065 and 1120-S . When you have an internal team trying to finalize the previous year's historical data while simultaneously projecting the current year's performance, the structure usually begins to strain. This isn't about a team dropping the ball. It's simply what happens when internal workflows haven't scaled up to match a company's growth. When two major deadlines collide, and the volume is too high, a stretched team has no choice but to improvise. The Cost of "Guesstimating" In a pass-through entity, the business itself generally does not pay federal income tax. Because income from partnerships and S corporations generally passes through to their owners, owners may need to make individual estimated tax payments based in part on their share of the entity’s taxable income When internal teams don't have a dedicated workflow for this, they often get bogged down trying to predict exact year-end profits during a busy quarter. Without a clear mechanism to manage this, I frequently see companies do one of two things: they either underpay and leave themselves vulnerable to IRS penalties, or they overpay to "be safe." Overpaying might feel like the responsible choice in the moment, but it unnecessarily ties up working capital. When these distributions are sized off gross revenue rather than a projection that accounts for deductions or state-level elections, the company pulls more cash out of the operating account than the owners actually owe. That excess traps liquidity that could have been used to fund critical Q4 growth initiatives—like a marketing push or inventory expansion—without seeking outside financing. Establishing an Estimated-Tax Safe Harbor  When our tax professionals step in to manage this process, the very first thing we do is establish a predictable foundation. We immediately build a "Tax Compliance Calendar" integrated with a "Safe Harbor Floor." A useful starting point is determining which estimated-tax safe harbor applies. For many taxpayers, one option is to base required annual payments on 100% of the prior year's tax, increasing to 110% for certain higher-income taxpayers. The current-year 90% test may also apply. Meeting the applicable requirements through timely payments can generally reduce exposure to estimated-tax underpayment penalties. Once that floor is established, we can adjust for the reality of the current year. Aligning Outlays with Actual Cash Flow If a company sees a massive spike in revenue during Q3, the standard installment method might demand a payment that creates a sudden cash flow imbalance. Good intentions won't balance the cash flow at this stage; you need a precise mathematical approach. To stabilize cash flow during a sudden revenue surge, one strategy to consider is the Annualized Income Installment Method . Instead of assuming income is earned evenly throughout the year, the Annualized Income Installment Method determines the owner's required installments based more closely on income earned during the applicable annualization periods State-level PTE tax elections may also provide federal tax benefits by allowing qualifying state income taxes to be paid and deducted at the entity level rather than being subject to the individual SALT deduction limitation. The result? Depending on the state's PTE tax regime, entity-level payments may reduce the state estimated-tax payments otherwise required from individual owners. A deductible PTE tax payment may also reduce the taxable income passed through to owners for federal purposes, which can affect their projected federal estimated-tax liability. Restoring Strategic Headspace When tax planning is handled consistently throughout the year, it changes how a leadership team operates. It can significantly reduce the risk of an "April Surprise." When Q3 estimates are calculated accurately and tied to a deliberate strategy, leadership knows exactly how much capital is truly theirs to spend. Tax shifts from a looming, unpredictable liability into a manageable line item. Just as importantly, the internal finance leader gets their time back. Instead of spending the first two weeks of September finalizing and issuing K-1s, calculating thresholds, and worrying about penalties, they can focus on high-level financial modeling and operational efficiency. A strong tax partner doesn't just run the numbers; they take the friction out of the process so your team can focus forward. When an experienced team handles the heavy lifting behind the scenes, you stop playing defense against IRS deadlines and start using tax strategy as a genuine tool to fund your growth. See how our tax professionals support growing operations and keep execution predictable. Let's talk through how we can support your finance function. Comparing Q3 Tax Strategies: Safe Harbor vs. Annualized Method vs. PTE Strategy Ideal for Primary Benefit Risk Level  100%/110% Safe Harbor  Rapidly growing companies  Provides protection from estimated-tax underpayment penalties when applicable safe-harbor requirements are satisfied  Low (May temporarily tie up cash if revenue drops)  Annualized Method  Seasonal or late-year spiking revenue Align tax outlays directly with timing of taxable income  Moderate (Requires meticulous record-keeping) PTE Tax Election Entities in high-tax states May provide an entity-level federal deduction for qualifying state income taxes while providing state tax benefits to eligible owners Low (Requires state-specific eligibility and election compliance) Key Takeaways: The Deadline Collision: The simultaneous timing of Q3 estimates and extended historical filings places severe strain on internal finance teams when workflows haven't scaled. The Cost of "Guesstimating": Overpaying estimated taxes based on gross revenue ties up liquidity that could otherwise fund critical Q4 growth initiatives without requiring outside financing. Building a Safe Harbor Floor: Establishing a baseline payment based on 100% or 110% of the prior year's tax liability can provide protection from estimated-tax underpayment penalties when the applicable safe-harbor requirements are satisfied. Aligning Cash Flow: The Annualized Income Installment Method stabilizes cash positions by calculating tax based on income earned during the applicable annualization periods rather than an arbitrary quarterly fraction. Restoring Strategic Headspace: When tax planning is handled reliably behind the scenes, internal finance leaders get their time back to focus on high-level financial modeling instead of chasing K-1s.

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Decoding the Digital Ledger: Navigating FASB’s New Standards for Crypto Assets and Intangibles (ASU 2023-08)

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Navigating the opportunities and challenges of crypto assets demands expertise, whether you’re an individual investor or a business. At Scrubbed, our comprehensive range of services empowers you to stay ahead: • Compliance Experts: Navigate crypto regulations effortlessly with our seasoned professionals. From taxes to reporting, we’ve got your compliance needs covered. • Rock-Solid Controls: Establish secure systems and ensure compliance with the latest financial reporting standards like GAAP and IFRS. • Innovative Strategies: Beyond the numbers, we offer strategic insights about market tren ds and help you make wise decisions. As we collectively pioneer a new era of financial reporting, Scrubbed is committed to bridging the gap between traditional accounting norms and the groundbreaking shifts introduced by the FASB on Crypto Assets. 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The Rise of Digital Assets in Business

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Companies are beginning to set foot into unconventional investments, such as Bitcoin, and Ethereum, which are cryptocurrencies, a form of digital assets. With their tremendous potential for growth and unique portability and transparency, digital assets are an alluring venture. This can transform how financial markets operate, and investors interact with the traditional financial system. Also, as more companies embrace up-to-date and open technology, digital assets could become a more common medium of exchange and a streamlined, transparent, and cost-efficient form of value transfer. Like all other investments, digital assets should conform to the broader investment strategy developed by companies. 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With the vast range of this topic, the most well-known forms of digital assets include: (a) Cryptocurrencies – such as Bitcoin, Ethereum, Tether, and Cardano; (b) NFTs – a unique and non-divisible token that allows for authentication to prove its legitimacy and ownership, usually associated with artworks, media files, documents, and even a unique item within an online game.; and (c) Asset-Backed Tokens – which derives their value on conventional physical assets, such as gold, oil and even real estate, which are “tokenized” and traded among users on the blockchain. Tokenization of these assets can help with asset liquidity problems and make them more accessible to a wider range of investors and users, at lower administrative costs. Common Accounting Considerations As we deal with digital assets, below are the common accounting questions regarding this type of asset: How are these: Classified in the accounting records? Initially recognized and measured? Assessed for valuation and impairment? Derecognized?   To date, the US Generally Accepted Accounting Principles (“GAAP”), as represented by FASB Codification, has yet to provide specific guidance on accounting for digital assets. With this, publicly available information such as the American Institute of Certified Public Accountants Practice Aid titled, “Accounting for and Auditing of Digital Assets” , is used as a guide and reference in the meantime. The practice aid conclusion stated that the characteristics of digital assets meet the definition of indefinite-lived intangible assets and would generally be accounted for under Accounting Standards Codification or ASC 350, Intangibles—Goodwill and Other.    In addition, when applying the existing US GAAP guidance by analogy, native digital assets generally do not meet the definitions of cash, inventory, or financial assets and are accounted for as an intangible assets. It emphasized that “digital” would not meet the definition of other asset classes within GAAP, as described in the following examples: • Digital Assets will not meet the definition of cash and cash equivalents as they are not considered legal tender and are not backed by sovereign governments.  • Digital Assets will not be financial assets as they do not represent a contractual right to receive cash or another financial instrument • Digital Assets, though may be held for sale in the ordinary course of business, they are not tangible assets and therefore may not meet the definition of inventory. However, the problem with digital assets that are accounted for as indefinite-lived intangible assets is that, it only captures negative volatility through impairment recognition. Note that under ASC 350, if an indefinite-lived intangible asset is impaired, an impairment loss is recognized, but any subsequent increase or recovery in value cannot be recognized until the asset is sold. As a result, this could be misleading to the users of financial statements and does not truly represent the economic nature of digital assets as these generally have actively traded markets.  While there is no official accounting model yet that considers the proper way to reflect the substance, liquidity, and value of the digital assets that are aligned with the economic reality, other models may be more appropriate, depending on the circumstances. This can vary widely, and, therefore, the accounting framework to be applied under US GAAP needs to be considered on a case-by-case basis. The type of digital asset will also be a critical factor in terms of accounting and financial reporting under existing accounting rules.  As the adoption of digital assets continues to soar, these issues will only become more prevalent and pervasive. Standard setters will continue to look into alternative and more refined approaches to accounting for digital assets to resolve practical problems and provide transparent financial reporting for users of financial statements.  Recent Developments With digital assets’ potential to transform the traditional financial system, the associated challenges are drawing considerable regulatory attention. To date, below are the relevant developments for the regulation of digital assets: • On March 9, 2020, US President Joe Biden signed an executive order on “Ensuring Responsible Development of Digital Assets,” which includes cryptocurrency and other assets such as NFTs. The executive order shows the commitment of the White House to participate in the research on cryptocurrencies and engage departments across the government to collaborate in creating a framework that will regulate digital assets. It also outlines a “whole-of-government approach to addressing the risks and harnessing the potential benefits of digital assets and their underlying technology.” Further, it serves as official recognition of the increasing impact of digital assets and the US federal government’s intention to regulate digital assets as a whole and cryptocurrencies, specifically. • On March 31, 2020, the US SEC issued a Staff Accounting Bulletin (SAB) on accounting for the obligations to safeguard crypto assets that an entity such as a crypto exchange holds for users. It clarifies how the agency expects companies to apply existing accounting standards to digital assets.  • On May 11, 2022, the FASB added a project to its technical plan to improve the accounting for and disclosure of certain digital assets. Previously, the FASB has received three agenda requests on digital assets since October 2020, all of which encourage the Board to address the financial reporting for digital assets. • And more recently, the US Treasury Department issued a “Greenbook” that includes budget proposals to modernize various tax rules, including those for digital assets. Rules will change for treating securities loans as tax-free to have other asset classes and address income inclusion, provide for information reporting by certain financial institutions and digital asset brokers for purposes of exchange of information, and require reporting by certain taxpayers of foreign digital asset accounts. In addition, the plan would amend the mark-to-market rules for dealers and traders to include digital assets. What’s Ahead? As the digital asset landscape continues to evolve across various types of market participants, products, and technologies, companies and other stakeholders of all kinds must be able to properly reflect and disclose these digital assets in their financials and assess the overall impact of the risks involved in owning these types of assets when making decisions. However, since digital assets are new and unique from other investments, the existing accounting models does not yet fully reflect these assets’ true nature and value in accounting and financial reporting. Also,  companies must be aware that regulators are rapidly evolving their guidance on reporting, so the rules of engagement today may be different in the future. Accordingly, accounting, assurance, and tax services for companies with digital assets have become more sophisticated and require professional advisors to understand the nature of those complexities. This is similar to the specialized approach required for nonprofit financial reporting, where unique compliance requirements demand expert knowledge and precision. We’d love to help. To ensure that all factors are considered in the pursuit of reliable financial reporting, effective and efficient operations, and compliance with law and regulations, our services can be scaled to accommodate your business needs. Our Technical accounting Group provides a thorough analysis on assessing the impact of complex and unusual accounting transactions.   E-mail us at [email protected] for a full consultancy assessment. Disclaimer: The information contained herein is general and is not intended to address the circumstances of any particular individual or entity. It is not intended to be relied upon as accounting, tax, or other professional services. Please refer to your advisors for specific advice. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation. *Disclaimer: Services being offered do not require a state license. About the Author Reinald John Maliberan is a supervisor of the Technical Accounting Group of Scrubbed. He assists companies in preparing technical memoranda and performs an extensive review of US GAAP financial statements (i.e., 10-Q and 10-K reports), note disclosures, and account reconciliations. Before joining Scrubbed, he has almost five years of professional experience with Ernst and Young (EY) Philippines handling financial statement audits for public and private companies.

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