CFO Engineering, Construction & Turnarounds Expert

JOSEPH PATTI

CFO – Engineering & Construction CCIFP, CPA, MBA NY/NJ Metro • 201-***-**** ************@*****.*** • linkedin.com/in/jpccifp

SUMMARY

Engineering/AE/C CFO with 20+ years leading turnarounds, cash management, M&A, FP&A, and WIP discipline across $40M–$300M P&Ls. Known for refinancing distressed balance sheets, compressing close to 5-day close, and delivering six figuresavings in benefits, insurance, and SG&A without loss of output. Deep experience with ESOPs, bank/bonding relationships, multientity cash pooling, and project margincontrol. Practical operator who installs KPI cadences (weekly cash, 30/60/90, 52week models) and builds accountable, data driventeams. Worked in public (BDO-2yrs), private equity-RE (1 yrs), publicly-traded firms (8 years). Multiple ERP conversions, responsible for WIP schedules at all positions.

SELECTED IMPACT

- Led due diligence leading to $50M acquisition of Chicago Flooring company, instrumental in integration and their conversion to Viewpoint Vista ERP.

- Averted bankruptcy at a $40M engineering firm via refinancing with a new bank; stabilized liquidity and covenant compliance, allowing the firm to be acquired at a 25% premium on share price.

- SG&A -$500K+ incl. $300K salary savings (9 7 FTE) with no productivity loss; 401(k) fees -$200K/yr through vendor change.

- Compressed month endclose to 5 business days across multiple companies; standardized WIP and forecast discipline.

- Secured $25M+ PPP/ERTC across related entities; implemented Vista and ECMS ERP conversions; instituted policy/controls overhaul.

- Optimized lease portfolio (40+ locations, 15 states) and supplier terms; improved cash conversion and working capital.

- Transitioned to self-insured medical plans with six-figure annual savings; strengthened insurance and bonding programs.

EXPERIENCE

Moncon, Inc. — Chief Financial Officer Pearl River, NY July 2025–Present $70M, multidiscipline

- Stabilizing distressed firm through refinancing, restructuring, and improving collections.

- Leading refinancing with new banking and finance partners, securing a term loan for equipment.

- Monthly WIP reporting, including complete percentage calculations and job performance metrics.

- Installed 52-week cash model, managed cash across multiple entities; optimize cash utilization and negotiate supplier/subcontractor terms to improve cash position.

- Oversee insurance and bonding programs, drive facilities, cost management, and compliance.

Let It Grow, Inc. — Chief Financial Officer River Edge, NJ Oct 2024–July 2025 $60M, multidiscipline: reason for leaving-concerns about company being sold/help distressed firm

- Leading refinancing with new banking partners; transitioning to self-insured medical to reduce costs.

- Installed 52week cash mode and KPI dashboards; shortened monthend close and improved accuracy.

- Monthly WIP reporting, including complete percentage calculations and job performance metrics.

- Standardized policies/procedures and accounting handbook; trained controller team on project forecasting and margin control.

- Manage cash across OpCo + 6 real estate entities; optimize credit line utilization and negotiate supplier/subcontractor terms.

- Oversee insurance and bonding programs, drive facilities, cost management, and compliance.

McLaren Engineering Group — Chief Financial Officer Woodcliff Lake, NJ Oct 2023–Oct 2024 $40M engineering ESOP: reason for leaving-company acquired (offered move to Baltimore, MD)

- Stabilized distressed firm; averted bankruptcy by refinancing, cost restructure, improving collections.

- Reduced SG&A by $500K+ incl. $300K salary savings (9 7 FTE); cut 401(k) participant fees $200K/yr.

- Built KPI scorecards and weekly cash dashboards; instituted accountability and monthly WIP reviews.

- Shortened close cycle; improved reporting accuracy; oversaw ESOP valuations and transitioned audit/review providers.

Central Turf & Irrigation Supply — Chief Financial Officer Elmsford, NY Jun 2022–Oct 2023 $200M distribution: reason for leaving-Opportunity to fix a struggling company

- Implemented first company budget in 10+ years; instituted monthly P&L reviews with regional leaders.

- Reduced close to 5 business days by streamlining: improved trend tracking and forecasting cadence.

- Negotiated and renewed leases across 40+ locations in 15 states; improved occupancy terms.

- Elevated credit evaluation and collections support; oversaw 401(k)/profitsharing programs and sales/use tax compliance (15 states + Canada).

Consolidated Flooring — Chief Financial Officer Carlstadt, NJ Nov 2017–Jun 2022 $110M flooring contractor: reason for leaving-opportunity in a different industry

- Secured $25M+ PPP/ERTC across related entities; strengthened liquidity and resilience.

- ERP conversion to Viewpoint Vista; modernized reporting and controls; drove data visibility for job cost.

- Reduced SG&A by $300K; lowered insurance costs by $150K; cut 401(k) fees $200K/yr via changes

- Instituted monthly jobcost and postmortem reviews; improved margins and forecasting accuracy.

- M&A-Led due diligence leading to $50M acquisition of Chicago Flooring company, integrating the company where new division grew by 15% over next year and did ERP conversion to Viewpoint Vista.

- Mentored two senior accountants to become VP of Finance and Corporate Controllers over 1 year.

Welsbach Electric (EMCOR) — Vice President & Chief Financial Officer Queens, NY Jan 2015–Nov 2017 $200M Publicly traded company: reason for leaving-quality of life

- Grew revenue from $130M to $200M; implemented jobcost/quantity reporting enabling proactive workforce adjustments.

- Compressed close to 5 business days for public parents; delivered quarterly projections to corporate.

- Ran annual audits with internal/external teams, standardized reporting for projects and divisions.

Schiavone Construction — Vice President–Treasurer (CFO within company) Secaucus, NJ Jun 2009–Jan 2015 $300M – Bought by Publicly traded company from Spain-reason for leaving: working for a publicly traded company

- Led finance for contractor with 12 JVs; created policies/procedures; oversaw internal/external audits.

- Chaired jobcost meetings with JV partners monthly; delivered financials to foreign parent within 5 days closes; supported bonding and bank relationships, created structure for percent complete accounting.

E.E. Cruz & Company — Controller Holmdel, NJ Apr 2001–Jun 2009 $140M (grew from $40M)-reason for leaving-working for a larger company with JV exposure and development.

- Scaled finance to support rapid growth; manage monthly closes and reporting to lenders/sureties.

- Negotiated large closeout settlements with agencies (NYC DEP, NJ DOT, PANYNJ).

- Implemented AP document imaging; maintained output with 2 fewer FTE; saved $250k-medical plan.

- Supported ESOP valuation prep and potential investor diligence; assisted in ownership transitions.

- ERP conversion to ECMS; modernized reporting and controls; drove data visibility for job cost and formalized monthly job cost reviews.

EDUCATION

MBA, New York University — Leonard N. Stern School of Business (Management & Economics) BS, New York University — School of Business & Public Administration (Accounting & Finance; with distinction) Doctor of Organizational Leadership (in progress), Northcentral University

CREDENTIALS

CCIFP (since 2004; member #99, first group to gain license) CPA (Maryland, active)

TOOLS & SYSTEMS

MS Office • Viewpoint Vista • Deltek • Sage 300 • ECMS • SxE • OneStream • Foundation • QuickBooks

Procore • Textura

COMMUNITY

Volunteer EMT & Former Captain, Hillsdale, NJ (2011–present) • CFMA National Executive Committee member, CFMA NJ Chapter President (2010–2011); • Youth sports leadership • Elks; food bank volunteer

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