John Bergano, Director of M&A Services, West Coast at TREP Advisors, brings a unique perspective to business exits, having successfully navigated his journey from startup founder to strategic acquisition. We sat down with John to discuss his path from luxury hospitality to healthcare entrepreneurship, and how those experiences shape his approach to helping other business owners achieve successful exits.
TREP: You started your career in luxury hospitality at The Ritz-Carlton before entering the medical aesthetics space. How did those early experiences shape your approach to business?
John: The Ritz-Carlton was especially pivotal in setting my professional foundation. I was given my first career break there, being promoted to banquet captain at age 19 and running events up to 500+ guests with staff up to 100 personnel. I learned how to coach and counsel, build teams based on talent—not just tenure or resume.
The Ritz-Carlton’s 20 Basics and Credo had real purpose. They were intended to instill unity and a singular focus on the job at hand, regardless of the department or role. We had standard operating procedures and discussed gold standards, as well as anticipating the needs of our guests. When I entered Medical Aesthetics, it was drawing on that foundation that helped me make the transition and understand how to help my wife build and scale Contempo Aesthetics.
TREP: Co-founding Contempo Aesthetics with your wife, Dr. Rachel Reyes-Bergano, blended a personal and professional partnership. What advantages did this bring, and how did you navigate the challenges?
**John:** Our ability to cope with the rigors of building a business from scratch came from having each other. Contempo Aesthetics was on our minds 24/7, and while it was evident to our patients how devoted we were, it also produced periods of burnout and uncertainty. We had some scary times in the early years—if we didn’t do as well as we’d hoped, we were struggling.
We challenged each other to think like the other. Rachel had a beautiful vision for this clear and concise brand and product. I had to test the limits of my resourcefulness to keep the train moving. It’s never easy to wonder how you’ll order a product or pay staff, let alone source the capital to scale. I never wanted us to end up a tired mom-and-pop shop or to be devoured by competition in a suddenly burgeoning space.
TREP: You took Contempo Aesthetics from a bootstrapped startup to acquisition by KKR-backed SkinSpirit in 2023. What were the most critical decisions that positioned you for a successful exit?
John: We took our business seriously from the beginning. No matter how challenging the situation, we worked with vetted professionals—reputable attorneys with domain expertise, an excellent CPA, and an accounting firm—ensuring our financial reporting was always in order. We did things the right way. Never cut corners. Never ordered from buying groups to reduce costs or from sketchy third-party distributors.
We were slow to hire and quick to fire. We tried to keep things lean. We were early adopters, embracing new technologies. We developed relationships to further our branding and industry recognition. We listened to our patients and what they were asking for. Ultimately, a well-run business is what buyers are looking for.
TREP: That experience led you to launch Aesthetics Card and to join TREP Advisors. What gap were you solving?
John: I had been obsessed with credit cards and leveraging them for business financing for years. Sourcing capital was a pain point for us in the early years of Contempo Aesthetics. Institutional banks presented a chicken-and-egg scenario: “We’ll lend to you once you’ve been in business for two years.” But how can we stay in business for two years without financing?
We leveraged our personal credit to secure multiple credit cards, but I also had to take on high-interest alternative financing products. It was far from ideal. Interest was a considerable expense until we reached the two-year mark and unlocked better products. So I was resolved to introduce a better solution after that experience.
As an M&A Advisor now, I appreciate the struggles of business owners and want them to understand that taking on debt is dangerous and to find the best-in-class financial products. Many get in over their heads with debt and liabilities, and their companies become distressed assets—not desirable to the majority of buyers. I want to stop that bleeding before they hemorrhage.
TREP: How does your personal experience as a business owner influence how you work with clients today?
John: Having walked in an entrepreneurs’ shoes, I understand the operational pressures, the financing hurdles, and what it takes to build a business that buyers find irresistible. I’ve experienced firsthand how selling enabled Rachel and I to spend more time with our daughter—traveling, enjoying holidays, and being present for school activities. Selling was a motivator that allowed us to spend more time with our daughter. Mission accomplished.
I understand that a successful exit isn’t just about financial returns—it’s about reclaiming the freedom to focus on what matters most. When I work with business owners, I understand that they’re not just building a company; they’re building a life. My job is to understand their personal and professional goals and help them achieve both.
John Bergano serves as Director of M&A Services, West Coast for TREP Advisors, bringing operational excellence, entrepreneurial empathy, and strategic exit expertise to business owners ready to explore their options. Connect with John to discuss how your business journey could lead to the strategic exit you’ve been working toward.