Stephen Testa Email & Phone Number

United States

Partnered with the CEO of two family-owned companies to reposition the company, serving as advisor and interim CFO. Tenure includes financial performance and operational restructuring, including business function alignment, process development, and institution of new controls that reinforced the company’s position. Also, helped navigate Covid-related statutory requirements, including liquidity and working capital management, PPP and EIDL loans, to employee retention and lender / vendor negotiation.

Denver, Colorado, Us

Transitioned from Scorpion Capital Partners-based lead investor to full-time in-house CFO, leading growth and company-wide restructuring and integration—building and helping lead the team that ultimately created the largest independent Western U.S. facility services company.Leadership included market expansion and revenue growth, including post-acquisition integration that brought nine companies under a single brand, as well corporate restructuring, and rebranding, and company scaling that grew the P&L 5-fold. Tenure spanned M&A (e.g., add-ons, PE-led change-of-control); financial operations, risk management, and technology integration; and people leadership, including executive team optimization, field team professionalization and financial training, and organized labor relations.

Co-founded SBIC investment fund alongside former Rosecliff / Buttonwood colleagues, identifying semi-distressed and special situations, moving (2007) into private equity investor and board member role for portfolio companies, and ad hoc advisor on the firm’s target companies. Tenure included building and structuring the firm around a roll-up-your-sleeves approach to transactions—initiating a strategic framework around lower-middle-market buyout transactions, including (a) business broker partnerships to generate non-auction, proprietary deal flow; (b) directly assisting brokers with pre-marketing valuation, tax, and deal structures; (c) in-house due diligence; and (d) close partnerships with acquired-company executives. Personally executed deals and managed relationships, serving as board member and C-suite mentor for two portfolio companies. Highlights:Commercial Cleaning Systems (CCS): Sourced, conducted due diligence, structured, and closed ~$10M platform acquisition—ultimately joining CCS as full-time CFO upon completing the first two acquisitions. Replaced third-party debt with secured-seller financing; mitigated investment risk by structuring asset purchase agreement with pricing true-up; and led two add-on acquisitions, with integration continuing after taking on CFO role (see CCS).Wellpartner: Engaged as interim CFO to turn around a distressed, high-potential growth company—building and scaling the nation’s first company to effectively serve the 340B drug distribution market, which ultimately sold at 20% IRR. Highlights included raising $10M from healthcare investors to fund roll-out, replacing director of pharmacy within six months and building a 6-member sales / marketing operating teams, and restructuring the balance sheet.

Advised distressed company debtors and creditors on turnaround operations and financial restructuring (e.g., bankruptcy, out-of-court settlements), including interim-CFO assignments.

Served on senior team of $150M fund, leading lower-middle-market PE transactions.

Investment banking department, involved in raising public and private debt and equity, M & A, capital markets, etc.