For forty-eight years, Neville Calvert has advised on mergers, capital and strategy — and twice left the advisory chair to run companies himself. Calcorp brings the judgement that only comes from having sat in the seat you are deciding from.
Calcorp's difference is older than the firm. It is the difference between explaining a decision and having owned one.
From the first corporate-finance desk in 1977, to National Partner at KPMG and founder of its Global Wine Industry Group — advising owners and boards through sales, raises, restructurings and successions across four decades.
He left the partnership to list a wine company on London's AIM and raise institutional capital — then built a medical-device company to scale. The advisory work that came back was different. It had been tested against reality.
Independent advisory across the full life of a transaction — origination, structuring, raising and execution — for owners weighing a sale, a raise or a succession.
Origination, sale, acquisition and succession. We bring real options to owners rather than waiting for a mandate — then structure the deal to survive contact with reality.
Capital structuring and raising across debt, equity and institutional placement. Priced and structured from the operator's knowledge of what a business can actually carry.
Financial modelling, facility arrangement, bank tenders and working-capital structuring — including pre- and post-shipment finance and forfaiting for exporters.
Capital-structure review, turnaround and strategic direction. When the structure and the operating reality have stopped matching, we help put them back together.
The positions that shaped the judgement behind every recommendation — including the two times advice was tested by going to operate it.
Sector knowledge earned the hard way — by operating inside the industry, not only advising across it.
Founded KPMG's Global Wine Industry Group, then operated a listed wine company on London's AIM — raising institutional capital for the sector he'd built the practice around.
Built Numedico Technologies from the ground up — a safety medical-device company scaled through international distribution, regulatory pathways and capital structure.
Trade and working-capital finance for exporters, agribusiness and food supply chains — pre- and post-shipment structures and forfaiting built around real cash-flow.
Financial modelling, facility arrangement and project-finance structuring for capital-intensive ventures — with the modelling discipline an operator relies on.
The people who know why the business works are usually worth more than the spreadsheet says. Deals that ignore this look fine at signing and fail in year two.
I've raised capital as an operator, and watched a structure stop matching the business it was built for. I price and structure deals to survive contact with reality.
Good outcomes are built, not sourced. I'd rather bring an owner a real option than wait to be briefed on one — and tell the truth early.