Vineyard country in the Adelaide Hills, South Australia, at golden hour

Adelaide, South Australia — corporate advisory since 1994

Corporate finance, judged from both sides of the table.

For forty-eight years Neville Calvert has advised on mergers, capital and strategy — and twice left the advisory chair to run companies himself. The work that came back was different. It had been tested.

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Why Calcorp is different

Most advisors only advise. Neville went to find out if he was right.

From a 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 and successions across four decades.

Then, twice, he walked away from the advisory chair to operate a business himself: listing a wine company on London's AIM and raising institutional capital, and building a medical-device company to scale. He sat in the seat he'd been advising from.

The advice that came back had stood inside the decision — not only described it.

Heritage sandstone facade in Adelaide, late afternoon light

Heritage sandstone, Adelaide — a practice built to last.

48 years advising on mergers & capital

What we do

Advisory across the full life of a transaction.

i

Mergers & acquisitions

Origination, sale, acquisition and succession. We'd rather bring an owner a real option than wait to be briefed on one — then structure the deal to survive contact with reality.

ii

Debt & equity capital

Capital structuring and raising across debt, equity and institutional placement, priced from the operator's knowledge of what a business can actually carry.

iii

Project & trade finance

Financial modelling, facility arrangement, bank tenders and working-capital structuring — including pre- and post-shipment finance for exporters.

iv

Strategy & restructuring

Capital-structure review, turnaround and direction — for when the structure and the operating reality have stopped matching.

A record, not a résumé

The positions that shaped the judgement.

1977

Began advising

First years in corporate finance — the start of a four-decade search for how to do M&A that holds up after signing day.

1994

Founded Calcorp Capital

Left Adelaide Bank to build an independent advisory practice on his own terms, in Adelaide.

1998–2005

National Partner, KPMG Corporate Finance

Head of Corporate Finance, South Australia. Grew the practice 900% and founded the KPMG Global Wine Industry Group. Advisory

2005

Operated Cosentino Signature Wines

Left the partnership to run it himself — listed on London's AIM, raising £12.5m institutional capital for 48% of the business. Operator

2016 –

Built Numedico Technologies

Founded and led a medical-device company — the ClickZip™ retractable safety syringe — scaling to a US$5.5m distribution partnership. Operator

Today

Back advising, full-time

Returned to Calcorp with two operating ventures' worth of scar tissue behind every recommendation. Advisory

Where the depth is

Sectors earned the hard way.

South Australian vineyards at golden hour

Wine & beverage

Founded KPMG's Global Wine Industry Group, then operated a listed wine company on London's AIM — raising institutional capital for the sector he built the practice around.

Heritage sandstone architecture

Medical technology

Built Numedico Technologies from the ground up — a safety medical device scaled through international distribution, regulatory pathways and capital structure.

South Australian coastline at dusk

Agribusiness & food

Trade and working-capital finance for exporters and agribusiness — pre- and post-shipment structures built around real cash-flow.

Rolling hills of the Adelaide region

Infrastructure & projects

Financial modelling and project-finance structuring for capital-intensive ventures, with the modelling discipline an operator relies on.

How we work

Three positions, held because the alternative failed.

i

Institutional knowledge is the asset

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.

ii

Structure must match operating reality

I've raised capital as an operator, and watched a structure stop matching the business it was built for. Deals get priced and structured to survive contact with reality.

iii

Originate, don't wait for a mandate

Good outcomes are built, not sourced. We'd rather bring an owner a real option than wait to be briefed on one — and tell the truth early.

South Australian coastline at dusk

Start a conversation

If you're weighing a sale, a raise or a succession — talk to someone who has owned that decision.

Calcorp Capital Resources
Adelaide, South Australia
[email protected]
Corporate advisory since 1994
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