march / april edition of wholesale investor

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INVESTMENT OPPORTUNITIES FOR WHOLESALE, SOPHISTICATED AND HIGH NET WORTH INVESTORS

Plus: Significant market opportunity for International Drug Company with global rights (20)

New technology could revolutionize glass-fibre manufacturing industry (23)

Australian Bauxite company with substantial maiden resource (16)

Highly scalable tyre recycling and fuel generation company (25)

Profitable diversified IT group already in three countries (22)

Revolutionary real estate marketing platform (19)

Latest Wholesale Investor National Survey results (7)

wholesale investor.com.au

March/April 2010

Civil Construction and Mining services company seeking growth funding (17)

First-to-market online platform servicing $2.7bn property management industry (21)

Processor able to produce quality biodiesel from a variety of feedstocks (18)

Opportunities available in subtropical Queensland; competitive business environment. (15)

ASX-listed biopharmaceutical company focused on bone and joint disease (27)

An exciting new concept in retailing “making communication simple” (26)

WI

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In the Black - Investment Opportunities from Coal to CoastINVEST Mackay Whitsunday Isaac Conference 2010

19 - 21 May 2010

With a population growth of 40% predicted by 2020, the Mackay Whitsunday Isaac Region is recognised as one of the fastest growing regions in Australia.

For further information or to register visit www.mwredc.org.au

To be a part of this new exciting phase of growth join us 19 - 21 May 2010 at the Invest Mackay Whitsunday Conference when we present the latest investment opportunities, insights and plans for the region.

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5 Company Updates7 Quarterly Wholesale Investor National Survey - March 2010 Wholesale Investor

10 Better Management of Working Capital Raised from Investors By Michael Derin, Managing Director of Azure Group

11 Seeing the Glass Half Full, Monetising Clean Technology By Jigar Shah, CEO Carbon War Room

12 ASX Market Insights - Market Quality on the ASX and the Recovery from the Global Financial CrisisBy Dr Andrew Lepone and Mitesh Mistry, University of Sydney/ASX Research

14 Optimising Growth Through an IPO By Alistair Jaque and Leila Golchin, Swaab Attorneys

15 In the Black - Investment Opportunities from Coal to Coast Mackay Whitsunday Regional Economic Development Corporation

Editorial

Contents

Opportunities

March 2010

16 Australian Bauxite17 Camco Group

18 The Biofuel Partnership Limited19 Coffee Shop Real Estate20 Atlantic Healthcare21 Rentmaster Pty Ltd22 PIE Limited23 MIRTeq Pty Ltd

24 Party Hoppers Franchising Australia Pty Ltd25 Tyre Recycling Systems Ltd (TRS)26 EZYCOM Pty Ltd27 Bone Limited

28 Future Capital Development Fund29 Phylogica Limited

30 Blue Fusion Asset Management Pty Ltd

31 Eastern Regions Resources Pty Ltd32 Gooramadda Olives & Oil

33 My Home Is For Sale34 Pacific Retail Management35 Primewest Funds Limited

36 Australian Leadership Centre Pty Ltd37 EcoSanctuaries International Ltd38 Listing IndexDisclaimer

This Publication contains prominent statements appropriate for the particular medium by which the Publication is made to the effect that:

(A)the information contained in the Publication about the proposed business opportunity and the securities or scheme interests is not intended to be the only information on which the investment decision is made and is not a substitute for a disclosure document, Product Disclosure Statement or any other notice that may be required under the Act, as that Act may apply to the investment. Detailed information may be needed to make an investment decision, for example: financial statements; a business plan; information about ownership of intellectual or industrial property; or expert opinions including valuations or auditors’ reports; and

(B)a prospective investor is strongly advised to take appropriate professional advice before accepting an offer for issue or sale of any securities or scheme interests;

For more information, please visit our website www.wholesaleinvestor.com.au or email [email protected]

Wholesale Investor magazine is published by Wholesale Investor Pty Ltd

ACN 131 512 715

Managing Director - Steve Torso

Publisher - Reuben Buchanan

Senior Account Managers:

- Milton Papadopoulos

- Kevin Brown

- Matt Hayne

Editor - Michelle Smith

Directors

Steve Torso – Managing Director

Reuben Buchanan – Executive Director

Domenic Carosa – Non Executive Director

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Address - Suite 204, 66 King St. Sydney

Phone - 1300 597 595

Web - www.wholesaleinvestor.com.au

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LATEST SURVEY CONFIRMS INCREASED INVESTOR ACTIVITY IN EARLY 2010Equity capital raising is heating up as we enter 2010. Our latest survey results, featured on page 7, reveal some interesting results in terms of what sectors investors are targeting and importantly, what sectors they don’t believe in. It’s valuable information for investors and capital seekers alike.

Our survey, run on a quarterly basis, has just been released for the Jan to March period. If you would like to download a full PDF version, please visit our website or email [email protected]

The good news is that 94.8% of investors think now is a good or very good time to invest. 68.4% of High Net Worth, Sophisticated investors are seeking to invest in Private companies and 55.8% in pre-IPO opportunities.

This activity and positive investor sentiment has given capital seekers confidence to put their deals into the market and as a result, Wholesale Investor is now a monthly publication.

WHOLESALE INVESTOR PRESENTS THE CAPITAL RAISING CONFERENCE 2010Wholesale Investor, in association with MBE education, is proud to present the Capital Raising Conference 2010 on the 27th of March. This one day event will unlock the specific methods, strategies and processes to raising capital for any venture whether it’s a private, Unlisted Public or small cap ASX company. With over 500 business owners, consultants and professionals attending, this is an event not to be missed for anyone with an interest in the capital raising space.

This is a free event for Wholesale Investor subscribers. To register, please go to www.mbeeducation.com.au and use the promo code WI to receive the free offer. Turn to page 39 for more details.

We hope you enjoy this edition in which you will find some very interesting investment opportunities.

Regards,

Michelle Smith, Editor – Wholesale Investor

6th AustralAsian Cleantech Forum - 22nd-24th March, Melbourne

The 6th AustralAsian Cleantech Forum will bring a global focus to the world class cleantech products, services and innovation in finance and investment that is positioning Australia at the forefront of the cleantech revolution in the region

For more information please visit www.terrapinn.com/2010/ctf

Private Banking Asia 2010 – 24th-25th March, Singapore

Private Banking 2010 returns with an agenda that discusses the timeliest of issues and strategies that impact the growth and sustainability of Asia’s private banking and wealth management industry.

For more information please visit www.terrapinn.com/2010/pbasg

ASX Spotlight: Emerging Companies – 25th March 2010, Sydney

Through the ASX Spotlight Series institutional investors have the opportunity to hear from senior management from a range of ASX listed companies about their latest business strategies, current performance, future projects and investment potential. In addition institutional investors are able to book one-on-one meetings to discuss investment opportunities with the presenting companies.

Or more information please visit http://www.asx.com.au/professionals/companies/spotlight_series.htm

Capital Raising Conference – 27th March 2010, Sydney

The Capital Raising Conference 2010 will unlock the specific methods, strategies and processes to raising capital for any venture, whether it is a Private, Unlisted Public or small cap ASX company.

Hear presentations, panels and workshopped pitches from industry experts, and receive over $6,000 worth of documentation required for raising capital.

For more information please visit http://www.mbeeducation.com.au/public_panel/event_item.php?id_EVE=33

Investor Opportunity and Networking Evening – 29th March 2010, Melbourne

The “Wholesale Investor Opportunity and Networking Evening” provides you with a rare opportunity to meet with the CEO’s of companies featured in Wholesale Investor, along with the opportunity to network with the other high net worth investors and fund managers who are active in the market place.

For more information visit http://www.wholesaleinvestor.com.au/public_panel/event_list.php

Letter from the Editor

Media Partnerships/ Upcoming Events

Reuben Buchanan Steve Torso Michelle SmithExecutive Director Managing Director Editor


Company UpdatesUpdates for companies currently listed with Wholesale Investor. For more information regarding the companies below, please go to wholesaleinvestor.com.au, click on View Investment Opportunities and search by their name.

Reuben Buchanan Steve Torso Michelle SmithExecutive Director Managing Director Editor

Activeplus is one of the fastest growing consumer healthcare companies in Australia. Activecare, our natural wellbeing range, has

already been endorsed by groups representing over 2,000 pharmacies. In February 2 major compliant pharmacy groups representing 150 pharmacies have decided to core range our products.

Complementary herbal, vitamin and mineral supplements is one of the fastest growing segments in pharmacy. Approximately 75% of Australians use these products and in 2008 this segment grew by 14%.

In addition to a strong pipeline in wellbeing Activeplus is pleased to announce the launch of its new petrochemical free Paw Paw Lip Balm in a convenient 15g Lip Applicator. This will be the first of a range of natural skin care products to be sold under the Activelife brand.

Through direct interaction with Wholesale Investor we have raised nearly $200,000 in working capital.

Deep Value Microcap Fund Returns 93.37% for investors in 12 Months Microequities Deep Value Microcap Fund returned a negative 0.57% in February, bringing the total return in the last 12 months to 93.37%. With the reporting season behind us, our Fund’s portfolio constituents delivered on the whole impressive numbers. One company which did not deliver the growth demonstrated a significant derailment from our investment case, Penrice Soda (ASX:PSH) was promptly sold by our fund.

The Fund has acquired two new companies in the information technology sector. One of the companies’ holds significant operating leverage to a new cycle of CAPEX and technology spend in its respective industry. We have purchased the company for the Fund near a historical low, at a deep discount to our appraised value. The other technology company purchased possesses a predictable highly generative operating cash flow business led by a highly experienced and capable management team and we expect the business to transition from a period of low growth to higher double digit growth. Currently trading at a strong discount to its sector, and on double digit gross dividend yield, we believe that over our investment cycle the company will be ultimately revalued by the market. In the meantime its high dividend yield will provide adequate returns to our investors.

V Pharmacy Management has just completed its first capital raising thanks to an introduction from Wholesale Investor and is now set to launch its franchise models. With the combined experience of DC Strategy, Australia’s leading franchising specialist, V Pharmacy Management will roll out its two retail pharmacy brands, V Pharmacy and Alive Discount Pharmacy.

Retail Pharmacy will capitalise on the aging population over the next few decades. The V Pharmacy Brand offers a fresh approach to a conservative and boring industry with in store health screening in an innovative store design recognised with two American Express National Retail Awards. V Pharmacy focuses on health, nutrition and beauty categories in shopping centre formats. See www.vpharmacy.com.au for more information. Alive Discount Pharmacy offers a price leading model with the successful “Feel alive for less” slogan. Alive Discount Pharmacy has shown amazing sales growth and is positioned for significant expansion.

Having proven the brands, and now aligned with strong strategic partners, look out for a V Pharmacy or Alive Discount Pharmacy opening near you.


Management Resource Solutions Limited (MRS) is seeking Expansion Capital through Wholesale Investor that will be used for further development of its existing business and greater expansion into the Middle East regions.

Currently MRS provides services in Quality Assurance – Oil/Gas and Mining Industries, Quality Control Inspection – Oil/Gas and Mining Industries, Data Management and Document Control, Environmental Services, Training, Recruitment, Forensic Accreditation Analysis, Laboratory System Set Up and Auditing.

MRS is in the final stages of securing the contracts below to go with our current projects in Australia. The projects in summary are:

• Laboratory Systems Implementation Kuwait - $700K

• Laboratory Systems Implementation Qatar - $1.9M

• Education and Training Libya - $15M

• HSE Systems Implementation Qatar - $500K

• ISO Systems Implementation Jordan - $200K

• Education and Training Jordan - $700K

• Education and Training Saudi Arabia - ~$1M

Most of these projects are with the Ministry of Interior in the various countries, awaiting final monetary approval (MRS has been given verbal approval as the winning tenderer).

Website: www.mrslimited.com

Email: [email protected]

Company Updates

Eco Sanctuaries, the innovative Australian Sustainable technology, ecotourism and conservation company has posted its most successful peak tourism season following on from high growth throughout the first half of the financial year. Maintaining average growth in excess of 200%, Flour Cask Bay Sanctuary is already well on the way towards its most successful year to date. Solid bookings, significant interest in new product packages, and further improvements in the company’s Bronze Partnership with major tour and travel partner Sealink have all contributed to improved performance. Further improvements will evolve for the commencement of the new tourism year from 1 April.

Media interest in services and programs continues to increase with recent visits from a Taiwanese Television Film Crew, the Channel Nine Postcards team, Australian Geographic Magazine and Caravan World. The Postcards episode is due to air on 21 March.

Expansion of the Flour Cask Bay Sanctuary site remains the current development focus, the company is also positioning for expansion into Queensland and a subsequent national roll out. The Queensland Government recently announced programs involving tourism, national park partnerships and a major increase for tourism promotion. Eco Sanctuaries is considering around 6 new Queensland based Sanctuaries associated with icon national parks. Initial revenue programs will focus on carbon, conservation and sustainability initiatives while planning and approvals for infrastructure are completed.

Record ecotourism growth leads to Queensland expansion

Future Capital Development Fund Raises $2M In One WeekTech sector veterans Domenic Carosa, Danny Wallis and Tony Stephen have announced they are undertaking a Pre IPO Capital Raising of $2 million for acquisitions through their Future Capital Development Fund, before a planned listing later this year. After raising $2million in one week, they are now accepting over subscriptions up to $1million.


In June 2009 HSBC revealed after researching over 300 of their key clients, 85% suggested that working capital management was their highest priority for their business and the driving force for improvement during 2010.

Those companies that are utilising capital raised from investors in their business are now more than ever seeking out strategies and solutions to address the uncertainties and risks within their business, allowing them to better control their spend.

Some would say Australia has fared better than the rest of the world. Certainly the big end of town continues to put an emphasis on their working capital requirements and actively manages their balance sheet to their advantage.

But perhaps it is the realisation that investors are still seeking a return that has made the small end of town take this just as seriously and has helped Australia fair better.

Working capital has had a more profound impact on business today, than in the last 10 years. Capital raised was spent loosely during the boom times and was wasted by many companies pursuing growth at all costs. This has left Investors cautious, in my view, and now setting rules for how their money is spent.

Previously businesses could carry large levels of stock and debt and be patient until sold or collected; now it is a big risk.

In terms of investors’ capital, it needs much more careful management to last longer, as the ability to raise capital is harder in today’s market and costs much more to raise.

Businesses that raised capital via an information memorandum, prospectus or by individual Investors would have had to develop clear milestones applied for use of the funds. Today investors expect that the CEO and key executive team are delivering those milestones and using their funds in an appropriate manner.

In advising companies I strongly influence CEO’s to prioritise spend in accordance with key milestones. The reason for this is it is easy for the CEO to use the funds for other strategies or initiatives that alter the focus of the company and investors are more aware of the impact this can have on their investment.

I have seen the repercussions when investment capital raised is spent frivolously and know things could have been managed much better with stronger controls in place.

Outside the key milestones you are expected to deliver for your investors, you can manage working capital better by doing such things as; putting emphasis on the importance of real time information so you are getting a clear picture on your daily / weekly / monthly / quarterly and annual working capital needs; and reducing costs and increasing income for example.

Many small-medium corporate businesses are limited by time and resources and struggle to put strenuous controls in place that manage cashflow, working capital and liquidity.

On the flip side, large corporates have treasury departments that turn working capital management into a profit centre rather than a cost centre and they can effectively manage payment terms for customers and suppliers.

However, small-medium corporates can deploy the same strategies as the large end of town only if they invest in making them work. If your business has key investors, those investors expect you to manage your business like large corporates do and work similar strategies that help with working capital management.

As a starting point look at what industry you’re in and how your larger competitors manage their working capital and liquidity needs and deploy similar tactics.

If you are a business that effectively manages your working capital needs you have the opportunity to not only improve cash, cost and services but are also able to be more agile and flexible against your competitors and a rapidly changing economy.

Getting it right can mean the difference between growth and failure!

Getting it right allows you the flexibility to introduce new divisions, key products and/or services and continue on the path of success!

Getting it right means a return for your investors and the potential for more investment in the future!

By Michael Derin, Managing Director, Azure Group

WORKING CAPITAL RAISED FROM INVESTORS Better Management Of

Azure Group is an Australian based chartered accounting firm established in 2002 by Michael Derin. Since its foundation Azure has grown exponentially, offering strategic level commercial advice to listed and small-medium clients as well as total outsourced accounting and tax compliance services. Azure Group regularly features on Sky Business News for their Trading Day program. Michael has over 15 years experience as a professional accountant within the chartered and commercial sectors and is a fellow of the Institute of Chartered Accountants, a member of the Securities Institute of Australia, a member of the Company Directors of Australia and many other governing bodies and institutions

(www.azuregroup.com.au) and (http://azuregroup.viotv.com/) For further information please contact our Sydney office on 02 9238 1188 or email [email protected]


The lack of a comprehensive agreement on ways to reduce the impact of climate change at the Copenhagen summit in December was a disappointment.

The failure of the Australian Government to pass comprehensive greenhouse gas emissions only compounded matters. However, studies by experts such as McKinsey and others suggest that at least 50% of the emissions savings needed by 2020 can be achieved through cost-effective technologies.

From efficiency, advanced biofuels, renewable energy, and sequestration many of the world’s industries such as aviation, shipping, manufacturing and information technology can save money by investing in solutions. Reducing emissions drives profits, creates wealth, and staves off the worst impacts of climate change.

With the pace of innovation, it is likely that these opportunities will continue to grow for decades to come. As we speak, entrepreneurs are inventing new efficiency measures that will open up even more opportunities. The challenge is to figure out why some of these technologies cannot scale up even after they have reached their cost goals. Market failures that cause these opportunities to remain inaccessible hold back progress.

Time is short because the thirst for modern conveniences and population growth are causing us to consume more in the developed world. At the same time, providing people with access to basic electricity and services in the developing world can reduce emissions by reducing the burning of biomass. Consumption is straining the current infrastructure and resources and we must look to clever and ingenious fixes instead of more 20th century technologies.

Over the past centuries, human beings have solved the most intractable problems from navigation in the high seas to putting satellites into orbit. Each new innovation helps us improve the lives of those that live without and brings great peace to the world. In June of 2008, oil hit $147/barrel leading to food crises and higher input costs throughout the world. Today, companies like BHP Billiton and others are diversifying their fuel mix to biofuels and reducing energy consumption using efficiency measures. They are not doing this to save emissions but to reduce their liability to high oil prices and increase their profitability. Human beings took a shortcut by burning oil and coal that took millions of years to produce in just a few short centuries. The next generation of technologies will allow us to switch to more sustainable forms of energy – reducing harmful price volatility and imbalanced trade deficits.

The Carbon War Room recognizes that Systems do not change themselves; the world needs entrepreneurial leadership to create a post-carbon economy where humanity can thrive within global resource limitations. The world can no longer afford to be intimidated by the magnitude of the climate crisis, nor into believing that we must choose between economic prosperity and environmental security. It is time for our most talented and driven leaders come together, collaborate, and innovate until victory is assured.

Each year, shipping contributes over 1 billion tons of carbon dioxide and black soot. Just 15,000 of the world’s 100,000 ships produce more than half of those emissions. The market failure is information access. Carbon War Room is working with shipping companies, governments, shipping

customers, ports and technology companies to put a “fuel economy” sticker on the side of every ship. This allows customers to force ship owners to accelerate the use of proven technologies to reduce carbon output and save money. With a growing coalition of people passionate for change, we will be able to reduce shipping emissions by 35% within just 5 years, in addition to aiding the industry’s recovery from the recession.

Catalysing new capital to support “greening” buildings, is another of the Carbon War Room’s early battles against climate change and one of the biggest opportunities. Buildings are responsible for more than 70% of all carbon emissions. That’s why, besides planning new buildings that make sense, we must refurbish those that are outdated. This will require accessible financing from national and local governments, possibly new legislation and a raft of new entrepreneurs to design and refit the buildings. The Carbon War Room is working with local governments to accelerate billions of new investment through non-recourse financing mechanisms that heretofore have not been available due to financial innovation.

The last 40 years have seen great strides made in information technology, software and computing and many fortunes have been made. The next 40 years will see great progress in climate change solutions and a host of new fortunes made. This is going to be fun!

By Jigar Shah, CEO Carbon War Room

Monetising Clean TechnologySeeing the Glass Half Full,

About Jigar Shah

A renowned visionary committed to renewable energy, Jigar Shah launched SunEdison in 2003 based upon a business plan he originally developed in 1999 for a university class. That plan became the basis of the SunEdison business model: Simplify solar as a service.


Market Quality on the ASX and the

Recovery from the GFCIn this 30th Edition of Market Insights, Dr. Andrew Lepone and Mitesh Mistry from the Discipline of Finance at the University of Sydney examine various aspects of market quality during and post the Global Financial Crisis. While market quality deteriorated during the GFC, it has rapidly returned to pre-crisis levels (or improved beyond them), highlighting the strength of the Australian market.

The purpose of this report is to examine trends in various market quality measures on the ASXcash equity market over the period of October 2006 to October 2009 and to identify the extent to which these measures have improved after the peak of the GFC. Overall, the results of the analysis indicate that market quality has rapidly returned to (improved beyond) pre-crisis levels.

STudy FINdINgS

1. volatility

volatility increased over the sample period, largely attributable to the gFc; however, volatility levels have returned to pre-crisis levels in 2009.

Exhibit 1

Volatility (High Low)

exhibit 1 describes changes in volatility from October 2006 to October 2009. volatility trended upwards during 2008, spiked at the height of the gFc, and then returned to pre-crisis levels, similar to the patterns exhibited by the bid-ask spread (see below). Overall, changes in volatility over the sample period are largely attributable to macro-economic conditions.

Pa g e 3M a R K e T I N S I g H T S — J a N ua Ry 2 0 1 0

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2. Bid-AskSpreads

While bid-ask spreads widened considerably during the gFc, spreads have returned to approximately pre-crisis levels.

Exhibit 2

Proportional Bid-Ask Spread

Pa g e 4 M a R K e T I N S I g H T S — J a N ua Ry 2 0 1 0

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FOreWOrD

In this 30th edition of Market Insights, Dr. andrew Lepone and Mitesh Mistry from

the Discipline of Finance at the University of sydney examine various aspects of

market quality during and post the global Financial Crisis. While market quality

deteriorated during the gFC, it has rapidly returned to pre-crisis levels (or improved

beyond them), highlighting the strength of the australian market. I trust you will

find it both interesting and useful when examining the opportunities that the asX

might present to your particular organisation.

regards

richard Murphy

general Manager, equity Markets

asX Limited

the COMpany

as one of the world’s top 10 listed exchange groups, measured by its market capitalisation, the asX group was created through the merger of australian stock exchange Limited and sFe Corporation Limited, the holding company for the sydney Futures exchange.

the asX group (to operate under the rebranded australian securities exchange banner) is a broad based financial services group that operates australia’s leading securities and derivatives markets. the asX group includes australian stock exchange Limited, sydney Futures exchange Limited, and austraclear Limited. asX spans the equity, interest rate, commodity and energy markets and offers a full range of listing, trading, clearing, depository, settlement and market data services.

Its diverse domestic and international customer base ranges from issuers of a variety of listed securities, corporates, investment banks, trading banks, fund managers, hedge funds, Ctas, proprietary and retail traders who require the capital formation, risk transfer and price discovery services that asX offers, as well as the functions that asX provides as a market operator, supervisor, central counterparty clearer and payments system facilitator.

More information on asX can be found on our website www.asx.com.au

COntaCt DetaILs

aUstraLIa Richard Murphygeneral Manager, equity Markets+61 2 9227 0720 [email protected]

asIaAndrew Musgraveregional Manager, asia+61 2 9227 0211 [email protected]

eUrOpeJames Keeleyregional Manager, europe+44 (0) 203 009 3375 [email protected]

nOrth aMerICaDavid Mitchellregional Manager, north americaChicago: +1 312 788 3363 [email protected]

head office asX Limited exchange Centre 20 Bridge street sydney nsW 2000 australia

telephone +61 2 9227 0000

www.asx.com.au

Volatility increased over the sample period, largely attributable to the GFC; however, volatility levels have returned to pre-crisis levels in 2009.

Exhibit 1 describes changes in volatility from October 2006 to October 2009. Volatility trended upwards during 2008, spiked at the height of the GFC, and then returned to pre-crisis levels, similar to the patterns exhibited by the bid-ask spread (see below). Overall, changes in volatility over the sample period are largely attributable to macro-economic conditions.

While bid-ask spreads widened considerably during the GFC, spreads have returned to approximately pre-crisis levels.

2. Bid-AskSpreads

While bid-ask spreads widened considerably during the gFc, spreads have returned to approximately pre-crisis levels.

Exhibit 2

Proportional Bid-Ask Spread


0

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STudy FINdINgS

1. volatility

volatility increased over the sample period, largely attributable to the gFc; however, volatility levels have returned to pre-crisis levels in 2009.

Exhibit 1

Volatility (High Low)

exhibit 1 describes changes in volatility from October 2006 to October 2009. volatility trended upwards during 2008, spiked at the height of the gFc, and then returned to pre-crisis levels, similar to the patterns exhibited by the bid-ask spread (see below). Overall, changes in volatility over the sample period are largely attributable to macro-economic conditions.


0

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3. Quoted depth

Quoted depth remained relatively stable during the gFc, and has increased significantly since 2009.

Exhibit 3

Total Depth (Shares)

Exhibit 4

Best Depth (Shares)

exhibits 2, 3 and 4 describe changes in market quality from October 2006 to October 2009. exhibit 2 shows that the proportional bid-ask spread has remained quite stable up until the beginning of the credit crisis in 2008. Starting from 2008, bid-ask spreads increased dramatically. This is expected, because during the height of the financial crisis, liquidity in global securities markets was severely affected. However, since the start of 2009,bid-askspreadshavesteadilynarrowed,returningtoapproximatelypre-crisislevels.Bothtotaldepth(exhibit 3) and best depth (exhibit 4) remained relatively stable until the beginning of 2009, when depth started to trend upwards, increasing dramatically during 2009.


0

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2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

Share

s

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

Share

s

3. Quoted depth


Exhibit 3


Exhibit 4

Best Depth (Shares)



0

3,000,000

6,000,000

9,000,000

12,000,000

15,000,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

Share

s

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

Share

s

3. Quoted depth


Exhibit 3


Exhibit 4

Best Depth (Shares)



0

3,000,000

6,000,000

9,000,000

12,000,000

15,000,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

Share

s

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

Share

s

3. Quoted depth


Exhibit 3


Exhibit 4

Best Depth (Shares)



0

3,000,000

6,000,000

9,000,000

12,000,000

15,000,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

Share

s

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

Share

s

4. Trading activity

Trends in trading activity suggest that while trade size has been decreasing, there has been a significant increase in the number of trades executed (and thus overall trading activity).

Exhibit 5

Average Trade Size

Exhibit 6

Average Number of Trades Per Day Per Stock

exhibit 5 shows how trade size has changed during the sample period. From October 2006 to October 2009, there is a downward trend in the size of trades executed. exhibit 6 depicts the pattern in trade frequency throughout the sample period. contrary to the decline in trade size, trade frequency has steadily increased through time. Overall, trading activity has returned to approximately pre-crisis levels.


0

5,000

10,000

15,000

20,000

25,000

30,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

$ V

olu

me

0

50

100

150

200

250

300

350

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

of

Tra

des

4. Trading activity


Exhibit 5

Average Trade Size

Exhibit 6




0

5,000

10,000

15,000

20,000

25,000

30,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

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2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

$ V

olu

me

0

50

100

150

200

250

300

350

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

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2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

of

Tra

des

4. Trading activity


Exhibit 5

Average Trade Size

Exhibit 6




0

5,000

10,000

15,000

20,000

25,000

30,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

$ V

olu

me

0

50

100

150

200

250

300

350

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

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2/3/

2008

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2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

of

Tra

des

4. Trading activity


Exhibit 5

Average Trade Size

Exhibit 6




0

5,000

10,000

15,000

20,000

25,000

30,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

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2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

$ V

olu

me

0

50

100

150

200

250

300

350

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

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2008

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2008

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2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

of

Tra

des

4. Trading activity


Exhibit 5

Average Trade Size

Exhibit 6




0

5,000

10,000

15,000

20,000

25,000

30,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

$ V

olu

me

0

50

100

150

200

250

300

350

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

of

Tra

des

Exhibits 2, 3 and 4 describe changes in market quality from October 2006 to October 2009. Exhibit 2 shows that the proportional bid-ask spread has remained quite stable up until the beginning of the credit crisis in 2008. Starting from 2008, bid-ask spreads increased dramatically. This is expected, because during the height of the financial crisis, liquidity in global securities markets was severely affected. However, since the start of 2009, bid-ask spreads have steadily narrowed, returning to approximately pre-crisis levels. Both total depth (Exhibit 3) and best depth (Exhibit 4) remained relatively stable until the beginning of 2009, when depth started to trend upwards, increasing dramatically during 2009.

Quoted depth remained relatively stable during the GFC, and has increased significantly since 2009.


Exhibit 5 shows how trade size has changed during the sample period. From October 2006 to October 2009, there is a downward trend in the size of trades executed. Exhibit 6 depicts the pattern in trade frequency throughout the sample period. Contrary to the decline in trade size, trade frequency has steadily increased through time. Overall, trading activity has returned to approximately pre-crisis levels.

Conclusion:

Overall, this report finds evidence that market quality has improved on the ASX cash equity market post the GFC. Trends and spikes in bid-ask spreads, quoted depth and volatility do not follow any systematic pattern, but are most likely due to security market fluctuations and macroeconomic events. Market quality has rapidly returned to (improved beyond) pre-crisis levels.

3. Quoted depth


Exhibit 3


Exhibit 4

Best Depth (Shares)



0

3,000,000

6,000,000

9,000,000

12,000,000

15,000,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

2/5/

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2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

Share

s

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

30/1

0/20

06

30/1

2/20

06

2/3/

2007

2/5/

2007

2/7/

2007

2/9/

2007

2/11

/200

7

2/1/

2008

2/3/

2008

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2008

2/7/

2008

2/9/

2008

2/11

/200

8

2/1/

2009

2/3/

2009

2/5/

2009

2/7/

2009

2/9/

2009

No.

Share

s


Size is not a constraint to a successful listing. While the media and public interest tends to centre on floats of market giants, many small and medium sized companies have also listed. Most companies follow the initial public offering (IPO) route to gain greater access to equity capital to fund their growth. Listing also provides companies with exposure to a wider range of investors, creates more financing opportunities and usually increases the company’s prestige in the market.

Domestic capital markets - a place for companies big and small

Smaller companies often have difficulty attracting the attention of the market which is fundamental to a successful listing. However, many smaller companies listed on the Australian Securities Exchange (ASX) have reaped the rewards in generating investor interest by adopting a robust investor relations strategy.

The ASX considers that a successful investor relations program should achieve:

• a fair market valuation and lower cost of equity capital for your company

• an easier and cost effective way to access capital in the future

• investor support and confidence in your company which will produce a positive impact on stock liquidity.

More than one third of all ASX listed companies are from the resources sector. Of these 800 companies, more than two thirds are classed as juniors or explorers. The ASX and mining industry have developed standards of reporting adopted in the Joint Ore Reserve Committee (JORC) Code which has been incorporated into the ASX Listing Rules. The purpose of the JORC Code is to ensure that mining and exploration companies adhere to minimum standards in the reporting of explorations results, resources and reserves, which has created investor confidence in the mining sector.

Identifying the need for listing your company

The first step in the process is to identify whether listing is appropriate for your company. This should be consistent with your company’s long-term strategic goals. The most common reasons for listing include raising capital to fund growth, expansion, facilitating an exit for early stage investors, raising a company’s public profile, ability to attract and provide an alternative incentive for employees and obtaining a market value for your business.

Listed companies are able to attract professional or institutional investment as a result of the increased transparency and trading liquidity of a public listing. This may bring with it increased business credibility, stability and wider business networks. It may also increase the certainty of capital supply should you need additional capital in the future.

Trading post-listing stimulates liquidity in your company’s shares, and gives shareholders the opportunity to realise the value of their holdings. This will help broaden your shareholder base, because investors know that they can readily enter and exit their holdings, and it will also facilitate further capital raising.

Does your company meet the criteria for listing?

The ASX Listing Rules set out the specific requirements which an organisation has to meet to list on the ASX and these are underpinned by a set of principles to ensure the quality of the market, which the ASX operates. To be eligible to list on the ASX, your company must satisfy a specific set of minimum admission criteria, including structure, size and number of shareholders.

The key criteria to be eligible for listing are the number of shareholders and the company size. The company must have:

• at least 500 investors each having a parcel of securities with a value of AUD$2,000; or

• at least 400 investors each having a parcel of securities with a value of at least AUD$2,000 and persons who are unrelated parties of the company must hold not less than 25% of the total number of securities in that class.

The company must also meet either the profit test or the asset test:

• the company’s aggregated profit from continuing operations for the last three full financial years must have been at least AUD$1 million and the company’s consolidated profit from continuing operations for the most recent twelve months must exceed AUD$400,000; or

• at the time of admission, the company must have net tangible assets of at least AUD$2 million or a market capitalisation of at least AUD$10 million.

Is your company prepared for listing?

Directors and managers need to examine a wide range of factors in order to gauge the company’s preparedness for listing. Professional advisers are often used to assist in resolving some of these issues.

Your company may need to consider some or all of the following:

• Appointment of advisers- you may need to identify and appoint advisers to coordinate your company’s listing process. Advisers may include stockbrokers, underwriters, accountants, lawyers, tax specialists and investor relations advisers.

• Structural changes - you and your advisers may determine that changes to the board, operations of the business, corporate structure or your company’s constitution are necessary to facilitate your listing.

• Financial reports - you will need to present comparable historical financial results in the prospectus document.

• Taxation issues - the taxation issues involved in listing can be complex and should be clarified as early as possible.

• Valuation - the market value of your business is central to listing. If funds are to be raised, it will affect the proportion of the company’s shares which need to be issued. It is advisable early in the process for you and your advisers to undertake some basic financial analysis to estimate a realistic valuation.

Alistair Jaque, Partner

Alistair has over 15 years experience in corporate law. He worked in London at City law firms Eversheds and Manches before moving to Australia in 2004. Alistair then spent two years in the private equity group at Minter Ellison, and joined Swaab Attorneys in 2005 where he has been focusing on mergers and acquisitions, private equity and corporate governance. He was admitted as a solicitor in England and Wales as well as New South Wales.

Leila Golchin, Associate

Leila joined the Corporate team at Swaab Attorneys in 2007 and currently specialises in corporate acquisitions and disposals, as well as equity investments across diverse industries. Leila was admitted as a solicitor of the Supreme Court of New South Wales in December 2005 and has several years’ experience working for a number of large financial institutions. Leila also has a Master of Laws Degree from the University of Sydney, specialising in corporations and securities law.

Swaab Attorneys

Swaab Attorneys is a widely acclaimed commercial law firm in the heart of Sydney. With 10 partners and 22 solicitors, we offer outstanding knowledge, innovation, expertise and talent combined with an agility and conviviality that you’ll only find in a smaller firm. The hallmarks of our work are exceptional service levels, fast turnaround times, individual attention from partners and regular client feedback, as well as clear, unambiguous and strategic legal advice. The firm has won numerous awards including the BRW best law firm award in 2007 and 2008. For further information or to discuss your specific needs, please contact:Alistair Jaque, Partner Phone: + 61 2 9233 5544 Email: [email protected]

Leila Golchin, Associate Phone: + 61 2 9233 5544Email: [email protected]

This article is not legal advice and the views and comments are of general nature only. This document is not to be relied upon in substitution for detailed legal advice.

By Alistair Jaque (Partner) and Leila Golchin (Associate) - Swaab Attorneys

Optimising Growth Through an IPO


The Invest Mackay Whitsunday Isaac Conference 2010, hosted by the Mackay Whitsunday Regional Economic Development Corporation (REDC) in co-operation with Economic Development Australia (EDA) and supported by the QLD government and private sector sponsors, aims to bring together regional, national and global stakeholders in business, technology, investments and policies through an exclusive high-level platform.

The Mackay-Whitsunday-Isaac Regional Economic Development Corporation (REDC) represents the business, government, and community interests of the three local government areas which form the Mackay Whitsunday Isaac Region. REDC is supported by the Queensland Department of Employment, Economic Development and Innovation, and works in partnership with industry, business groups, government agencies, councils and other regional organisations interested in progressing employment growth, and economic and community development within the region.

REDC has recently recognised a worldwide trend in investment promotion and attraction. As the region’s local economy continues to display its resilience, REDC has realised that it is an opportune time to proactively market this dynamic Region.

Located halfway between Cairns and Brisbane, the Mackay-Whitsunday-Isaac Region incorporates the Mackay, Isaac and Whitsunday Local Government Areas (LGAs). The region boasts a relaxed, subtropical climate, a competitive business environment, and is underpinned by one of the largest coal mining deposits in Australia, supplying Queensland with approximately half of all coal produced and three quarters of the total value of coal exports. The region is also one of the largest contributors to sugar cane production in Australia.

The region generated in excess of $17.2 billion in economic value in 2008-2009, and is one of the fastest growing economies in Queensland. The region’s economy remained buoyant despite the global economic uncertainty and the regional outlook remains positive with more than $48.7 billion in investment projects recorded at the end of February 2010.

The Invest Mackay Whitsunday Isaac Conference 2010 is an exciting opportunity for you to visit this unique part of Queensland and hear firsthand what opportunities are on offer. The conference will include guest speakers and panellists who will be addressing issues such as current regional investment and economic growth opportunities and challenges. Informative regional study tours dedicated to provide balanced and useful facts about the region’s potential for investment, as well as potential funding solutions for rapidly the rapidly growing capital demand across private and public project offerings.

Benefits to delegates and participants• Engage with high profile stakeholders to bring about positive regional

economic change

• Stimulate, forge, influence, share and spur business investment, innovation and trade with key regional leaders

• Unique regional platform focusing on key drivers for growth; business, technology, investments and policies

Program features• Regional project reports

• Keynote speeches

• Roundtables

• Role of Innovation and a potential of high-tech sectors

• Recommendations

• One-to-One meetings and networking

• Business Breakfast; Conference Dinner and Entertainment

• Study Tours with regional highlights

Mackay Whitsunday Isaac Conference 2010In The Black – Investment Opportunities From Coal To Coast

It’s here...It’s here...It’s here...The region’s new premiere jobs and lifestyle website....Thhee rreeggions

For Conference Registration and Program details please visit:

www.mwredc.org.au

Invest Mackay Whitsunday Isaac Conference 2010 - An inaugural conference focussing on investments, business, infrastructure and policies to stimulate regional economy diversification and population growth.

MACKAY WHITSUNDAY ISAAC


Management Team:

Mr Peter J. Meers BA (Economics) FAIB Chairman Significant experience in consumer, commercial and investment banking, securities trading and origination, mining and exploration. 25 years experience at ANZ bank in Australia and Asia, holding senior executive positions and portfolio management roles.

Ian Levy BSc (Hons) MSc DIC FAusIMM FAIG CEO 30 years senior management experience with small to large mining companies. Chairman of Dynasty Metals Australia and a former Director of Gloucester Coal. Member of the Joint Ore Reserves Committee (JORC) for 11 years including 4 years as Vice Chairman and Federal President, Australian Institute of Geoscientists. Jacob Rebek – Director & Chief Geologist Geologist with 40 years experience in exploration, including 30 years at CRA and Rio Tinto, both across Australia and internationally.

Corporate StructureFast growing, dynamic publicly-listed company managed by an experienced team of mining professionals and managers with significant resource development experience in Australia and internationally. Chief Geologist Jacob Rebek drives the technical programs.

Exit StrategySell into rising demand for this stock. Approx timeframe - current and continuing for at least two years. Ultimate exit is possibly a merger with or takeover by a major aluminium company

Executive SummaryAustralian Bauxite Limited (ASX: ABZ) is an exploration company holding the core of the Eastern Australian Bauxite Province. Bauxite is the ore of aluminium.

The company’s 17 initial tenements covering 5,000km2 in Queensland and NSW were selected to meet 3 principles:• Good quality bauxite• Proximity to infrastructure

• No socio-environmental constraints.

The company’s bauxite is high quality – able to be processed at low temperature – which is in short supply globally. The company’s first drilling prospect revealed a maiden resource of 22 million tonnes from drilling less than 10% of the identified deposit. The company aspires to identify bauxite resources in excess of 200 million tonnes in one of the world’s best bauxite provinces.

From its listing on ASX on 24 December 2009, the company is already creating shareholder value - and the best is yet to come.

Competitive Advantages• Highest quality bauxite - high alumina – low silica• Alumina mineral is the best – Gibbsite (alumin-trihydrate “THA” only)• Strong demand for bauxite able to be processed into alumina at low temperature • 22 million tonnes identified from drilling <10% of one tenement suggest large tonnage potential• Close to existing infrastructure – transport, coal mines, industrial centres and ports on the

east coast• 100%-owned tenements with no restrictions on bauxite exports• Aspires to identify resource in excess of 200 million tonnes• Controls the core of the eastern Australian bauxite province Key Investment Highlights• Low discovery risk – deposits have been identified – more to come.• Low entry point into a growing market with a growing company• Deposit asset is of greater value than market capitalisation (favourable peer comparison)• 22 million tonnes JORC resource identified in <10% of one tenement – more to come

• Aggressive drilling program scheduled throughout 2010 to prove assets in excess of 200 million tonnes

• Highly experienced management team • 17 tenements control the core of the eastern Australia bauxite province• Listed on 24 December 2009 at 0.20c per share, closed at 0.35c end February 2010• Bauxite is easily mined (no overburden) and easily processed• Global demand is rising, especially from China, which has no bauxite

Australian Bauxite Limited (ASX:ABZ) Mining2009ExplorationEastern AustraliaInvestor Relationships

Company Name

Sector

Yr established

Business stage

Location

Seeking

Further Information: To learn more about this opportunity, including downloading an Information Memorandum, go to

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Board & Management:

Robert Campbell - Director Robert has a strong solid background in management and he is continuing to develop professionally.

Steven Reid – Director Steven has significant business experience

Doug Campbell - Director Doug has substantial experience, having worked in business for a number of years.

Corporate StructureCamco Group is made up of six companies – Camco Civil Contractors, Camco Building Contractors, Camco Mining Contractors, Camco Employment Services, Camco Haulage, Camco Plant Hire.

Camco Group would offer shares of the Group to Investors to minimise risk in one area of the business. This structure gives investors confidence in a robust structure of business lines to reduce exposure.

Exit Strategy• Redeem investment after five years

• MBO

• Convert into IPO

• Eventual sale of Public Company

Executive SummaryCamco Group is an emerging company in civil construction which has already shown substantial growth figures due to its young, aggressive entrepreneur, Robert Campbell. Robert is a visionary, thinks outside the box and constantly raises the bar, forming the company with nothing more than a $20k credit card.

Whilst Camco is predominantly in Civil Construction a progressive shift has been made to branch out and capture related markets including Building, Mining and Energy. Through innovative business management Camco is currently turning over $12million with a return of 12%. Based in Rockhampton, Central Queensland, Camco is expanding by tendering in other states and territories.

Camco currently operates for Government departments and Blue-chip companies which are capable of servicing their accounts.

Competitive Advantages• Ability to cost projects competitively and maximise both labour and capital resources

• Deliver services on time through an excellent team

• Efficient business system in place to manage the growth of the company

• Increase in sales tenders being won

• Debt free

• Ability to branch out into related activities

• Development program in place for key personnel and employees

• Use of advanced survey and machine control systems

Key Investment Highlights• Emerging company

• Potential for growth

• Acquisition costs less and return high

• Present in growth industries – market research indicating growth over next 10 years

• Capital guarantee to investors

• Efficient exit strategies

• Continually strong in the market and preferred provider for their service, ability to maintain this position

• $100billion+ overall expenditure in Central Queensland, including mining, energy, minerals, ports and rail

• Recent announcements of projects in the Galilee Basin, X-Strata’s Wandoan mine, Gladstone LNG and associated infrastructure development and Rockhampton Regional Council’s pipeline, rail and bypass bridge represent unlimited potential for a company such as Camco.

Camco Group Civil Construction and Mining2005 Growth Stage Rockhampton, Central QueenslandCapital Raising

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CAMCOGROUP


Board & Management:

Alexander Kelly (MBA) – Director Technology Managed shipping fleets in Middle East and Asia. Specialised engineer in marine propulsion and ship repair, responsible for world’s first large passenger/cargo ferry to run entirely on palm oil.

Peter Wilken – Director Brand & Marketing 25 years experience managing companies for three of top four global marketing communication networks – most recently as Regional Managing Director of BBDO Asia Pacific.

John Edwards - Chairman A graduate of Oxford and Sydney Universities - has many senior posts in Australia, the Middle East, Asia and the UK. Previously Managing Director of global insurer, Pacific Assurance Group.

Laurence Baum - Director Operations Executive VP of Hong Kong Parkview Group PLC. Extensive negotiating experience with state oil and transport bodies in Indonesia, Vietnam, the People’s Republic of China, the Philippines, and Papua New Guinea.

Corporate StructureThe Biofuel Partnership Ltd is a public (unlisted) company with one class of ordinary shares. The existing investors injected over $2 million into R&D, which is now complete.

Exit StrategyMultiple exit strategies. A strategic trade sale to transportation/ energy/ construction global industry-player or a buyout by a large private equity firm to then IPO the company. The exit window is only two to three years from now.

Executive SummaryThe Biofuel Partnership (BFP) is positioned to become a market leader in distributed biodiesel processing. The BioCube™ is a community-sized biodiesel processor capable of producing 250 litres/hr high quality biodiesel from a variety of locally available oil-bearing feedstocks.

The BioCube™ makes biodiesel processing commercially viable locally for plantation owners, rural communities, commercial enterprises, the military, central and provincial governments, aid agencies and fleet operators.

As a community’s very own green fuel station, it provides a sustainable source of clean, renewable energy that decreases dependency on expensive imported fossil diesel fuel. BioCube™ biodiesel can be used directly in any modern diesel engine to run vehicles, agricultural machinery or to power generators.

BFP has strong IP over the BioCube™ and its patent applied technology. With R&D now complete, the company is poised for dramatic growth.

The BioCube™ costs less than US$200k – one unit can provide enough biodiesel for a community of 300-400 people. Sales are conservatively forecast to be US$140 million by Year 5. Competitive Advantages• Strong IP, unique technology design with multiple applications

• Compact, transportable and easy to use - the BioCube™ empowers self sustainability of local communities

• Accepts multiple feedstocks

• High demand for affordable alternative to liquid fossil fuels for transportation, machinery and electricity

• Multiple BioCube™ units can be ‘daisy-chained’ to produce any amount of biodiesel

• Governments mandating take up of biofuels assists Business-to-Government sales

• India, Papua New Guinea, China and many other countries want to transform feedstock into biodiesel as soon as possible

• Robust, high-impact design and branding - attractive to distributors Key Investment Highlights• Global market for the BioCube™ estimated to exceed 200,000 units

• 3,000 units would supply only 5% of South-East Asia’s need

• Scalable business with massive opportunity globally

• Targeting multiple continents i.e. India, South East Asia, South America, Africa

• Forecast sales of US$140 million by Year 5 (Conservative: based on only 300 units for Year 5)

• Multiple revenue sources and ongoing revenues from consumables and licenses annually

• Highly profitable from Year 2 onwards

• De-risked business now post-R&D

• Strong Board experience spanning all elements of the business

• Connections at the highest level of many governments and large multi-national corporations

• US$5 million capitalised marketing and distributor partnership close to completion

The Biofuel Partnership LtdBiodiesel - Clean Energy 2007 CommercialisationQueensland, AustraliaCapital Raising & Global Distributors

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Board & Management:

Andrew Banning - Managing DirectorBusiness Development, focusing on strategic and operational roll out strategies. Responsible for management of finances.

Gary Blake - Licensee - Principal/ DirectorPrincipal Licensee solely focusing on sales management of consultants, property development alliances and acquisition.

Meta Georgeson- Marketing DirectorDirector of brand / vendor marketing and publicity. Venue synergy via promotional activity together with business development.

Sharlene Smith - Administration Manager Day to day administrational operations.

Corporate StructureCoffee Shop Real Estate Pty Ltd is a private company seeking a strategic capital partnership.

Exit StrategyProjected to be profitable within 6 months and returns within 12months. Potential for the business be sold to a private buyer, existing shareholder or would consider a management buyout. Opportunity to publicly list at the appropriate time.

Executive SummaryCoffee Shop Real Estate is taking its shopfront to the public by introducing a revolutionary marketing platform where handpicked venues ie: café, restaurants, clubs and retail outlets will display property listings on flat screen televisions. The focus of the flat screens is to create micro marketing points where venues receive property loops via the internet, operated and maintained remotely from head office. Properties will be featured similar to newspaper advertisements, but dynamic in ‘look and feel’. With no audio, the property presentations will be unobtrusive to patrons and a hook for potential buyers to either contact the agent or access our sophisticated website.

Coffee Shop Real Estate will continue to offer traditional methods of vendor advertising via major portals, print and website exposure, however, this cutting edge marketing acquisition for vendors is unique, offering expanded market reach at an affordable price, complimenting the core business of selling Real Estate.

Stage one role out Sunshine Coast.

Competitive Advantages• Offering a unique real estate micro marketing platform to vendors

• Untapped global market

• Streamlined overheads for increased profits

• Robust system programs in place to support venue listings, management, sales, financial and HR

• Strong senior management team

• Importance placed on corporate culture

• Franchising opportunity

• 100% Australian owned

Key Investment Highlights• Go to market plans ready to be executed immediately once investment completed.

• Self-sustaining business and financial model

• Very low capital investment required, high volumes and excellent margins

• Significant return on investment forecasted

• Lower overheads

• Sales projections are conservative, highly achievable

• Stage One Sunshine Coast

• Strong expansion possibilities

Coffee Shop Real Estate Pty Ltd Real Estate/IT 2009 Early StageSunshine Coast Capital Raising/Strategic Investor

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Board & Management:

Toby Wilson Waterworth (BSc.Econ. ACA) Chief Executive Officer Senior management expertise in successfully building and growing pharma companies including Robannic NV, Chiroscience Group plc, Alizyme plc and Lipoxen plc.

Allan Cambridge (BSc. BPharm) Chief Operating Officer Senior management expertise including £28m MBO of Evans Medical Ltd sold for £89m. Senior positions in GSK, Deloitte and Touche, Wyeth, Alizyme plc, Lipoxen plc.

Huw Jones (BSc. PhD) Chief Commercial Officer Senior management expertise in global pharma including CV Therapeutics, recently acquired by Gilead Sciences Inc, for $1.4 billion, Ashbourne Pharma, Elan Pharmaceuticals, grew from zero to $130m and GSK.

Non-Executive Board Highly experienced senior international sales, development, licensing and corporate professionals and a Medical Advisory Board of world leading Specialists in Europe and the USA.

Corporate StructureAtlantic Healthcare is a well-run private company headquartered in the UK with one class of ordinary shares. Administration of investment funds from Australia to the UK will be managed through a top tier international accountancy firm.

Exit StrategyAtlantic will seek a strategic trade exit, or to merge with identified specialist-led pharma companies; or to float on a relevant stock market at an appropriate time.

The board and management team have a proven track record of different, successful exit strategies internationally.

Executive SummaryAtlantic Healthcare is focused on generating revenues from commercialisation of drugs for treating serious medical conditions in the $150 billion a year hospital sector, one of the fastest growing areas in the pharmaceutical industry.

Atlantic Healthcare’s experienced team is acquiring near market and marketed products. They have acquired worldwide rights for their first drug, a global breakthrough for treating serious late stage inflammatory bowel disease, a $2 billion a year market. Efficacy has been shown in five clinical trials and Atlantic is now ready to commence sales under the named patient supply regulations, 6 months after investment. Broader commercialisation is planned following full registration in less than two years, with peak sales of $400 million anticipated.

Negotiations are underway to build a portfolio of other similar highly profitable specialist drugs.

Competitive Advantages• Established high growth business model reduces risk of investment

• Hospital based specialist initiated treatments can be fast tracked and are typically sold at higher prices and margins

• Respected highly experienced commercial management with track record and strong pharmaceutical relationships

• First drug has unique differentiating characteristics, demonstrated in clinical trials

• Orphan drug status provides faster, more cost effective route to market

• Grant of Fast Track status by the US FDA recognises the need for the treatment

• Key medical opinion leaders confirm its need, pricing level and a desire for use as first line therapy

Key Investment Highlights• Atlantic is ready to commence sales of its first drug in Europe six months after investment,

and establish a cash generative, self-funded company early in Year 2

• Market exclusivity in US and EU for 10 years; IP status and pending applications will take IP cover to 2025

• Specialist drugs of this nature represent a lower investment risk, are more cost effective and fast tracked to market

• Low infrastructure, capital efficient business model; marketing high margin products generating significant profits

• Atlantic has projected conservative early revenues and profitability of $21 million and EBITDA of $11 million in Year 3

• Atlantic is poised for additional major growth and increased value

• Negotiations already underway with major pharma companies for further in-licensing, acquisitions and revenue generating opportunities

• Exit planned in less than two years, most likely via an IPO to accelerate product acquisitions

Atlantic Healthcare Specialist Pharmaceuticals2006 CommercialisationCambridge, United KingdomCapital Raising

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Board & Management:

Peter Jenkins - Property Investor/ Nt Builder Director Peter has been a successful business owner for the past 15 years. Owning & running companies from Electronic Security though to commercial and residential construction. In recent years Peter has continued with his own property portfolio & commercial projects. Jason Gwerder Investment property advisor/ investor Director Jason brings 15 years of investment experience, including property management & property finance.

FUZE3 Team – Application development, support and technology partnersFuze3 Team has extensive experience in Australia and internationally in the field of e-Business, e-Commerce, and software development. Please visit www.fuze3.com.au to better appreciate the expertise, knowledge and skills Fuze3 was able to bring to this relationship.

Corporate StructureRentmaster.com.au is a Pty Ltd.

Exit StrategyRentmaster would consider a trade sale in 3 years to a strategic buyer if a suitable offer is made to the company. Our main goal is to build a fast growing highly profitable, scalable business worldwide. Possible company buy back is an option. Other exit strategies would be evaluated on their own individual merit.

Executive SummaryRentmaster Pty Ltd (“Rentmaster”) is the company and 100% owner of the Rentmaster business.

Rentmaster is an internet business servicing the $2.7bn property management industry of over 2m rental properties available in Australia. Rentmaster will be first-to-market with an online platform for property management that creates efficiencies for property owners, managers and renters, specialising in self managed owners.

The list of features and benefits is exhaustive and includes sourcing of tenants, tracking rent, maintenance scheduling and lease renewal. The end benefits for the property owners are better tenants, lower vacancy rates and an increase in rental returns. Property managers have access to this untapped self-managed niche market.

Rentmaster will target self-managed property owners who account for 37% of the rental property market and trying to claw back profits lost through interest rate gains. Our procedures combined with mobile technology make property management easier and give the property owner more power and complete transparency.

Competitive Advantages• Untapped niche market in a mature industry.

• Highly automated, online business model.

• Scalable business.

• Increased efficiencies.

• Compelling value proposition for owners, managers and renters.

• 24/7, Real-time access to data.

• Extra revenue stream for real estate agents.

• Unique use of mobile technologies.

Key Investment Highlights• First to market with an 18 month head start within this niche sector

• Large domestic property management market of $2.7bn per year in Australia comprising 2m investment properties.

• Strong income potential even with small market share.

• Online business model to reduce costs.

• National rollout plan to capture self-managed owners and real estate agent markets.

• Global potential through IP licensing globally.

• Proven sector in a mature market with forecast future growth.

• Detailed business plan.

• Defined Exit Strategy.

• Good bolt-on acquisition target as online platform and industry provides access to 2 growth markets.

Rentmaster Pty LtdProperty Management 2008 Early StageAustraliaCapital Raising and Strategic Investors

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Board & Management:

Daniel Prasad, B.A (Accounting) Chairman & CEO Daniel is the founder of PIE Group and principal architect of the PIE Group business model. His background is in banking & finance with various major banks.

Frank Broos – Non- Executive Director Frank is current Chairman of Australian Computer Solutions and was previously MD of Sanderson’s in Australia/Asia Pacific. He has 40 years of experience in IT.

Colin Hoschke, Associate of Securities Institute of Australia – Non-Executive Director Colin is currently a director of Mainpac Pty Ltd a technology Company and several other technology based companies. He has over 40 years of experience in software development, operations & marketing and has been previously MD of Datec & Wacher Partners.

Rama Drawapudi, M. Sc Head of IT Rama is Head of IT department, overseeing the development of the current range of products & services for the PIE Group. International Experience.

Abhijeet Kumar, B. Engineering (Telecommunication) Chief Operating Officer Abhijeet is an outstanding professional responsible for all operational matters across all countries.Has experience in various areas of ICT and Software Consultant companies.

Richard Kneeves, CPA CFO & Company SecretaryRichard Kneeves is a qualified accountant and has wide experience in leading Financial operations in a number of public companies.

Corporate StructureUnlisted public company with only one class of share:

Ordinary shares.

Exit StrategyThe investor will exit through a planned IPO, trade sale or share buyback. The company expects to float on a suitable exchange within 18 months.

Executive SummaryPIE Ltd is a diversified IT technology Group developing & operating multiple IT products in

several jurisdictions underpinned by a centralised development & operations centre in India.

PIE Ltd develops applications and businesses with proven models for market need, growth

and profitability. PIE Group currently has 10 products fully developed and commercially

generating revenues across 3 countries.

Competitive Advantages• Low cost product development & operations

• Products & services can be replicated for multiple jurisdictions and markets

• All products and services operate in proven markets & have a profitability model

• Highly scalable, leveraged & operates in high growth sectors

• Significant database of revenue customers & members

• Products are developed, operational & profitable in 3 countries

• Products & services targeted both to business & retail segments

Key Investment Highlights• Defined exit strategy with public listing or trade sale options in 3 countries

• Diversified product & services across multiple jurisdictions

• Experienced board & management team and talented development team

• High growth products & services with long term sustainable margins & profitability

• Highly scalable & economies of scale apply

• Minimal debt .Current growth/expansion currently funded out on internal cash flow/

existing profitability

• Short product development time frame from design to commercialism for most products

and services

• Dynamic and talented team of 30 employees across 3 countries

• Successfully completed previous rounds of funding in adverse market conditions

Prasad Information Enterprises Ltd Software Development / Ecommerce/ Media2007 Expansion & Growth Australia, New Zealand, India Capital raising & strategic partnerships

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Board & Management:

Andrew Sneddon, BEcon, ACA - Chairman Andrew is a former Partner of PricewaterhouseCoopers, who specialised in emerging technology companies. He is the chairman of 5 other emerging companies Keith Mackenzie, ACA - CEO Keith has significant expertise in manufacturing and technology and considerable experience in managing international operations. Previously CFO of 3 publicly listed companies, and CEO of large manufacturer. Greg Beaver - BDM Greg is the Director of the Pioneer Development Fund, the lead investor in MIRteq. He has significant experience working with early stage companies, commercialising innovation and leveraging international networks. Peter Engelbert, BE Chem (Hons), MBA - COO Peter has experience developing quality management systems (Astra and CSR). Previously designed, built and managed a large “green field” resin factory, with significant output. Peter Hodgson - Inventor Peter is the founder and inventor of the MIR technology and has 10 years experience working on the chemistry of composite materials. He has an acute knowledge of the molecular science that underlies the composite industry.

Corporate StructureA Proprietary Limited company with one subsidiary

Exit StrategyMIRteq’s objective is to build its presence in the USA, engage all the major resin companies, then expand into Europe and Asia and use the same leveraged business model.

The international interest should create the exit opportunities within 2-3 years

Executive SummaryMIRteq has developed a world leading, patented, Microfibre Infused Resin (“MIR”) technology platform which has the potential to impact on traditional glassfibre manufacturing processes and ability to expand the range of thermoset applications.

The core technology introduces glass-fibres that are chemically treated to bond glass to existing resins, effectively displacing the need for conventional fibreglass reinforcements. The net result is a polymerisable liquid composite that is sprayable, pumpable and pourable.

The MIR technology delivers compelling economic, productivity, durability and environmental outcomes and provides a composite alternative to the thermo-plastic industry for short-run components where tooling costs are prohibitive.

MIRteq has:

• Won a prestigious American Composites Manufacturers Association 2010 Innovations Award;

• Agreed the terms of a USA Distribution Agreement with Composites One (the largest composites distributor in the USA);

• Early-adopter programmes running in Australia and the USA

Competitive Advantages• The platform technology delivers a world first MIR closed moulding process and a superior

tooling compound

• Early adopters report cost savings of 70% compared to traditional fibreglass manufacture and a much simplified manufacturing process

• MIRteq’s closed moulding solution delivers significant environmental benefits

• MIRteq’s resins currently being tested by Cooks Composites in the USA (the 3rd largest international resin company)

• Thermoset manufacturers can now mould or pour complex shapes

Key Investment Highlights• This is a technology investment with international growth prospects with a limited staff

engagement that is using a leveraged distribution model

• Its international potential is demonstrated by the extent of its USA industry engagements

• MIRteq business model is designed to engage all of the major resin manufacturers. MIRteq is a treated glass manufacturer. Resin formulations that chemically bond with the glass will be developed specifically for and in conjunction with the major resin companies. The resin companies will all be asked to test their own modified resins.

• MIRteq has no known competitors though it is competing with traditional manufacturing methods

MIRteq Pty Limited Fibreglass Composites 2006Commercialisation Sydney / NewcastleCapital Raising

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Board & Management:

Grant Thomas - CEO & Director Grant has over 10 years of franchise expertise via the oil, finance and catering industries along with significant management experience in rowing established or start up companies.

Scott Symons – CEO & Director Scott has over 10 years finance industry sales, team development & management experience. Scott has senior management and sales experience with retail telecommunications. Scott also has 8 years experience in hospitality at multi site high volume venues.

Vic Scerri National Promotions Manager & Shareholder Vic has significant experience in sales and business development in fixed and franchise based business.

Joel Steinberg National Franchise Manager Joel has over 15 years of experience in running international hotel chains in Australia and New Zealand and brings extensive expertise in franchising and multi-outlet hotel management.

Corporate StructureParty Hoppers Franchising Australia is a Pty Ltd Company

Exit StrategyWe have structured the company in such a manner that the states and various business components can be separated and sold off individually as part of our exit strategy. We are going to the east coast within 12 months and look to sell down business components state by state in two years.

Executive SummaryParty Hoppers is a unique mobile bar and catering service that provides a one-stop shop, one

point of contact and online booking process for all private or corporate events and catering.

Our method of delivery is our unique trademarked Party Hopper Can with fully contained

stocked bar and comes loaded with whatever you could desire to make your event unique

and unforgettable. We have created a franchise system to take this business Australia wide in

what can be considered as the first completely new franchise concept to hit Australia in years.

Competitive Advantages• First strike advantage protected by our trademarked can

• Successfully Operating in basic form in New Zealand

• Incredible presence and excitement generated visually with Hopper

• No direct competitors in Australian market for this unique concept

• Incredible interest in using Hoppers at major events & festivals around Australia

• Great support and excitement from International liquor suppliers

• Unique ‘can’ gives us a very marketable shape

• Hopper can be ‘skinned’ to represent sponsor or supplier brands for additional revenue

Key Investment Highlights• Unique brand and exciting concept

• Limited risk and exposure to be a part of very exciting new brand and product offering

• All work complete on franchise documents and structure, business already operating

• Great growth potential and enormous upside at early stage of business

• Value of business will improve greatly over next 12-24 months

• Franchise model reduces restrictive start up costs

• Mobile nature of business means fixed costs low, no need for expensive multi retail sites

• International expansion possible in multiple markets

• Multiple income streams through franchise, major event & promotional and brand a can marketing

Party Hoppers Franchising Australia Pty Ltd Hospitality/Franchise 2009 Seed Perth and Adelaide, AustraliaCapital Raising


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Board & Management:

Wayne Bloomer - Director Wayne is the Sole Director of Bloomer Constructions, which he has steered from an initial turn-over of $500,000 to over $70million per annum. John Koek, BE (Hons) - Director John formed a successful engineering consultancy in 1991. He has supervised numerous significant residential and industrial developments, as well as a number of environmental “clean-up” projects. Joe Dugas, Member of the Institute of Chartered Accountants, Chartered Secretaries Australia Registered Tax Agent - Director Joe has had more than 35 years experience within the Australian Banking Industry. Specific experience in Management involving the financial assessment of businesses. Expertise in financial literacy and risk management. Dr. Andrew Magub, B.App.Sci (Blt Env) B.Arch (Hons) M.Proj.Man PhD - DirectorAndrew has had 20 years in the construction and project management industries. Michael Avery, B.Eng (mining) MBAAustralia. Consultant Mick has over 25 years experience in the mining industry. Management & technical roles and recently establishing a number of successful companies in coal exploration, mining consultancy services and mining contractor services.

Corporate Structure• TRS is an Unlisted Public company.

• 100,000,000 shares to be issued

• Approx 50% will be in publicly owned through seed and IPO investors

• 50% owned by founders and advisers who have assisted TRS over the last several years.

Exit StrategyThe ultimate exit strategies would be to list on an appropriate stock exchange or a trade sale. Approx. timeframe 24 months. The Directors are fully committed to gain the maximum return for investors and will be monitoring this process as the business matures and grows.

Executive SummaryTyre Recycling Systems Limited was founded to address the burgeoning problem of scrap tyres and to provide a profitable and environmentally acceptable solution to the problem.

Over 20 million car and OTR mining tyres end up in landfill each year. TRS have secured the exclusive rights to market & manufacture “Eagle” tyre shredding equipment throughout the entire Asia Pacific Region – including the only mobile OTR shredding equipment in the world.

TRS is currently working with European companies to design purpose built tyre recycling plants and Tyre Derived Fuel electricity generation plants that have the capacity to generate up to 10 Megawatts per annum. The TDF electricity generation plants are fuelled by processed shredded tyres. Together with the Eagle equipment, end of life tyres can be cost effectively processed to produce electricity in remote locations.

Competitive Advantages• First mover in Australia.

• Exclusive license for the Eagle equipment throughout Asia.

• Only portable machine of its type in the world.

• Well placed to be at the forefront of the Federal Government’s Tyre Stewardship reforms.

• Can provide proven, environmentally safe solutions to an area of ongoing illegal waste & disposal.

• TRS have researched and solved the problem of waste tyres (passenger through to OTR’s) to be able to recycle them into 100 % pure rubber and also TDF using “World’s best practice” and proven technology.

• Huge worldwide market for TDF raw material.

Key Investment Highlights• Investment opportunity at ground level.

• Planned acquisition of tyre collection business approved licenses, profitable operation, and contracts in place.

• Plans in discussion to rapidly expand the collection business.

• Green investment - environmental solution to ongoing illegal waste and disposal problems.

• Advanced discussions with a large car manufacturer, existing mines and councils to use the TRS business solution.

• TRS can produce rubber at a fraction of the cost of buying it on the open market. • Massive growth potential worldwide for all of TRS processes. • TRS are currently in talks with a large overseas TDF broker (for rubber export).• Opportunity to generate and sell carbon credits. • Investors getting an 8% pa coupon rate for 2 years (Ideal for super funds).

• Converting rate at $0.10 per share. IPO at $0.20 per share.

Tyre Recycling Systems Ltd (TRS) Tyre Collection/Recycling/Electricity Generation 2009 Early Stage & Investment Acquisition Brisbane, AustraliaPre IPO Capital Raising

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Board & Management:

Paul Cole, AIMM GCert Franchising MMark CEO Paul has previously held various roles within the Telco industry throughout his 8 year tenure, including Vodafone’s “@MYER” Concept Channel, which oversaw the roll-out of 27 new sites; Group Sales Manager for Australia’s largest Regional Optus Dealer Network; and has also operated many of his own Retail Telco stores. Paul is also one of few Professionals in Australia to hold a Formal Qualification in Franchising, backed up with a Masters Degree in Marketing and has a very close relationship with the APAC Centre for Franchising Excellence;

Dean Sands – Sales DirectorDean has had a stellar career in Sales across the Telco industry. He was the youngest store manager within Australia’s largest Regional Optus Dealer channel and steered the store to become the highest grossing store in the group. He has significant experience implementing various new strategies to e nhance the profitability of his stores.

Marchello Lipinski, BCom - General ManagerPreviously State General Sales Manager for Vodafone’s “@MYER’ Concept Channel

Justen Tillman – Growth ManagerPreviously Franchise Manager for Harcourts

Corporate StructureEZYCOM is a Pty Limited company investors would be purchasing an allotment of shares in the company.

Exit StrategyThe 2 potential exit strategies under consideration are implementing a Share Buy-Back scheme for investors; or floating the organization as the ultimate exit. The first strategy is estimated to be executed within 24-36mths and the second within 48-60mths

Executive SummaryEZYCOM is an exciting new concept in Retailing. Our aim is to deliver stores that are more ‘profitable’ than legacy retail stores through operating on extremely low overheads and placement in locations of far higher traffic than most Telco outlets.

We have adopted a Franchise model as the main method of growth for the organization. Through the success of our operational systems for small form retail outlets we have been awarded with a contract by Optus Country to open 46 new regional Kiosk or ‘Store-in-Store’ sites across QLD. This contract is phase 1 of a 3-stage roll-out planned by Optus to increase their Customer Base and presence across Regional Australia. We are confident that after the successful launch of our QLD sites we will be offered the opportunity to take on further contracts for VIC and/or WA.

Competitive Advantages• New ‘Optus Country’ sites are based largely in locations that have no other Optus presence

• EZYCOM Kiosks are located in the highest traffic thoroughfares of large ‘A-Grade’ shopping centres

• Unique marketing strategy to promote the ‘Hottest Handsets’ on the ‘Best Plans’ to reduce consumer confusion

• Exclusive dealership arrangements with cutting edge technology distributors such as ‘UBISURFER’

• Stores have a high visual impact using bright and recognizable colour schemes

• We have the ability to arrange exclusive handset and pricing offers with our Carriers

Key Investment Highlights• Reduced costs associated with forming our Franchise model due to CEO’s Franchising

sector relationships

• Awarded the ‘Optus Country’ contract for QLD

• Optus are funding the majority of the costs associated with rolling out our new ‘Optus Country’ sites

• Management team possess a wealth of industry and role specific experience

• Fantastic opportunity to profit from the sale of our ‘Optus Country’ sites to Franchisees

• A recurring revenue stream from the ongoing Franchise fees

• Low exposure risk as each store will be operated independently by a Franchisee

EZYCOM Pty Limited Retail Telecommunications 2010 Expansion Queensland, Australia Capital Raising

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Board & Management:

Mr Leif Helth Jensen

Chairman, CEO, Non Exec. Director

Mr Leon Ivory - CEO, Director

Mr Christopher G. Clement - COO Elect

Prof. Peter Brooks MD - Director

Dr Roger New - Director

Dr Barry Walker - Director

Mr Edward Daquino - Chief Financial Officer

Mr Mark Clements - Company Secretary

Corporate StructureBone Limited is a public company listed on the ASX

Exit StrategyBeing listed on the Australian Stock Exchange (ASX), Bone investors are able to readily find liquidity in their investment. Following a substantial capital raising, and successful clinical trials in the leading drug candidates, Bone will be prepared for a Large Pharmaceutical partner with the possibility of a late stage takeover. An approximate time frame for these events would be 2-4 years.

Executive SummaryBone Medical Limited (Bone) is an international biopharmaceutical development company positioned to exploit the growing market in the treatment of bone disease particularly in osteoporosis and arthritis. Bone is focussed on breakthrough treatments for bone and joint degeneration and disease, especially osteoporosis and arthritis.

Bones’s first two drug candidates are Capsitonin™, an oral formulation of calcitonin which as an injectable and nasal spray generates annual sales of approx $1 billion, and CaPTHymone™, an oral formulation of parathyroid hormone which as an injectable is also a billion dollar market, both used for treatment on osteoporosis. Bone’s lead arthritis candidate is TNF Regulators BN006 which is currently a $15 Billion market.

Bone’s strategy is to develop oral versions of currently approved injectable drugs (low risk) using the in-licensed oral delivery technology, Axcess™ and Mozaic™.

Competitive Advantages• Substantial research experience in the development of oral protein delivery systems;

• Successful clinical studies demonstrating effective oral delivery of therapeutic peptides;

• Novel, evidence-based drug discovery technology focussed on modification of cellular behaviour;

• Unique single therapeutic area / multi-technology platform combination permits development of coherent product pipeline;

• Low-cost business model avoiding substantial overheads and emphasizing operational flexibility

• Bone Medical trades at a steep discount to peers on both an intrinsic valuation and competitive basis.

• The leading drug candidates (Capsitonin™and CaPTHymone™) are non-new chemical entities.

Key Investment Highlights• Portfolio approach reduces overall risk

• Strong Board and Management with specific expertise in drug development and commercialisation

• Strong project pipeline that should enable on-going development of innovative pharmaceutical products

• Bone’s technologies are well founded and have the potential to generate competitive products;

• Market opportunity remains attractively large

• Technologies are the subject of several patent applications which cover the requisite scope of Bone’s research and development effort

• Two lead products do not contain new chemical entities and their development and regulatory pathway is therefore likely to be shorter and less costly than for novel drugs.

• Potential licensing opportunity out if selected products succeed in phase II trials

Bone Medical Limited (ASX:BNE) Biotech2003 Late development Perth, Western Australia Capital Raising

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Board & Management:

Domenic Carosa - Chairman / Director Domenic is the founder and CEO of dominet, a boutique internet investment group and was cofounder and Group CEO of ASX-listed destra Corporation Ltd (ASX: DES), which was the largest independent media and entertainment company in Australia with revenues of over $100m. Domenic has over 15 years experience in business and technology and is ex Chairman of the Internet Industry Association.

Danny Wallis - Director Danny is the founder of ASX-listed DWS Advanced Business Solutions Ltd (ASX: DWS). In 15 years Danny has built the organisation to in excess of 600 staff with operations in Melbourne and Sydney.

Tony Stephen - Director Tony is the founder and principal of AW Stephen & Associates. Tony has over 27 years of broad tax and commercial experience. Anthony spent 25 years with PricewaterhouseCoopers where he developed substantial expertise in tax and business advisory. Tony has specialist skills in developing global growth strategies, particularly for technology companies.

Corporate StructureThe Future Capital Development Fund Limited is a Pooled Development Fund.

Exit StrategyThe Future Capital Development Fund will seek to list on a stock exchange by 2011. The exact timing will be determined by market conditions and the performance of the investee companies.

Executive SummaryFuture Capital Development Fund Limited is a pooled development fund (PDF). As a PDF, the Company will actively seek to achieve capital growth for its Shareholders by providing equity capital to emerging unlisted and listed companies and provides excellent tax benefits inherent in a PDF structure.

The Fund’s focus is on investing into ‘Internet Upstarts’, that are highly scalable, low touch and make money while we sleep.

The Board intends to further pursue this strategy of investing in companies which meet FCDFs investment philosophy and whose value can be increased by the provision of capital, management advice and strategic board direction. The fund is looking for further expansion capital to be to maximise the opportunities available in the Australian Internet Industry.

The Company has completed three investments to date:

• Our Wishing Well Pty Ltd (OWW)

• Domain Folio 1 Pty Ltd (DF1)

• SMS Central Australia Pty Ltd (SMSC)

Competitive Advantages• Investee companies have an existing local footprint with global potential

• Each business chosen is highly scalable with significant upside

• Experienced team can implement automated business model

• Track record of positive cash flow

• Companies chosen need capital to realise full growth potential

• No more new PDFs are able to be formed

Key Investment Highlights• Very experienced team in early stage investment of internet technologies and taking

companies public

• Defined exit strategy of a stock exchange listing

• PDF has concessional income tax rates

• Dividends from PDFs are tax exempt

• Capital gain from sale of shares is tax exempt

Future Capital Development Fund Funds Managment/Internet1998 Pre-IPOAustraliaPre-IPO Capital Raising

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Board & Management:

Dr Doug Wilson, MB, ChB, PhD, FRACP, FRCPA Executive Chairman Formally Global Head of Medicine Boehringer Ingelheim. Oversaw regulatory approval and launch of 10 drugs

Professor Paul Watt, BSc. D. Phil (Oxon) Executive Director/CEO Doctorate from Oxford, Postdoctoral Fellowships at Harvard and Oxford; 40 publications, 19 patents

Harry Karelis, BSc. MBA CFA FAICD Non-Executive Director Founder and MD of Titan Bioventures, Managing Biotech Capital Limited Bruce McHarrie, B.Com FCA Director, Finance/Business Development, Telethon Institute for Child Health Research. Former roles: Assistant Director Biotech Division, Rothschild Asset Management, London, Coopers&Lybrand, Deloitte Anthony Barton 30 years experience encompassing capital markets, corporate finance, funds management

Corporate StructurePublic, traded on ASX Shares on issue: 235.7 million

Capital Structure 235.7 million Ordinary shares 22.69 million Options 1,340,000 notes (which can convert to 26.8 million shares) Market Capitalization: Approximately US$30M Top 5 Shareholders hold 45% of Phylogica stock

Exit StrategyTrade sale to a large Pharmaceutical company, estimated 2 year timeframe.

Executive SummaryPhylogica is engaged in the discovery and development of novel peptide-based biopharmaceuticals. Phylogica enters into discovery alliances with large Pharmaceutical companies for which it identifies potent bioactive peptides. These deals provide access to short term revenue as well as future milestone payments and royalties.

Phylogica has discovered and validated a proprietary class of targeted peptide therapeutics Phylomers®) which constitute the most structurally diverse source of peptides available. Phylogica has made libraries of billions of Phylomers from which drug candidates can be selected using the company’s advanced screening methods.

Phylogica owns this unique class of peptides, with 16 patent families, including multiple granted patents in the US and Europe. Phylogica is in the commercialization phase and is beginning to sign discovery deals with some of the world’s largest pharmaceutical companies (eg. Roche).

Competitive Advantages• Advantages over biologics discovery platforms (antibodies, protein scaffolds or random

peptides)

• Phylomer libraries are the most structurally diverse biologics libraries available

• The hit-to-target ratios from Phylomer® libraries are high and the proportion of hits which are of high target affinity, and are biologically functional, is also high

• Phylomers can be straightforwardly made by chemical synthesis

• Phylomers can be delivered by patient friendly means such as intranasally

• Phylomer libraries (unlike antibody libraries) are not associated with patent ‘royalty stacks’

Key Investment Highlights• Phylogica is highly regarded globally in the peptide discovery space

• Phylogica’s technology is based on sound and competitive science

• The company is now focused on the core asset – its Phylomer libraries

• Phylogica’s peers are valued at more than US$100 million

• The average acquisition value for a drug discovery company like Phylogica is hundreds of millions of dollars

• Phylomers offer clear advantages over competing biologics drugs

• Phylogica has validated its technology and streamlined its processes to allow scalability

• Phylogica is commercially validated, having been chosen by large Pharmaceutical companies for discovery partnerships

• Unlike most Australian biotechnology companies, Phylogica bears no risk from failure in clinical trials since its candidates are licensed at the discovery stage to partners

• Phylogica’s business model provides access to early revenue with very good margins

• More than 30% of new drugs in development are biologics, which are expected to constitute approximately half of all drugs by 2015, with the peptide market alone enjoying double digit growth.

Phylogica (ASX:PYC) Biotechnology and Pharmaceuticals 2003 Commercialisation stagePerth, AustraliaInvestor Relationships

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Management Team:

Daniel Norton BA (Comp Sci, Cogs Sci), BSc Director Experienced private trader and quantitative model developer with a focus on artificial intelligence, neural networks, genetic algorithms and fuzzy logic models. Developer of the Automated Market Interface and underlying financials models. Investment Manager of the Fund.

Malcolm McIntosh BA (Econ) Hon Responsible Manager Experienced Director in financial institutions specialising in financial products for wholesale investors (15 years). Emile Pierides BBus (Accounting) – Responsible Manager Experienced in funds management as well as institutional and non-institutional trading operations (13 years). Experienced Responsible Manager for brokers and other fund management vehicles.

Corporate StructureBlue Fusion Asset Management is a Proprietary Limited Company.

Exit StrategyInvestors may sell their Blue Fusion Alpha Fund units after 12 months and redeem their invested capital, as well as profits made through increases in the unit price.

The Company aims to list on a suitable exchange at an appropriate time (aiming for 3 years).

Executive SummaryBlue Fusion Asset Management (BFAM) uses a state-of-the-art high-frequency algorithmic trading interface to automatically trade financial models through brokers globally. With real time portfolio level risk management, the fund can take advantage of sudden market movements at a speed and accuracy that human traders cannot match.

With substantial scalability of the business model without comparable increases in running costs, and an experienced management team, BFAM expects exponential short term growth without requiring further capital.

The Company is seeking foundation investors for the fund (not the company) which means investors hold redeemable units in the fund and are rewarded with equity in the fund’s management company (BFAM).

Competitive Advantages• No Management, subscription, redemption, withdrawal or administration fees.

• Performance bonuses only payable if investors receive a minimum 20% PA

• The fund implements strategies that are un-tradable by human traders - interface responds to market movements in milliseconds

• Automatic execution of protective trades to neutralize exposure in milliseconds in real time as required.

• The fund can manage over $1 Billion without diluting returns.

• Unique process managing assets to address client’s portfolio diversification needs.

Key Investment Highlights• Multiple sources of return - strong returns on fund investment and substantial growth of

equity value in the management company.

• Opportunity to redeem investment without having to sell equity in the funds management company.

• Substantially scalable business model without escalation of running costs.

• Strong Board and Management with substantial trading, funds management and corporate governance experience – specifically in wholesale investments.

• Innovative business model means BFAM exceeds industry standards in generating income of funds under management.

• Opportunity for management role and active influence on company decisions.

Blue Fusion Asset Management Pty Ltd Financial Services 2008 Early Stage Brisbane, AustraliaFoundation Investment

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Board & Management:

Alan Corkill - Managing Director Alan is a director of a successful strategic management company, with clients predominantly in the mining, oil & gas sectors. Alan has a strong network of senior members of mining industry and is well placed to increase the board’s non executive membership.

Michael Smith – BBus Director Michael has significant experience in human resources management and has had substantial exposure within the energy delivery and coal sectors. Michael possesses strong operational knowledge in gold processing, tenements and operational development of projects.

Nicholas Clark - LL.B., BE.c.,GradCertBusLaw.,AFAIM.,AIAMA.,JP (NSW) Company Secretary Nicholas has 15 years experience in corporate governance and risk mitigation in the mining, oil & gas sectors.

Corporate StructureCurrently Eastern Regions Resources is Pty Ltd (non listed) company.

Exit StrategyIt is anticipated Eastern Regions Resources will float on a suitable exchange platform by 3rd quarter

Executive SummaryEastern Regions Resources Pty Ltd was incorporated in 2009 and was established to explore and develop mineral resource projects in Australia and internationally. The company aims to develop economic mineral reserves through cost efficient exploration, and joint ventures with reputable partners with the ultimate goal of discovering and developing mineral reserves and becoming a successful established mining company.

To maximise its chances of success the Company has appointed a management team with proven skills and experience in the operational, legal and financial aspects of exploration and development of mineral deposits.

Competitive Advantages• Eastern Regions Resources offers investors direct exposure to exploration and resource

development success.

• Eastern Regions Resources boasts an impressive strategic portfolio of proven and highly prospective gold tenements.

• An aggressive exploration and resource development strategy coupled with gold deposits positively located alongside significant and established mining operations, afford Eastern Regions immediate, timely and cost effective gold production opportunities.

Key Investment Highlights• Eastern Regions Resources Pty Ltd (Eastern Regions or the Company) is a company

established to explore for and develop mineral resource projects in Australia and internationally.

• The Company has entered into a number of tenement sale agreements with a number of parties to acquire their various projects.

• All Projects are prospective for gold mineralisation.

• The objectives of the Company are to define mineralisation on the Project and identify, review and secure other potential mineral resource projects.

• The Board’s expertise in mineral exploration, project development and corporate governance will ensure that the funds raised will be utilised appropriately in furthering the objectives and aims of Eastern Regions Resources and its investors.

Eastern Regions Resources Pty Ltd Exploration Mining and Resources 2009 SeedPerth, Australia Seed Capital

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Board & Management:

Professional management with a very strong retail, wholesale and marketing background.

Olive pickers and processors are well experienced and provide the necessary skills ensuring the manual process continues to be an award winning and profitable operation.

Corporate StructureDetails to be provided to suitable professional investors.

Exit StrategyUltimately it is planned to have a public lisiting on a suitable exchange at an appropriate time, or alternatively being acquired by a large agriculture corporation.

Executive SummaryMulti award winning Olives & Oil business with an established track record of 12 years.

An opportunity exists to be a part of the acquisition of growth and expansion of this well

established business to further expand and develop upon a solid foundation.

Competitive Advantages• Multi Award Winning Olive Business:

• National Golden Olive Awards 2009, Best Extra Virgin Olive Oil in Show, 2 Gold Medals

• National Golden Olive Awards 2008, Best Extra Virgin Olive Oil in Show & Best Table Olives in

Show , 5 Gold Medals

• National Golden Olive Awards 2007, 4 Gold Medals

• The world needs to plant another 4 million hectares of olive trees to meet the present demand.

• Today’s total production of Australian olive oil is more than seven times the production of 2003.

• The value of Australian extra virgin olive oil exports, at $12.3million in 2007, is ten times what it

was in 2002

• 2007, with a positive outlook for the future partly due to the increase in production.

• Gooramadda olive grove is divided in three sections: planted in 1998, 1999 and 2001 respectively

Key Investment Highlights• Investment will look at providing a return of 12% per annum plus a share in the distributed profits.

• Proven results in a well established business.

• The nature of the business provides a fully integrated operation from growing through to production

through to retail sales.

• Subject to being satisfied of genuine enquiries further details will be made available to suitable

professional investors.

Gooramadda Olives & Oil Agriculture 1998 Expansion Gooramadda North Eastern Victoria, Australia Capital Raising

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Board & Management:

Professionally managed with a very strong retail, wholesale and marketing background.

Olive pickers and processors are well experienced and provide the necessary skills ensuring the manual process continues to be an award winning and profitable operation.

Corporate StructureDetails to be provided to suitable professional investors.

Exit StrategyUltimately it is planned to have a public lisiting on a suitable exchange at an appropriate time, or alternatively being acquired by a large agriculture corporation.

Executive SummaryMulti award winning Olives & Oil business with an established track record of 12 years. An

opportunity exists to be a part of the growth and expansion of this well established business

to further expand and develop upon a solid foundation.

Competitive Advantages• Multi Award Winning Olive Business:

• National Golden Olive Awards 2009, Best Extra Virgin Olive Oil in Show, 2 Gold Medals

• National Golden Olive Awards 2008, Best Extra Virgin Olive Oil in Show & Best Table Olives in

Show , 5 Gold Medals

• National Golden Olive Awards 2007, 4 Gold Medals

• The world needs to plant another 4 million hectares of olive trees to meet the present demand.

• Today’s total production of Australian olive oil is more than seven times the production of 2003.

• The value of Australian extra virgin olive oil exports, at $12.3million in 2007, is ten times what it

was in 2002

• 2007, with a positive outlook for the future partly due to the increase in production.

• Gooramadda olive grove is divided in three sections: planted in 1998, 1999 and 2001

respectively

Key Investment Highlights• Investment will look at providing a return of 12% per annum plus a share in the distributed profits.

• Proven results in a well established business.

• The nature of the business provides a fully integrated operation from growing through to production

through to retail sales.

• Subject to being satisfied of genuine enquiries further details will be made available to suitable

professional investors.

Gooramadda Olives & Oil Agriculture 1998 Expansion Gooramadda North Eastern Victoria, Australia Capital Raising

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Gooramadda Olives & Oil


Board & Management:

Michael Atwell - Managing Director Licensed Estate Agent Developer, MD of a tourism business, development company, traditional real estate agency and online real estate agency.

Andrew Drake - General Manager Manages day to day operations of the business including finance, operations, staff and setting the direction of the business moving forward.

Nic Don – Advisor Mortgagee Broker One of the top 20 brokers in Australia by volume.

Corporate Structuremy Home is for sale is a Limited Company that operates through a unit trust.

Exit Strategymy Home is for sale is aiming towards a listing on a suitable exchange within 3 years. A trade sale would also be considered.

Executive Summarymy Home is for sale is an online real estate agency that offers vendors the opportunity to save 95% of the typical selling costs if the owner is prepared to hold an open for inspection.

my Home is for sale advertises on all the top industry sites (particularly realestate.com.au and domain.com.au), undertakes the negotiation, provides a detailed appraisal and liaises with their preferred solicitor for a cost of $399 & $79 per month until sold.

Competitive Advantages• Offering the most comprehensive online real estate marketing package available on the

market

• The most affordable way to list on Realestate.com.au and Domain.com.au

• Licensed Real Estate agency holding all the necessary licenses for all states in Australia

• Access to industry-only valuation data

• Listing 30-35 properties per week

• A depth of industry experience not received from self-sell sites

• Detailed stock reports provided ensuring the property is never undersold

Key Investment Highlights• High growth since launch

• From zero to 1200 listings in 7 months

• Significant growth has been achieved without traditional marketing or PR campaigns

• Self sell/ private sale industry in Australia is largely underdeveloped

• One of Australia’s largest private sale/discount agency businesses

• Multiple untapped revenue streams i.e. On-site Finance, Conveyancing, Financial Planning, and advertising on our website

• Recently launched service categories: Commercial Sales & Leasing, Business sales & Residential leasing.

• Income potential from finance. Already 50 purchaser enquiries per day and 20 sales per week

my Home is for sale Real Estate / Internet 2009 Early stageAustraliaCapital Raising

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Board & Management:

Christopher Jordinson – ChairmanMr Jordinson has more than 15 years experience as a Company Secretary and Financial Controller for various Australian public companies and IPO’s in the mining industry, and has advised public companies such as Copper Mines and Metals Limited, Danae Resources Limited and Hargraves Resources NL. Nicola Mills MBA – CEONicola has over 15 years experience in management and marketing, including winning a number of national marketing awards and 2 international franchising awards. Nicola is the founder of Pacific Retail Management, growing the business from her first store to a network of over 35 outlets.

Corporate StructureAustralian Pty Ltd company. Top tier ordinary shares with full voting rights.

Exit StrategyListing on a suitable exchange at an appropriate time or trade sale, estimated to occur within 3 years.

Executive SummaryPacific Retail Management (PRM) is a growing multi-brand food franchisor, focusing on building profitable franchises through champion brands for the Australian and International Markets. PRM is set to make further strategic acquisitions to build market leading brands, improve group purchasing power, and company profitability with a view to publicly list on a suitable exchange at an appropriate time.

The current acquisition underway will see PRM grow from 35 outlets to 135 outlets in three to six months, subject to final due diligence.

Competitive Advantages• Company showed 70% profit growth year on year, and Go Sushi (key PRM brand)

showed 17% year on year growth.

• Voted Australian leading franchisor in the 2009 DC Strategy Awards, (voted by current franchisees and industry benchmarks)

• Included in BRW Fast Franchises 2010

• Expansion Australia-wide and internationally into India and France.

• Our key focus is on franchisee strength and profitability to build company profitability.

• Highly experienced team, with a minimum of 10 years experience in food, retail and franchising

• Further acquisitions and store growth increase purchasing power, market penetration, and brand impact to increase franchisee and company profitability.

Key Investment Highlights• Established business and business systems showing annual profits, with year on year growth.

• Strong corporate governance, with a board experienced in both retail and food, and publicly listed companies

• Strong acquisition prospects have been identified, with due diligence underway

• Strong management team, with experience in acquisitions, and turning around troubled companies to make solid profits

• International expansion in two markets (India and France) is already established

• Proven Acquisition Model: Franchisors who break the 30 store mark, show significant increases in profitability.

• Growth through strategic acquisition yields high profit returns, as proven by other multi-brand public listed franchisors currently in the market

Pacific Retail Management Pty Ltd Retail Food Franchising 2007 ExpansionSydney, AustraliaCapital Raising and Strategic Partnerships

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Board & Management:

John Bond, B.Comm, LLb – Executive Director John has over 20 years experience as a professional property investor, with a background in law, investment banking, property development.

David Schwartz – Executive Director David is a professional property investor with 25 years experience in negotiating acquisitions and overseeing the development of properties.

Jim Litis – Executive Director Jim is a professional property investor who has been investing in property for over 30 years.

Julian Lodge (FINSIA) – Chief Executive Officer Julian has over 15 years experience in the property industry with particular capabilities in the property development and asset management in property investment.

Mark Vonic – Chief Investment Officer Mark has 12 years experience in property funds management industry in Australia and internationally particularly in acquisition, due diligence, management, structuring and corporate governance.

Corporate StructureA Special Purpose Unit Trust is established to acquire each Property investment.

Exit StrategyInvestments should be viewed as a medium to longer term investment

Executive SummaryPrimewest is one of Australia’s most active and successful wholesale property

syndicators and developers. With more than a decade of experience, Primewest,

its directors and associated companies now command a national property portfolio

exceeding $1.2 billion in value and growing steadily. The growth has been based on

the directors’ vital mix of business experience in various industries, refined skills in

selecting property with genuine potential, a cautious investment approach, strong

relationships across the property industry and a firm commitment to the long term.

Competitive Advantages• Primewest has an established track record of 15 years

• Owners’ equity invested into Fund

• A co-investment model is the best way to align interest of the Manager with the Investor

• Value buyers with keen focus on return on equity (ROE)

• Investment opportunity must satisfy our ROE hurdles to proceed.

• Very successful in employing our counter cyclical strategy.

• Over $1.2 billion in real estate assets owned and managed across Australia.

• Portfolio includes office, retail and bulky goods, industrial, broad acre residential sub

division and development assets.

Key Investment Highlights• In 2009, Primewest raised $78m of equity to complete 4 separate acquisitions to the value

of $141.5m, in Melbourne, Brisbane and Perth

• Primewest Directors and senior Executives co-invested 8% of the total equity raised

• Forecast year 1 returns range from 7.5% per annum (value add investment) to 11.1% per

annum (passive investment)

• Investment is only available to investors who are “wholesale clients” within the requirements

of Section 761G of the Corporations Act 2001 (Cth).

Primewest Funds LtdProperty Investment1994 MaturePerth, AustraliaCapital Raising


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Board & Management:

Dr. Malcolm Linsell BSc, MBBS, MS, FRACS. Chairman/Executive Director. Plastic Surgeon. 4 years in Singapore involved with the prototype Goldzone Leadership Center.

Diana Colley MBA Director 20 years experience in training and development of leaders, most recently with Goldzone.

Fiona Linsell RN Director General Manager of successful medical practice. 4 years in Singapore. Intimate knowledge of Centre Operations/Finances.

Corporate StructureAustralian Leadership Centre is a Proprietary Limited company.

Exit StrategyBuyout or listing on a suitable exchange at an appropriate time (estimated for 3-5 years).

Executive SummaryAustralian Leadership Centre Pty. Ltd. develops and owns full service, high-tech, high-touch Leadership and Business Development Centres. Based on the success of the model developed in Singapore, the company plans Leadership Centres in 5 Australian capital cities over the next 10 years. The company partners with the Goldzone Group to deliver proprietary bespoke consulting, training and coaching with an extraordinary level of service in a 5-star environment. Our niche market includes CEO’s, board members, professionals and high net worth individuals. Each Centre generates multiple revenue streams including consulting, training coaching, food and beverage, wellness/spa facilities, concierge, transportation, serviced offices, conference facilities and membership fees.

Marketing of each Centre is under the brand; Goldzone Leadership Center.

Competitive Advantages• Niche market of CEO’s, board members, professionals and HNW’s

• Sales model has a high degree of client intimacy

• Consultative, total solution approach to develop leadership and businesses

• Few direct competitors

• Operating model difficult to duplicate

• Technology, systems and intellectual property all proprietary

• Multiple revenue streams, exceptional ROI, manageable risk

Key Investment Highlights• Strong and passionate management team

• Successful model already developed and proven

• Business fully systematized, so easy to replicate

• Multiple revenue streams from each centre

• Demand for the products and services expected to increase exponentially

• Exponential increase in profit from each centre after 3 years.

• Substantial capital growth and dividend returns

• Up to 75% equity in the company available to Australian investors

• An investment of passion/purpose: adding value to Australian Leaders and Businesses

Australian Leadership Centre Pty. Ltd. Professional Services 2004 Expansion Sydney, NSWCapital Raising

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Board & Management:

Dr. Malcolm Linsell BSc, MBBS, MS, FRACS. Chairman/Executive Director. Plastic Surgeon. 4 years in Singapore involved with the prototype Goldzone Leadership Center.

Diana Colley MBA Director 20 years experience in training and development of leaders, most recently with Goldzone.

Fiona Linsell RN Director General Manager of successful medical practice. 4 years in Singapore. Intimate knowledge of Centre Operations/Finances.

Corporate StructureAustralian Leadership Centre is a Proprietary Limited company.

Exit StrategyBuyout or listing on a suitable exchange at an appropriate time (estimated for 3-5 years).

Executive SummaryAustralian Leadership Centre Pty. Ltd. develops and owns full service, high-tech, high-touch Leadership and Business Development Centres. Based on the success of the model developed in Singapore, the company plans Leadership Centres in 5 Australian capital cities over the next 10 years. The company partners with the Goldzone Group to deliver proprietary bespoke consulting, training and coaching with an extraordinary level of service in a 5-star environment. Our niche market includes CEO’s, board members, professionals and high net worth individuals. Each Centre generates multiple revenue streams including consulting, training coaching, food and beverage, wellness/spa facilities, concierge, transportation, serviced offices, conference facilities and membership fees.

Marketing of each Centre is under the brand; Goldzone Leadership Center.

Competitive Advantages• Niche market of CEO’s, board members, professionals and HNW’s

• Sales model has a high degree of client intimacy

• Consultative, total solution approach to develop leadership and businesses

• Few direct competitors

• Operating model difficult to duplicate

• Technology, systems and intellectual property all proprietary

• Multiple revenue streams, exceptional ROI, manageable risk

Key Investment Highlights• Strong and passionate management team

• Successful model already developed and proven

• Business fully systematized, so easy to replicate

• Multiple revenue streams from each centre

• Demand for the products and services expected to increase exponentially

• Exponential increase in profit from each centre after 3 years.

• Substantial capital growth and dividend returns

• Up to 75% equity in the company available to Australian investors

• An investment of passion/purpose: adding value to Australian Leaders and Businesses

Australian Leadership Centre Pty. Ltd. Professional Services 2004 Expansion Sydney, NSWCapital Raising

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ustralian A entreCLeadership


Board & Management:

Peter Valentine– B.Arts (Hon.) Non Executive Director, Chairman Associate Professor Environmental Science. Serving leading environment organisations over 30 years. Worked internationally for the IUCN. Over 100 publications in ecotourism, ecology, conservation economics, wildlife and protected area management.

Mark Herrmann – B.Sc. Managing Director 26 years managing and planning for national and marine parks. Lead successful nature-based commercial businesses in a constrained government environment. Appointee to key government Boards.

Shirley Herrmann – B.Edu. Dip. Teach Non Executive Director, Company Secretary Extensive career in communication, coordination and teaching roles. A founding Director who worked on establishing the company vision, structure and policy.

Corporate StructureEco Sanctuaries International Ltd is an unlisted public company offering ordinary shares to raise $5M in return for up to 44% of the company.

Exit StrategyExit strategies include acquisition of strategic targets, positioning for strategic acquisition, share buy back, private sale of shares and IPO. Eco Sanctuaries seeks to complete an IPO on a suitable exchange at an appropriate time (aiming for 3 years) as a significant part of building its capacity for major expansion.

Executive SummaryEco Sanctuaries International Ltd is an ethical Australian company developing a network of national park style destinations with ecotourism services that showcase sustainable power, building design and technologies, and natural resource management. The destinations are associated with iconic national parks and landscapes.

Ecotourism services include accommodation, hire, food retail and conference/executive services, and tours. Sustainability services include integrated sustainable buildings, appliances and technologies, carbon programs, land rehabilitation and endangered species management.

Flour Cask Bay Sanctuary on Kangaroo Island is the Companies’ multi-award winning pilot destination. The business has experienced rapid growth of 128% during the 2009 FY and is currently exceeding 200% for 2010. Focusing on nature-based accommodation and activities in private settings, the Sanctuary attracts environmentally and socially aware travellers, a sector that is currently growing at 15% globally. Competitive Advantages• Established key online tourism networks for 4 years with growing market credibility and

revenue growth at over 200%

• High growth ecotourism sector (15%/annum); 3 times the rate of other tourism

• Increasing return clientele and referrals

• Winner of multiple tourism, sustainability, and sustainable tourism awards

• Kangaroo Island 9th area added to the National Landscapes Program, a joint initiative of Tourism Australia and Parks Australia for Australian icons

• High levels of privacy and solitude in a supportive and comfortable venue

Key Investment Highlights• Experienced management and advisory team with over 30 years experience in sector

• Ethical investment that provides security through property and other assets and solid returns from a diversified business model that has been tested during a 4 year commercial pilot program

• Scalable business for Australian and international markets.

• First to market integrated sustainability, conservation and ecotourism concept that meets growing demand for cost effective environmental solutions.

• Multi-award winning pilot business recognised at State, national and international levels

• Extensive alignment with government programs in green technology, carbon/climate change, conservation/endangered species and ecotourism with capacity to leverage significant government grants, tax advantage and assistance.

• Multiple revenue streams and broad demographic appeal provides buffers for market fluctuations

Eco Sanctuaries International Ltd Greentech, Property, Ecotourism2004 Expansion Melbourne, AustraliaCapital Raising

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TOPICS TO BE COVERED

PRESENTERS, EXPERT PANEL & “THE PITCH”

THE TIME IS RIGHT

mastery

of business

& entrepreneurship

In association with MBE EDUCATION

• Investor confidence is high. 96.1% believe now is a good time to invest (WI Survey, Nov 09) • The GFC has held back billions of dollars in IPOs, creating a pent up demand for quality investment opportunities • Over $1 trillion dollars now in Superannuation in Australia • Over $100 billion cash in self managed super funds

The Capital Raising Conference 2010 will unlock the specific methods, strategies and process to raising capital for any venture, whether it be a start-up or established business.

• Step by step process to raising capital for any venture • Documentation required to raise capital • Legal exemptions that allow you to raise up to $5m privately without a prospectus • Valuations – how to value your opportunity correctly • How to structure your offer so that it has the highest chance of success • How to find investors who are interested in your deal • How to create the perfect “pitch” • The top 6 mistakes most entrepreneurs make that almost guarantees failure• Raise capital from investors to fund business acquisitions

• Information Memorandum template• Business Plan template • Share Capital Spreadsheet • Financial Projections spreadsheet • Non Disclosure Agreement • Powerpoint “Pitch” presentation

PLUS receive over $6,000 worth of documentation including:

Led by Reuben Buchanan, you will benefit from a combined 30 years of capital raising experience. Collectively the expert presenters have raised in excess of $100m and worked on over $1 billion worth of transactions.

Throughout the conference, there will be a series of expert panels. One panel will workshop several deals live. This will allow you to see in real time, how your deal should be structured.

You will also be able to see a “perfect pitch” presented live by a company who has raised in excess of $5m privately.

REGISTER TODAY FREE attendance for Wholesale Investor subscribers. Go to www.mbeeducation.com.au - click on Capital Raising Conference and use promo code WI to secure your complimentary ticket. For further information including sponsorship details, email [email protected] or phone 1300 858 418.

EVENT DETAILSDate: Saturday 27th March 2010

Time: 8.30am – 6.30pm

Venue: Wesley Centre, 220 Pitt St, Sydney 2000

FREE tickets for Wholesale Investor subscribers. Go to www.mbeeducation.com.au and register using promo code WI

Keynote Presenter:

Reuben BuchananCorporate Advisor - Integral CapitalFounder - Wholesale InvestorFounder - Wealth Creator Magazine

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