24 STEERFORTH ST MANAGEMENT LTD

Executive Summary

24 Steerforth St Management Ltd currently exists in a dormant financial state with minimal assets and no trading activity, reflecting an early-stage company without financial stress but also without operational momentum. The company is compliant with regulatory filings, indicating good governance, but to improve its financial health, it must activate business operations and build working capital. Focused strategic planning and financial monitoring will be essential to transition from dormancy to sustainable growth.

24 STEERFORTH ST MANAGEMENT LTD - Analysis Report

Company Number: 15312852

Analysis Date: 2025-07-19 12:23 UTC

Financial Health Assessment: 24 STEERFORTH ST MANAGEMENT LTD

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1. Financial Health Score: Grade D

Explanation:
The company is very early-stage and dormant with minimal financial activity and an almost negligible asset base (£2 net assets). While there are no red flags regarding debts or liabilities, the financial "vital signs" are extremely weak, reflecting a company that is not yet operational or generating meaningful business activity. This places the company in a fragile state, akin to a patient in the initial stages of health monitoring with no symptoms yet but no signs of robustness either.

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2. Key Vital Signs

Metric	Value	Interpretation
Account Category	Dormant	No significant trading or financial transactions during the year.
Net Current Assets	£2	Extremely low working capital; minimal buffer for expenses or operations.
Net Assets (Shareholders Funds)	£2	Insignificant equity base; the company holds virtually no tangible net worth.
Average Number of Employees	1	Sole director/employee indicating micro-operation scale.
Filing Status	Up to date	No overdue filings; compliance is good which is a positive sign.
Industry Classification (SIC)	98000 (Residents property management)	Niche sector, likely related to managing property assets.

Interpretation:

• The "vital signs" here indicate a company in a dormant state, with virtually no active trading or business operations.
• The financial "pulse" is very faint: net assets of £2 represent a minimal capital base.
• No liabilities or debts are reported, which is positive but mainly because of inactivity rather than strong financial management.
• The company is compliant with filings, which shows good governance hygiene despite the dormant status.
• The director holds significant control (25-50%), indicating a clear leadership structure, but the company’s financial health is essentially that of a startup shell.

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3. Diagnosis

The company is currently in a dormant phase, showing no symptoms of active trading or financial stress but also no indicators of business growth or financial robustness. This is similar to a patient who has undergone initial check-ups but has not yet begun treatment or activity, so their health status is neutral but vulnerable.

• The financial statements reflect a micro-entity at the earliest stage, with no income, expenses, or operational transactions recorded.
• The negligible net assets and current assets imply no operational cash flow or reserves, which means the company is not yet "exercising" its business muscles.
• Compliance with filing deadlines and proper record keeping suggests the management is attentive to regulatory obligations, a positive sign for future health monitoring.
• The company appears structurally sound but financially inactive, akin to a dormant seed with potential but no current growth.

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4. Recommendations

To improve financial wellness and transition from dormancy to active trading, the company should consider the following steps:

1. Activate Business Operations:
   Begin trading activities to generate revenue and establish a healthy cash flow, which is crucial for building working capital and financial resilience.

2. Build Working Capital:
   Inject or accumulate funds to increase the net current assets beyond negligible levels. Healthy working capital allows the company to cover short-term liabilities and operational expenses.

3. Regular Financial Monitoring:
   Once operational, implement monthly or quarterly financial reviews to detect early symptoms of distress such as cash flow shortages or rising liabilities.

4. Strategic Planning for Growth:
   Develop a business plan outlining revenue targets, cost controls, and investment in assets. This will guide the company’s financial development and help attract potential investors or lenders.

5. Maintain Compliance and Governance:
   Continue timely filing of accounts and confirmation statements to avoid penalties and maintain credibility with regulators and stakeholders.

6. Consider Professional Financial Advice:
   Engage financial advisors or accountants for planning and tax efficiency as operational complexity increases.

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