ANDREW LAST LTD

Executive Summary

Andrew Last Ltd is a nascent micro-entity positioned in the management consultancy sector with a lean structure centered on its sole director’s expertise. While its current financials indicate typical start-up liabilities, the company’s growth will depend on client acquisition, service diversification, and strategic partnerships to build scale and competitive differentiation. Key risks include financial fragility and operational dependency on a single individual, which must be managed proactively to ensure sustainable expansion in a competitive market.

ANDREW LAST LTD - Analysis Report

Company Number: 15803812

Analysis Date: 2025-07-29 13:16 UTC

1. Market Position
   Andrew Last Ltd is a newly established micro-entity operating in the management consultancy sector (SIC 70229), specifically excluding financial management services. As a private limited company incorporated in mid-2024, it is currently positioned as a sole proprietorship consultancy under the direct control of Andrew John Last. The company is in its infancy stage, with no employees and minimal operating history reflected in initial financials showing negative net assets due to start-up liabilities.

2. Strategic Assets

• Founder Expertise and Control: The company benefits from a single, experienced director and consultant, Andrew John Last, who holds full ownership and voting rights, ensuring decisive governance and alignment of strategic vision.
• Niche Focus: By specializing in management consultancy activities exclusive of financial management, the company can carve out a distinctive service offering tailored to clients seeking operational and strategic advisory without overlap into finance-heavy consultancy services.
• Lean Structure: The absence of employees and minimal fixed costs provide operational flexibility and low overhead, enabling agile responses to market opportunities and client demands.

3. Growth Opportunities

• Client Base Development: The primary growth lever lies in acquiring a diversified portfolio of consultancy clients, leveraging Andrew Last's personal network and reputation to build recurring revenue streams.
• Service Expansion: Over time, broadening consultancy offerings to include complementary advisory areas (e.g., digital transformation, organizational development) could enhance value propositions and client retention.
• Strategic Partnerships: Forming alliances with other consultancy firms or service providers could augment capabilities, allowing for bidding on larger projects or accessing new market segments.
• Geographic Reach: While currently based in Teddington, expansion into London and other business hubs could increase exposure to high-value clients requiring management consultancy.

4. Strategic Risks

• Financial Fragility: The negative net asset position (£-6,112) and current liabilities reflect initial funding or start-up costs without yet generating positive cash flow, posing liquidity risks if business development does not accelerate.
• Single-Person Dependency: Reliance on one individual for all consulting activities and company leadership creates operational risk, including capacity constraints and vulnerability if the director becomes unavailable.
• Market Competition: The management consultancy industry is highly competitive with established players offering broad and specialized services; differentiation and client acquisition may be challenging without a strong track record or brand presence.
• Limited Scale and Resources: As a micro-entity, the company currently lacks scale economies, marketing budgets, and internal infrastructure that competitors may leverage to win larger contracts.