A.N.S LUXURY DEVELOPMENTS LIMITED

Executive Summary

A.N.S LUXURY DEVELOPMENTS LIMITED is currently in a fragile financial condition with significant negative net assets and working capital deficits, indicating serious liquidity and solvency risks. Immediate capital infusion and improved cash flow management are critical to stabilizing the business and preventing insolvency. Without prompt intervention, the company’s financial health is likely to deteriorate further.

A.N.S LUXURY DEVELOPMENTS LIMITED - Analysis Report

Company Number: 13189794

Analysis Date: 2025-07-20 12:13 UTC

Financial Health Assessment Report: A.N.S LUXURY DEVELOPMENTS LIMITED

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1. Financial Health Score: D

Explanation:
The company shows significant financial distress indicators, with persistent negative net assets and working capital deficits. These symptoms point to a fragile financial condition requiring urgent remediation to avoid insolvency risks. While the business is still active, the negative equity and cash position are concerning.

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2. Key Vital Signs

Metric	2024 Value	Interpretation
Current Assets	£191	Critically low, indicates very limited liquid resources.
Cash	£148	Very low cash reserves, poor liquidity ("weak pulse").
Debtors	£43	Minimal receivables, limited incoming funds soon.
Current Liabilities	£11,142	Substantial short-term obligations ("high blood pressure").
Net Current Assets	-£10,951	Working capital deficit indicating inability to cover short-term debts ("symptom of distress").
Net Assets	-£10,951	Negative equity suggests liabilities exceed assets ("critical organ failure").
Share Capital	£1	Minimal capital base, no buffer for losses.
Average Employees	1	Very small operation, limited scale.
Account Category	Unaudited Abridged	Smaller reporting, less transparency.

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3. Diagnosis

A.N.S LUXURY DEVELOPMENTS LIMITED is currently in a precarious financial state characterized by:

• Negative net assets for at least two years running, which implies accumulated losses or liabilities exceeding assets. This is akin to a patient whose vital organs are underperforming, signaling chronic illness.
• Severe working capital deficiency, where current liabilities vastly outstrip current assets, revealing an inability to meet short-term obligations without external support.
• A very low cash balance, pointing to tight liquidity and potential cash flow problems, analogous to a weak heartbeat that needs immediate attention.
• The company is a micro/small private limited entity in the building development sector, which is capital intensive and often requires strong financial health to sustain project cycles.
• Control lies with a single significant controller, which may limit access to diverse capital sources.
• The company has not shown improvement in reversing its negative equity or improving liquidity between 2023 and 2024, suggesting a persistent financial ailment.

The financial "symptoms" strongly suggest a business under financial strain, with risks of insolvency if corrective measures are not taken promptly.

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4. Recommendations

To improve the financial wellness and revive the company's health, the following steps are advised:

1. Capital Injection:
   Infuse fresh equity or secure shareholder loans to strengthen the capital base and restore positive net assets. This is like administering a vital transfusion to stabilize the patient.

2. Improve Cash Flow Management:
   Enhance debtor collection efforts, negotiate extended payment terms with creditors, and reduce unnecessary expenses to boost liquidity—akin to stabilizing circulation.

3. Restructure Liabilities:
   Explore options to refinance or restructure short-term debts into longer-term obligations to ease immediate pressure on cash flow.

4. Operational Efficiency:
   Review project pipelines and operational costs to identify areas for cost reduction or efficiency gains, improving the "metabolism" of the business.

5. Financial Monitoring:
   Implement regular financial health checks and early warning systems to detect and address symptoms early, preventing relapse into distress.

6. Seek Professional Advice:
   Engage with financial advisors or insolvency practitioners to explore all options including turnaround strategies or, if necessary, controlled restructuring.

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