CHANGEBLOCK IP HOLDINGS LIMITED

Executive Summary

CHANGEBLOCK IP HOLDINGS LIMITED is currently a dormant entity with nominal financial activity, reflected by a net asset value of only £1 and no trading history. While compliance with filing requirements is excellent, the overall financial health is weak due to inactivity. For improved financial wellness, the company should either activate business operations with appropriate capital or maintain its dormant status with ongoing compliance to avoid penalties.

CHANGEBLOCK IP HOLDINGS LIMITED - Analysis Report

Company Number: 13885067

Analysis Date: 2025-07-29 17:53 UTC

Financial Health Assessment of CHANGEBLOCK IP HOLDINGS LIMITED

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1. Financial Health Score: D

Explanation:
This company is currently dormant, showing minimal financial activity with net assets and shareholders’ funds of just £1 over the last three years. While being dormant means there are no active operations generating revenues or expenses, this also reflects a lack of business vitality or financial robustness. The score "D" indicates a very weak financial health status, primarily due to inactivity and negligible financial substance.

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2. Key Vital Signs

• Company Status: Active, but Dormant (no trading activity).
  Interpretation: The company is registered and compliant but not generating income or incurring expenses. This is akin to a patient in a medically induced coma—alive but inactive.

• Net Assets & Shareholders’ Funds: £1 consistently over three years.
  Interpretation: Essentially no capital or retained earnings; the company holds only nominal equity. This indicates no financial buffer or operational history.

• Account Category: Dormant, with exemption under Section 480 of Companies Act 2006.
  Interpretation: The company qualifies for simplified filing and is not required to produce full accounts or audit.

• Directors and Control: Controlled by a corporate director (Changeblock Group Holdings Limited) and a single individual (Billy Brantingham Richards) with significant influence.
  Interpretation: Governance structure is stable but minimal.

• Filing Compliance: Accounts and confirmation statements are up to date with no overdue filings.
  Interpretation: Good compliance "vital sign" — the company is meeting regulatory obligations despite inactivity.

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3. Diagnosis

• Dormant Status: This is the most significant "symptom." The company has not engaged in trading or financial transactions since incorporation. This suggests either a holding vehicle or preparatory stage entity rather than an operational business.

• Financial Inactivity: With net assets of only £1 and no recorded transactions, the company shows no signs of business activity or financial growth. This is similar to a patient with no vital signs of metabolic activity — it is neither thriving nor deteriorating.

• Governance and Control: Presence of a corporate director and a named individual director with clear control is a positive governance indicator. However, lack of operational data limits further insight into management effectiveness.

• Compliance Health: Filing deadlines are met, indicating good administrative health and no regulatory distress.

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4. Recommendations

• If Intended to Activate Business Operations:

  • Begin operational activities and generate revenue to improve financial vitality.
  • Maintain accurate accounting records to monitor cash flow and profitability.
  • Consider capital injection to build working capital and support growth.

• If Intention is to Maintain Dormant Status:

  • Continue ensuring timely filing of dormant accounts and confirmation statements to avoid penalties.
  • Periodically review the necessity of keeping the company dormant to avoid unnecessary costs.

• For Financial Wellness Improvement:

  • Develop a clear business plan with financial projections if activation is planned.
  • Engage financial advisory to structure capital and funding if needed.
  • Monitor related group companies for consolidated financial health if this company acts as a holding entity.

• Governance:

  • Maintain clear records of directors and PSCs to ensure transparency.
  • Consider appointing a company secretary or a compliance officer if the company grows.

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