CHEPSTOW SURFACING & LANDSCAPING LTD

Executive Summary

CHEPSTOW SURFACING & LANDSCAPING LTD is currently a dormant company with minimal financial activity, reflected by nominal cash and net assets. The company is compliant with statutory filing requirements but has yet to activate trading operations, resulting in a neutral financial health status. Moving forward, initiating business activities and securing adequate working capital will be essential steps to improve financial wellness and ensure sustainable growth.

CHEPSTOW SURFACING & LANDSCAPING LTD - Analysis Report

Company Number: 15126370

Analysis Date: 2025-07-20 11:43 UTC

Financial Health Assessment: CHEPSTOW SURFACING & LANDSCAPING LTD

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1. Financial Health Score: Grade C

Explanation:
As a newly incorporated dormant company with minimal financial activity, CHEPSTOW SURFACING & LANDSCAPING LTD’s financial health grade is C. This reflects a company in a nascent stage with limited operational data and financial transactions, showing neither distress nor robust activity. The “dormant” status means the business is currently inactive financially, so there are no signs of financial strain, but also no “healthy cash flow” or earnings to indicate growth potential yet.

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2. Key Vital Signs

Metric	Value	Interpretation
Company Status	Active	The company is legally operational.
Account Category	Dormant	No significant financial transactions recorded.
Cash at Bank	£10	Minimal cash holdings, consistent with dormancy.
Net Assets	£10	Equity equals initial share capital only.
Shareholders’ Funds	£10	Sole shareholder has fully paid initial capital.
Director	Michael Davies	Single director, also the 100% shareholder.
Filing Deadlines	Up to date	No overdue filings, compliant with statutory requirements.
Industry Classification	81300 - Landscape service activities	Intended business sector identified but not yet active.

Interpretation:

• The “vital signs” here are very basic due to dormancy; the company essentially exists legally but has not yet commenced trading or incurred expenses or revenues.
• Cash and net assets at £10 reflect the nominal share capital issued on incorporation, with no operational funds or liabilities.
• Compliance with filings indicates good governance and no regulatory distress.
• Sole control by Mr. Michael Davies provides clear ownership and decision-making structure.

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3. Diagnosis

The financial "symptoms" indicate a company in a quiescent state — akin to a patient in a resting phase before a treatment plan begins. There are no signs of financial distress (no debts, no losses), but also no evidence of active business operations generating income or expenses. The company’s dormant status means it is currently "asleep" financially, awaiting activation.

This is common for startups or holding companies that have been incorporated but are not yet trading. The absence of liabilities is a positive sign—no debt burden or cash flow problems exist. However, the company cannot be judged robust or growing without operational data.

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4. Prognosis

If the company intends to start trading in landscaping services, the financial health will depend heavily on the ability to generate revenue, manage costs, and maintain positive working capital once active. At present, the prognosis is neutral — with no financial symptoms to suggest risk but also no indicators of growth.

Successful activation from dormancy will require capital infusion beyond the nominal £10, ideally through shareholder investment or operational revenues. Monitoring early cash flow and profitability will be critical to avoid "symptoms of distress" such as cash shortages or mounting liabilities.

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5. Recommendations

• Activate Trading Operations: Begin commercial activities in landscaping services to generate cash flow and build financial history.
• Capital Planning: Consider injecting working capital or securing financing to cover initial operating expenses and growth.
• Financial Record-Keeping: Maintain detailed accounting records from the outset to track performance and ensure compliance.
• Regular Monitoring: Monitor cash flow and net assets closely once active to identify early warning signs of financial strain.
• Governance: Retain compliance with filing deadlines to avoid penalties and maintain good standing with Companies House.
• Strategic Planning: Develop a clear business plan with revenue targets and cost controls to transition from dormancy to active, healthy operations.

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