COMPLETELY STRATEGY LIMITED

Executive Summary

COMPLETELY STRATEGY LIMITED exhibits stable short-term liquidity with positive working capital but faces challenges from significant long-term liabilities and declining equity. While the company remains operationally lean and solvent, addressing debt levels and improving profitability will be critical to restoring robust financial health and ensuring sustainable future growth.

COMPLETELY STRATEGY LIMITED - Analysis Report

Company Number: 13787643

Analysis Date: 2025-07-20 17:06 UTC

Financial Health Assessment for COMPLETELY STRATEGY LIMITED

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1. Financial Health Score: C

Explanation:
The company demonstrates moderate financial stability but shows symptoms of some financial stress, particularly related to its capital structure and liabilities. The net assets have declined compared to the previous year, and there is a significant long-term creditor balance relative to total assets. While liquidity appears adequate in the short term, the overall financial cushion has diminished, warranting cautious monitoring.

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2. Key Vital Signs

Metric	2024 (£)	2023 (£)	Interpretation
Fixed Assets	23,444	29,304	Slight decline indicating possible asset disposals or depreciation; asset base remains modest.
Current Assets	15,121	11,316	Healthy increase, suggesting improved short-term liquidity or asset management.
Current Liabilities	3,225	3,198	Stable short-term obligations; manageable relative to current assets.
Net Current Assets	11,896	8,118	Positive working capital showing a "healthy cash flow" buffer for day-to-day operations.
Creditors due after >1 year	27,509	27,604	Large long-term liabilities compared to assets; symptom of financial leverage or possible debt stress.
Net Assets (Equity)	7,831	9,818	Declining equity signals erosion of financial strength, potentially due to losses or repayments.
Shareholders’ Funds	7,831	9,818	Matches net assets, confirming equity position.
Employees	1	1	Very small operation, typical of micro-entities.

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3. Diagnosis

COMPLETELY STRATEGY LIMITED is a micro-entity with a lean operational structure. The company shows a "healthy cash flow" in terms of net current assets, which exceeds current liabilities by a comfortable margin—this is a critical vital sign indicating the business can meet its short-term obligations without distress.

However, the high level of long-term creditors relative to total assets is a symptom of financial strain or leverage. The company’s net assets have decreased by approximately 20% year-on-year, which could indicate ongoing losses, asset disposals, or repayments reducing equity. This shrinkage in net worth is a warning sign akin to "symptoms of distress" that the company should address to prevent weakening its financial backbone.

The fixed asset base has also reduced, which may reflect normal depreciation or asset sales to manage liquidity. The single-employee structure limits operational complexity but also constrains capacity for business growth or risk diversification.

The controlling shareholder and director, Mrs Beverley Suzanne Grimes, holds full control, which simplifies governance but places operational and financial responsibility heavily on one individual.

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4. Recommendations

To improve financial wellness and strengthen the company’s "financial health":

1. Address Long-term Liabilities:
   Explore opportunities to refinance or reduce the £27.5k long-term creditors. Reducing debt levels will help restore net asset value and reduce financial risk.

2. Improve Profitability and Equity:
   Conduct a detailed review of profit and loss to identify if losses are eroding equity. Implement cost controls, pricing adjustments, or revenue growth strategies to rebuild retained earnings.

3. Asset Management:
   Review fixed assets for utilization and consider strategic investments or disposals to optimize the asset base for future growth without overextending capital.

4. Cash Flow Monitoring:
   Maintain close monitoring of cash flow and working capital to sustain the current positive net current assets position—this is a vital lifeline for the business.

5. Governance and Growth Planning:
   Given the sole director and shareholder structure, consider seeking external advice or forming strategic partnerships to diversify expertise and support sustainable growth.

6. Regular Financial Review:
   Schedule quarterly financial health check-ups to diagnose early any emerging symptoms of financial distress and implement timely corrective actions.

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