CONSTRUCT IT CM LTD

Executive Summary

CONSTRUCT IT CM LTD currently holds a dormant position within the management consultancy industry, supported by a streamlined ownership structure but lacking operational activity or financial assets. Its strategic potential hinges on transitioning from dormancy to active consultancy services, leveraging leadership expertise to penetrate the market. To realize growth, the company must prioritize client acquisition and service development while mitigating risks related to inactivity and governance concentration.

CONSTRUCT IT CM LTD - Analysis Report

Company Number: 14078624

Analysis Date: 2025-07-29 12:55 UTC

1. Market Position
   CONSTRUCT IT CM LTD is a newly incorporated private limited company operating in the management consultancy sector (SIC 70229), specifically excluding financial management. Given its dormant status and minimal financial activity since incorporation in 2022, the company currently holds no active market presence or revenue-generating operations. It appears to be in a preparatory or holding phase within its industry.

2. Strategic Assets
   The company’s key strategic assets lie primarily in its ownership and governance structure. Two individuals, Mr. Paul Gerard Mcandrew and Mr. Ben Mark Holgate, hold significant control, each owning between 25-50% of shares and possessing rights to appoint and remove directors. This concentrated ownership can facilitate swift decision-making and strategic alignment. Additionally, the company benefits from its classification as a private limited company, offering limited liability protection and potential for future capital raising. However, from a financial standpoint, the company holds negligible net assets (£2), reflecting its dormant status and lack of operational activity.

3. Growth Opportunities
   Given the current dormancy and absence of financial operations, the most immediate growth opportunity lies in activating the company’s consultancy services and establishing a client base. The management consultancy sector is competitive but offers significant potential for differentiation through specialized expertise, digital transformation advisory, or niche industry focus. The company could leverage the directors’ networks and experience to secure initial contracts and build recurring revenue streams. Expansion into related consultancy areas or strategic partnerships could further enhance growth prospects once operational.

4. Strategic Risks
   The primary strategic risk is the company’s current inactivity and lack of revenue, which may limit its ability to invest in marketing, talent acquisition, and service development. Without operational momentum, it risks being outpaced by established competitors. Additionally, reliance on two principal controllers may expose governance risks if disagreements arise or if succession planning is inadequate. Finally, the company must ensure compliance with filing deadlines and regulatory requirements to avoid penalties that could impact reputation and operational viability.