CREATE DEVELOPMENTS (PARBOLD) LTD

Executive Summary

CREATE DEVELOPMENTS (PARBOLD) LTD is an early-stage, dormant private limited company strategically positioned within the UK building project development sector. While currently inactive with minimal financial base, its concentrated ownership structure enables swift decision-making, presenting potential to capitalize on regional construction demand. However, to transition from dormancy to competitive player, the company must address significant operational and financial challenges, including capital acquisition, market entry, and building a credible project portfolio.

CREATE DEVELOPMENTS (PARBOLD) LTD - Analysis Report

Company Number: 13198351

Analysis Date: 2025-07-29 16:55 UTC

1. Executive Summary
   CREATE DEVELOPMENTS (PARBOLD) LTD is a newly established private limited company operating within the building project development sector. Currently dormant with minimal financial activity, the company holds a very modest capital base and is controlled entirely by a single individual, positioning it as an early-stage venture with no active market footprint or revenue generation.

2. Strategic Assets
   The primary strategic asset of CREATE DEVELOPMENTS (PARBOLD) LTD is its incorporation within the building project development industry (SIC 41100), a sector with consistent demand driven by construction and real estate cycles. The company benefits from a clean legal and financial slate, having filed dormant accounts and maintaining compliance with statutory requirements. Ownership concentration under Mr. Paul Allan Mathison, who holds 75-100% of shares and serves as director, allows for streamlined decision-making and potential agility in executing a strategic plan without shareholder conflicts.

3. Growth Opportunities
   As a dormant entity, the company has significant growth potential contingent upon activating operations. Opportunities include leveraging the ongoing demand for residential and commercial construction projects in the UK, particularly in the Lancashire region where it is based. The company can explore niche market positioning through specialized development projects—such as sustainable building, modular construction, or affordable housing—to differentiate itself. Additionally, strategic partnerships with contractors, architects, and local authorities could accelerate project pipelines and improve market entry. Capital injection or securing credit facilities would be necessary to scale operations from dormancy to active project development.

4. Strategic Risks
   The company’s principal risk is its dormant status, which implies no current revenue generation or operational history—posing challenges for credibility, financing, and client acquisition. The minimal share capital (£4) reflects extremely limited financial resources, restricting the ability to fund initial project costs or absorb operational risks. Market risks include volatility in the construction sector due to economic cycles, regulatory changes, and material cost inflation. Operational risks involve the absence of a management team beyond the single director, which could impede capacity to manage complex projects or comply with evolving compliance requirements. Finally, the highly competitive nature of the development sector requires rapid establishment of a track record to avoid marginalization.