CULINARY COLLECTIVE GROUP LIMITED

Executive Summary

CULINARY COLLECTIVE GROUP LIMITED is a newly incorporated dormant company with no trading activity or financial transactions to date. Its financial health is currently neutral, showing no distress or profitability, with minimal asset base and full statutory compliance. Future financial wellness depends on initiating business operations and implementing sound financial management practices.

CULINARY COLLECTIVE GROUP LIMITED - Analysis Report

Company Number: 15659954

Analysis Date: 2025-07-29 20:20 UTC

Financial Health Assessment for CULINARY COLLECTIVE GROUP LIMITED

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1. Financial Health Score:

Grade: C (Dormant Status - Neutral Condition)
Explanation: The company is currently dormant, having reported no trading activity, income, or expenditure since incorporation. This status means there are no active financial "vital signs" to assess profitability, liquidity, or solvency. The company exists but shows neither positive financial activity nor distress symptoms, placing it in a neutral financial health category.

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2. Key Vital Signs:

Metric	Value	Interpretation
Company Age	~1 year (Incorporated April 2024)	Very new company, early stage with no trading history.
Account Category	Dormant	No trading activity; no income or expenses recorded.
Shareholders' Funds	£1	Nominal share capital; no accumulated reserves or liabilities.
Employees	1 (Director only)	No operational staff; minimal overhead.
Filing Status	Up to date	No overdue filings; compliant with Companies House deadlines.
Audit Requirement	Exempt (Dormant)	Dormant status exempts the company from audit requirements.

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3. Diagnosis:

CULINARY COLLECTIVE GROUP LIMITED is in a dormant phase, meaning it has no financial transactions or business operations recorded since incorporation. This is akin to a patient in a resting state with no symptoms of illness or wellness—no active cash flow or financial stress. The company’s balance sheet is minimal, with only a nominal share capital of £1, and no assets or liabilities reported.

The business is compliant with statutory obligations, having filed accounts and confirmation statements on time, which indicates good governance "habits" despite inactivity. The sole director, Mr. Mark Broadbent, holds full control and voting rights, suggesting centralized management.

Given the absence of trading, there are no symptoms of financial distress—no debts, losses, or operational inefficiencies reported. However, the company’s financial "pulse" is flatline with no income generation or asset base, so it cannot be classified as financially healthy or robust yet.

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4. Prognosis:

Since the company is newly formed and dormant, its future financial outlook depends entirely on whether and how it activates operations. If the business "wakes up" and begins trading, future financial health will be measurable by revenues, expenses, and cash flow management.

If the company remains dormant indefinitely, it will maintain this neutral state but may face risks of obsolescence or loss of business opportunity. Early-stage dormant companies often use this period for planning or legal structuring before commencing active operations.

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5. Recommendations:

• Activate Trading Activities: To move beyond dormancy, develop and implement a clear business plan to generate revenue and build assets.
• Financial Planning: Prepare budgets and cash flow forecasts to ensure healthy liquidity when operations begin.
• Maintain Compliance: Continue timely filing of accounts and confirmation statements to avoid penalties and demonstrate good governance.
• Build Financial Records: Once active, start maintaining detailed accounting records to monitor financial health indicators such as profitability, working capital, and solvency.
• Consider Audit Requirements: If the company grows beyond micro-entity thresholds, prepare for audit or review processes to enhance credibility.
• Engage Financial Expertise: Seek advice for tax efficiency, funding options, and financial controls to support sustainable growth.

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