DAAZ AND GOODMAN LTD

Executive Summary

DAAZ AND GOODMAN LTD is a dormant, newly incorporated private limited company with minimal financial activity and a stable but inactive financial position. The company currently holds only nominal assets and no liabilities, reflecting a healthy baseline but no operational vitality. To transition toward active trading, the company should focus on strategic financial planning, maintaining compliance, and establishing robust governance and accounting practices.

DAAZ AND GOODMAN LTD - Analysis Report

Company Number: 14914544

Analysis Date: 2025-07-29 20:23 UTC

Financial Health Assessment for DAAZ AND GOODMAN LTD

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1. Financial Health Score: Grade C (Stable but Dormant)

Explanation:
DAAZ AND GOODMAN LTD is currently classified as a dormant company. This means it has had no significant financial transactions during the reported financial years. The company maintains a minimal asset base (£100 in share capital) and no liabilities. This status indicates stability—there are no signs of financial distress or operational activity. However, the lack of trading activity means the company’s financial health cannot be fully assessed as an active business, and its future viability depends on planned operations or changes in activity.

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2. Key Vital Signs

Metric	Value (£)	Interpretation
Net Assets	100	Minimal net assets, reflecting only the issued share capital. No retained earnings or accumulated losses.
Shareholders’ Funds	100	Equal to net assets, indicating no external debt or liabilities.
Company Status	Active but Dormant	No trading activity, the company is legally active but financially inactive.
Filing Status	Up-to-date	Accounts and returns filed on time, no penalties or overdue filings.
Director & Control	Single director with full control	Owner-managed with full control over company decisions.
Industry Classification (SIC)	Health activities, business support, consultancy	Diverse potential sectors but currently inactive.

Interpretation:
The company’s key financial metrics resemble a patient in a stable but dormant state—no active symptoms of financial illness, but also no signs of growth or operational vitality. The healthy "baseline" cash flow and income indicators are absent due to dormancy.

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3. Diagnosis

Overall Business Health: Dormant and stable

DAAZ AND GOODMAN LTD appears as a shell company currently not trading or generating revenue. The financial statements confirm the lack of operational transactions, which is common for newly incorporated companies or those in a holding or preparatory phase.

• No revenue or expenses: No profit and loss activity reported.
• Minimal net assets: Solely comprised of initial share capital.
• No liabilities: No debts or obligations visible.
• Good compliance: The company is up to date with statutory filings and maintains good standing with Companies House.
• Single director ownership: Indicates centralized control, which can be both a strength (quick decision-making) and a risk if no broader governance is in place.

The “symptoms” of a dormant company mean no immediate financial distress but also no current financial vitality or cash flow generation. The company’s health is stable but inactive.

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4. Recommendations

To improve financial wellness and prepare for active trading or growth:

1. Prepare for operational activity:
   If the company plans to commence trading or business activities, prepare a financial plan including forecasts for cash flow, revenue, expenses, and capital requirements.

2. Maintain compliance:
   Continue timely filing of accounts and confirmation statements to avoid penalties and maintain good corporate standing.

3. Consider capital structure:
   Evaluate if the current share capital and funding are adequate once trading begins. Additional equity or external financing may be required.

4. Establish financial controls:
   Set up accounting systems and controls to capture financial transactions accurately once operations start.

5. Monitor director involvement:
   With a single director controlling the company, consider governance measures such as appointing additional directors or advisors to enhance oversight.

6. Assess industry strategy:
   Clarify the business model in the health, business support, or consultancy sectors to align financial planning with industry demands.

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