DANIEL BATHAM & SON LIMITED
Company number 00373928 · Monitor this company
This analysis was written by an AI from the company's public filings. It may contain errors or omissions and is not financial or professional advice.
1. Financial Health Score: B- (Provisional)
Explanation: Diagnosing this company is akin to examining a patient who appears physically robust and has a long medical history, but whose latest blood work is missing from the chart. DANIEL BATHAM & SON LIMITED boasts an impressive 80-year corporate lifespan and shows no outward symptoms of distress (no liquidation, overdue filings, or disqualifications). However, because the detailed financial vitals (profit, loss, assets) were not provided in the data, a complete internal examination is impossible. The B- reflects excellent administrative and structural health, with a conditional note pending the review of actual financial figures.
2. Key Vital Signs
- Corporate Longevity (Genetic Resilience): Incorporated in May 1942, this business is over 80 years old. In the corporate medical ward, surviving eight decades—especially as a brewery through wartime rationing, recessions, and shifting consumer habits—indicates incredibly strong underlying DNA and adaptive resilience.
- Regulatory Compliance (Immune System): The company’s filing records are perfectly healthy. Accounts are up to date (last made up to June 2025) and the confirmation statement is current, with nothing overdue. This shows a strong administrative immune system, warding off the infections of late penalties and regulatory scrutiny.
- Ownership & Control (DNA Mapping): The PSC register shows a 50/50 or near-50/50 split in ownership between Matthew and Timothy Batham. This tight family control typically means decisions can be made quickly, though it can occasionally lead to "autoimmune" conflicts if the siblings disagree on strategic direction.
- Share Capital (Baseline Mass): The issued share capital stands at a nominal £1,289. This is common for vintage companies and represents the original "bone mass" of the business, though it tells us little about current fleshy financial weight.
- Missing Vitals (Blood Pressure & Cholesterol): Crucially, the current data lacks the financial metrics—no cash flow, net assets, or P&L reserves. We are reading the patient's chart without their blood pressure or cholesterol levels.
3. Diagnosis
Based on the available data, DANIEL BATHAM & SON LIMITED is an active, structurally sound, long-standing family brewery showing no external symptoms of financial distress.
However, there is a minor administrative anomaly that requires attention. The officer list shows Dorothy Jean Batham with multiple, potentially conflicting appointments—including a director/secretary role and a secretary role that appears to have a future resignation date of July 2026. This is akin to a slight heart murmur; it is likely just a data entry irregularity at Companies House rather than a serious compliance issue, but it creates noise in the corporate heartbeat and should be cleaned up.
Without the financial statements, we cannot diagnose the internal financial health of the business. A brewery of this age could be generating healthy cash flow, or it could be suffering from clogged arteries (high debt) or low red blood cell count (poor cash reserves) due to rising energy and ingredient costs.
4. Recommendations
- Conduct a Full Financial Blood Panel: To move from a provisional to a definitive health grade, the latest filed accounts must be reviewed. Specifically, check Net Current Assets (working capital) to ensure the business has enough short-term liquidity to pay its debts, and review the P&L reserve to see if retained profits are accumulating or bleeding out.
- Clean Up the Administrative Chart: File the necessary corrections with Companies House to resolve Dorothy Jean Batham’s conflicting officer statuses. A clean corporate register prevents confusion during future audits or due diligence.
- Succession Health Check: With an 80-year history and an older generation seemingly still involved in governance, the business must ensure its "corporate DNA" is protected. Review shareholder agreements and succession plans to ensure the business transitions smoothly to the next generation without triggering a tax or liquidity crisis.