DIGITECK LTD

1. Financial Health Score: F (Terminal / Deceased)

This company receives a failing grade not necessarily because its final numbers were disastrous, but because the patient has passed away. DIGITECK LTD is currently dissolved, meaning it is no longer a living, breathing corporate entity. Furthermore, in the years leading up to its dissolution, the business was in a persistent vegetative state—its financial pulse flatlined, showing zero trading activity, zero employees, and completely static balance sheets for consecutive years.

2. Key Vital Signs

• Heartbeat (Trading Activity): Absent. The latest filed accounts show an average number of employees at 0, and the director has provided "No description of principal activity." The complete lack of movement in the financial figures from 2023 to 2025 confirms the business suffered from severe operational atrophy.
• Blood Pressure (Liquidity & Cash): Dangerously Low. Historically, the company's cash reserves steadily depleted. In 2012, the business had a healthy cash flow of £63,506. By 2018, this had dried up to just £17,824. Recent filings omit cash details entirely, but with £359,082 tied up in current assets (likely dormant debtor balances) and no cash generation mechanism, the company was suffering from poor financial circulation.
• Cholesterol (Leverage): Elevated but Stable. The company carried £220,329 in current liabilities against £359,082 in current assets. While the net current assets (working capital) of £138,753 suggest the company wasn't drowning in debt, the liabilities remained completely static for years, indicating they were likely stale, unaddressed creditor balances rather than active trading debt.
• Weight (Net Assets): Stagnant. Net assets settled at £149,024 and did not move by a single penny between 2018 and 2025. In a healthy business, net assets fluctuate daily due to trading. Here, the patient's weight was frozen—a clear symptom of a dormant or deceased entity.

3. Diagnosis

Based on the financial data, DIGITECK LTD suffered from a long-term operational decline that eventually resulted in corporate death (dissolution).

Around 2016, the business hit its peak size with £498,056 in total assets, but this was heavily financed by debt (£367,763 in liabilities). Over the next two years, the business rapidly shrank, shedding assets and reducing its debt, but this was not a sign of getting healthier; it was a sign of the business winding down. By 2018, the company entered a state of "financial hibernation." The balance sheet was frozen, no employees were retained, and cash generation ceased entirely.

A secondary symptom of corporate ill-health is the conflicting People with Significant Control (PSC) register, which lists two different individuals (Mr Jordan Bradbury and Mr Samsud Wadi) as each owning more than 75% of the company's shares. Mathematically, this is impossible unless different share classes are held, but it points to poor administrative hygiene—a common symptom in companies that have stopped caring for their internal records.

Ultimately, the condition was terminal. The company ceased to trade, sat on static balances for several years, and was eventually struck off the register in August 2026.

4. Recommendations

Because the company is dissolved, traditional "lifestyle changes" to improve corporate health are no longer applicable. However, for the individuals involved, a "post-mortem" clean-up is required:

• Clear the Arteries (Settle Outstanding Liabilities): Even though the company is dissolved, if any of the £220,329 in static liabilities relates to unpaid taxes (HMRC) or preferential creditors, the directors may still be personally liable. Ensure all prior debts are formally written off or satisfied to prevent personal financial infection.
• Harvest the Organs (Asset Distribution): The company sat on £149,024 in net assets. If these assets (likely cash or debtor balances) were distributed to shareholders prior to dissolution, ensure this is properly declared on personal tax returns as capital distributions to avoid an audit from HMRC. If assets remain trapped in the dissolved entity, the directors will need to apply to the court for restoration to recover them.
• Improve Corporate Hygiene for Future Ventures: For any future businesses, ensure the PSC register accurately reflects true ownership percentages. Leaving mathematical impossibilities on the public record is a red flag for regulatory bodies and can delay future filings or credit applications.