DYNAMIC INTEGRATION LIMITED
Company number 07129968 · 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.
Financial Health Assessment: Dynamic Integration Limited
1. Financial Health Score: E (Poor)
Grade E reflects a company that is technically solvent but financially non-viable as a going concern in any meaningful trading sense. The balance sheet has effectively flatlined: net assets of £40 are equal to the company’s issued share capital, meaning all accumulated reserves have been eliminated.
2. Key Vital Signs
| Vital Sign | 2024 | 2023 | Movement | Interpretation |
|---|---|---|---|---|
| Total Assets | £40 | £7,946 | -99.5% | Critical shrinkage |
| Net Assets | £40 | £7,560 | -99.5% | Reserves wiped out |
| Creditors due within 1 year | £0 | £386 | -100% | No debt, but no trade |
| Working Capital | £40 | £7,560 | -99.5% | Barely positive |
| Shareholders’ Funds | £40 | £7,560 | -99.5% | No retained buffer |
| Employees | 1 | 1 | — | Minimal operating capacity |
Longer-term trend
| Year Ended | Net Assets |
|---|---|
| 31 Dec 2015 | £58,266 |
| 31 Dec 2016 | £79,561 |
| 31 Dec 2017 | £103,983 |
| 31 Dec 2018 | £107,863 |
| 31 Dec 2019 | £87,179 |
| 31 Dec 2020 | Data missing |
| 31 Dec 2021 | £5,150 |
| 31 Dec 2022 | £8,771 |
| 31 Dec 2023 | £7,560 |
| 31 Dec 2024 | £40 |
From 2015 to 2024, net assets fell by 99.93%. From 2019 to 2024, the decline was 99.95%.
3. Symptoms Analysis
- Severe financial wasting: The company has shed almost all of its asset base. This is not a normal fluctuation; it is a corporate equivalent of severe weight loss and muscle wasting.
- Reserve depletion: In 2023, shareholders’ funds were £7,560 against £40 share capital, implying retained reserves of £7,520. By 2024, those reserves were gone. The company has effectively consumed its own capital.
- Debt-free, but not because of strength: Creditors fell to zero, but this appears to be because the company has stopped trading, not because it is generating cash.
- Dormant vs. micro-entity mismatch: The company is tagged as Dormant, yet the filed accounts are micro-entity accounts showing prior-year trading balances. This is a red flag for filing classification and should be clarified.
- No meaningful going-concern buffer: With only £40 of assets and no revenue information, the company could not absorb even a modest unexpected liability.
4. Diagnosis
Technically solvent, but clinically inactive.
The company is not insolvent today because it has no liabilities. However, it has no financial oxygen: no meaningful assets, no visible trading activity, and no retained reserves. If this were a patient, the vital signs would be present but barely detectable.
The pattern is consistent with a company that has been wound down informally, possibly with assets extracted through dividends, directors’ loans, or trading losses. The 2020 data gap makes it impossible to see the full picture, but the collapse from £87,179 of net assets in 2019 to £5,150 by 2021 is dramatic.
Bottom line: This is a shell company or a non-trading entity, not a healthy operating business.
5. Prognosis
- If no action is taken: The company will likely continue to decline, eventually becoming insolvent if any liability arises. It may also be at risk of compulsory strike-off for non-filing or inactivity.
- If the company is genuinely dormant: It can survive as an inactive shell, but it has no financial capacity to support trading.
- If the directors wish to restart trading: The company would require a capital injection or a credible revenue stream immediately.
6. Recommendations
- Clarify the filing status. Decide whether the company is dormant or active. If dormant, file dormant accounts going forward. If active, file full micro-entity accounts with accurate going-concern disclosure.
- Formally assess going concern. The directors should document whether the company can continue to operate. With £40 of net assets, a going concern statement is essential if the company intends to trade.
- Decide the company’s future. The most realistic options are: - Continue trading with fresh capital and a business plan. - Strike off voluntarily if the company is no longer needed. - Members’ voluntary liquidation if the directors wish to formally close while solvent.
- Review director duties. With such a thin asset base, the director must avoid wrongful trading. If the company cannot pay debts as they fall due, the director should seek professional advice immediately.
- Investigate the 2020 gap. The missing 2020 figures should be recovered or explained, as they may hold the key to how the company’s financial position deteriorated so sharply.