Financial Health Assessment: FUTURE PLANNING FINANCIAL SERVICES LIMITED

1. Financial Health Score: F

Explanation: This company exhibits critical financial atrophy. Once a functioning entity with over £260,000 in assets, it has deteriorated to a near-dormant shell with no trading activity, no employees, and net assets effectively at zero. The patient, in medical terms, is in a persistent vegetative state — alive on paper but showing no vital signs of commercial life.

2. Key Vital Signs

Vital Signs Interpretation:

🌡️ Temperature (Cash Position): Hypothermic. Cash reserves have plummeted from £31,054 (2020) to zero. The patient has no circulatory system — no cash flowing through the business to sustain operations.

💓 Heart Rate (Trading Activity): Flatline. Zero employees, no revenue generation, and a balance sheet stripped to just £100 share capital. The 2025 accounts confirm NIL employees and no trading activity.

🩸 Blood Pressure (Net Assets): Dangerously low. Net assets have fallen from a healthy £133,732 in late 2017 to effectively zero — a 99.9% decline. The company has bled out its asset base over approximately eight years.

🫁 Respiratory Rate (Liquidity): Non-existent. With no current assets or cash, the company has no breathing room whatsoever.

3. Diagnosis

Primary Condition: Severe Financial Atrophy with Dormant Status

The financial data reveals a company that has undergone a dramatic and sustained decline:

Symptoms Analysis:

1. Asset Stripping Pattern (Chronic Condition) The trajectory from £262,753 in total assets (December 2017) to effectively zero represents one of the most severe deteriorations observable. This is not a sudden crisis — it is a chronic, progressive wasting disease: - 2017: £262,753 (peak) - 2019: £140,546 (47% decline) - 2020: £45,370 (68% decline from prior year) - 2021: £28,285 (38% decline) - 2022: £20,798 (29% decline) - 2023: £11,076 (45% decline) - 2025: ~£0 (effectively zero)

2. Liability Management Concerns The 2017 data shows total liabilities of £134,406 against assets of £262,753 — a reasonable 51% leverage ratio. However, the subsequent years show liabilities being reduced alongside assets, suggesting the company was systematically wound down rather than experiencing trading losses.

3. Cash Hemorrhage Cash reserves followed a volatile but ultimately terminal path: - 2017 (Mar): £29,030 - 2017 (Dec): £20,094 - 2019: £1,395 (critically low) - 2020: £31,054 (unexplained recovery — possible capital injection or asset sale) - 2021: £8,718 (rapid depletion) - 2025: £0 (complete exhaustion)

4. Corporate Structure Anomalies Several red flags in governance and ownership: - Four current directors (three Bawa family members plus Aysha Feeney née Bawa) for a company with no activity - Philip Sterndale Bennett resigned as director in May 2026 but held significant control (25-50% shares, voting rights, and right to appoint/remove directors) - Mr Paul Stephen Wood holds over 75% of shares and voting rights but is NOT listed as a director — he controls the company from outside the board - Suresh Kumar Bawa has "significant influence or control" but specific shareholding is not disclosed - The PSC register appears potentially outdated given Bennett's resignation

5. Regulatory Compliance - ✅ Accounts filed on time (not overdue) - ✅ Confirmation statement filed on time - ⚠️ The company takes advantage of Section 444(1) to not file a Profit & Loss Account — hiding revenue/loss details - ⚠️ Audit exemption claimed under Section 477

4. Prognosis

Outlook: Terminal Decline Unless Radical Intervention

The company exists as a dormant shell with no commercial purpose. Without significant capital injection and a viable business plan, there is no pathway to recovery. The current trajectory suggests the company will either:

1. Remain dormant indefinitely — serving whatever purpose a shell company provides its controllers
2. Be dissolved voluntarily — the most logical outcome for a non-trading entity
3. Be struck off by Companies House — if filing obligations are eventually neglected

Risk Factors:

• No visible revenue stream — the company cannot sustain itself
• No employees — no operational capability
• Opaque ownership — Mr Paul Stephen Wood controls 75%+ but is not a director
• Family-dominated board — three of four directors share the Bawa surname, raising governance concerns
• Industry mismatch — SIC code 73120 (Media representation services) doesn't align with the company name (Financial Services)

5. Recommendations

Immediate Actions (Critical Care):

1. Determine Purpose: Clarify whether this company is intended to remain operational. If not, initiate voluntary dissolution proceedings to save on annual compliance costs.

2. Update PSC Register: Philip Sterndale Bennett resigned as director in May 2026 — verify whether his PSC status has been updated accordingly, as this is a legal requirement within 28 days.

3. Reconcile Ownership: The PSC register shows Mr Paul Stephen Wood with 75%+ control, yet the board is dominated by the Bawa family. This disconnect between ownership and control requires explanation.

Medium-Term Actions (Rehabilitation):

4. If Continuing to Trade: Develop a viable business plan with realistic revenue projections. The company would need significant capital injection — current share capital of £100 is inadequate for any meaningful business activity.

5. Address SIC Code: The current classification (Media representation services) appears inconsistent with the company name and any historical financial activity. Update to reflect actual or intended business.

6. Governance Reform: If the company is to be revived, consider appointing directors who align with the beneficial ownership structure. The current arrangement where the majority shareholder is not a director creates potential agency problems.

Long-Term Actions (Preventative Care):

7. Consider Voluntary Strike-Off: If the company has no future trading intent, file form DS01 with Companies House. Cost: £10. This eliminates ongoing filing obligations and potential penalties.

8. Asset Protection: Verify that all historical assets were properly distributed or transferred. The dramatic asset decline from £262,753 to zero warrants confirmation that all transactions were at arm's length and properly recorded.

Summary Dashboard