GENERATOR HIRE LIMITED

Executive Summary

Generator Hire Limited currently exhibits a fragile financial condition with minimal assets and equity, reflecting an early-stage or minimally active business. While the company is not in distress, its financial "vital signs" are extremely weak, requiring urgent capital infusion and revenue growth to build resilience. Focused financial management and strategic growth initiatives are recommended to improve its financial health and sustainability.

GENERATOR HIRE LIMITED - Analysis Report

Company Number: 13946670

Analysis Date: 2025-07-29 14:14 UTC

Financial Health Assessment Report for GENERATOR HIRE LIMITED

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1. Financial Health Score: D

Explanation:
The company shows extremely minimal financial activity and very limited asset base, with net current assets and shareholders' funds of only £73 as of the latest financial year. This indicates a fragile financial position akin to a patient with very low vital signs. While the company is not insolvent or in distress formally, the near-zero asset base and minimal operations suggest a "symptom of dormancy" or very early-stage business without meaningful trading or growth. The score reflects a need for urgent financial strengthening to ensure sustainability.

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2. Key Vital Signs

Metric	Latest Value (FY 2023/24)	Interpretation
Current Assets	£73	Extremely low liquidity; minimal cash or receivables available to meet short-term obligations.
Net Current Assets	£73	Positive but negligible working capital; company can cover immediate liabilities but just barely.
Total Assets Less Current Liabilities	£73	Essentially the net assets; very low, indicating a very small capital base or investment.
Shareholders’ Funds	£73	Reflects the equity held by owners; extremely minimal, shows limited retained earnings or capital injection.
Average Number of Employees	1	Very small operation size, likely a sole proprietorship-like setup under a limited company umbrella.
Going Concern Status	Affirmed by Director	Director believes the company can continue operating, but this is a cautious internal assessment.

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3. Diagnosis: Financial Condition and Underlying Health

• Symptoms of Financial Fragility:
  The company's balance sheet reveals "thin blood" — extremely low assets and equity, implying it is in the early stages of business life or has not yet generated meaningful revenue or profits. There is no sign of debt, which is positive, but the lack of cash and working capital points to a very delicate financial state.

• Lack of Operating Scale:
  With only one employee and no significant assets, the business appears to be either in a startup phase or minimally active. This "low metabolic rate" means the business has limited ability to absorb shocks or expand without new capital or revenue streams.

• Industry Context:
  Classified under SIC 43999 (Other specialised construction activities), the company operates in a sector that typically requires equipment investment and working capital. The current financial situation suggests the company may not yet have started full-scale operations or is operating on a very small scale.

• Going Concern Noted but Cautious:
  The director's statement on going concern is a positive sign but must be viewed cautiously given the low asset base and minimal financial activity.

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4. Recommendations: Steps to Improve Financial Wellness

• Inject Working Capital:
  To build a "healthy pulse," the company should consider an equity injection or short-term financing to increase cash reserves and working capital, enabling it to fund operations and growth.

• Accelerate Revenue Generation:
  Focus on generating sales and improving cash inflows. This might involve marketing, networking within the construction sector, or diversifying services to gain early traction.

• Cost Management:
  Maintain tight control over expenses to preserve cash. The single-employee setup is appropriate at this stage but monitor overheads closely.

• Regular Financial Monitoring:
  Establish monthly financial reviews to track cash flow, receivables, and payables. Early detection of financial strain ("symptoms of distress") is crucial.

• Consider Strategic Partnerships:
  Align with other businesses in the construction or equipment hire sectors to share resources and reduce capital expenditure.

• Plan for Growth Investments:
  Once stable cash flow is established, invest in fixed assets or equipment necessary for expansion, but only after ensuring a stable financial foundation.

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