HOUSE PROBLEMS LTD

Executive Summary

HOUSE PROBLEMS LTD shows strong early-stage financial health characterized by positive liquidity and net assets, indicating a stable balance sheet with no immediate financial distress. As a newly incorporated micro-entity with no employees and limited operational history, the focus should be on building trading activity and revenue generation while maintaining prudent cash flow management. Overall, the company is well-positioned for growth but should implement strategic measures to support scaling and sustainable profitability.

HOUSE PROBLEMS LTD - Analysis Report

Company Number: 15113235

Analysis Date: 2025-07-29 19:37 UTC

Financial Health Assessment: HOUSE PROBLEMS LTD

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1. Financial Health Score: B

Explanation:
As a micro-entity in its first full financial year, HOUSE PROBLEMS LTD shows a solid foundation with positive net assets and working capital, reflecting "healthy cash flow" and prudent management of short-term obligations. The absence of debt beyond short-term creditors and a positive equity base suggest financial stability. However, the company is at an early stage without trading history or revenues disclosed, limiting the ability to assign a top grade until operational performance and income generation are evident.

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2. Key Vital Signs

Metric	Value (£)	Interpretation
Current Assets	7,016	Cash and short-term assets available to cover immediate needs.
Current Liabilities	3,142	Debts and obligations due within 1 year; manageable level.
Net Current Assets	3,874	Positive working capital, indicating liquidity to cover short-term liabilities comfortably.
Total Net Assets	3,324	Equity value owned by shareholders; positive and stable.
Employees	0	No payroll obligations currently, reducing fixed cost burden.

• Working Capital (Net Current Assets): Positive £3,874 indicates the company has enough short-term assets to pay off its short-term liabilities, a sign of "healthy cash flow" and operational liquidity.
• Net Assets (Shareholders’ Funds): Equity of £3,324 represents the owner's stake and residual interest in the company after liabilities; positive net assets are a sign of financial solvency.
• No Employees: The company currently has no staff, which reduces overhead costs but also implies early stage or non-operational status.

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3. Diagnosis

HOUSE PROBLEMS LTD presents as a financially stable micro-entity with no signs of distress or financial strain ("symptoms of distress" such as negative working capital or accumulated losses are absent). The company has been operational for just over a year and has maintained a clean balance sheet with positive liquidity and equity. The single director and sole owner, Gary Tilley, controls the company fully, which simplifies governance but also concentrates risk and decision-making.

The lack of employees and detailed profit and loss data suggests the company may be in a preparatory or investment phase rather than active trading. Being classified under real estate agencies and buying/selling of own real estate points to potential asset acquisition or agency activities yet to scale.

Overall, the company’s financial "vital signs" reflect a healthy starting point but lack the robustness that comes with established trading history, revenue generation, and profitability metrics.

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4. Recommendations

• Build Trading History & Revenue: Focus on growing operational activity to establish consistent income streams and demonstrate profitability beyond mere asset holding.
• Monitor Cash Flow: Maintain positive working capital and avoid overextension of short-term liabilities to preserve liquidity.
• Consider Staffing Needs: Evaluate the timing and necessity of hiring staff to support business growth while managing fixed costs prudently.
• Governance & Controls: Since the company is tightly held by one individual, consider formalizing some governance practices to manage risks and ensure transparency.
• Prepare for Scaling: As a micro-entity, ensure compliance with filing deadlines and keep accounting records up to date to facilitate smooth transition to small or medium company status if growth targets are met.
• Explore Financing Options: If expansion is planned, assess external financing or investment carefully to avoid over-leverage.

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