JAK PROPERTIES (WIDNES) LTD

Executive Summary

JAK PROPERTIES (WIDNES) LTD is a very young, small-scale property trading company with minimal financial activity and a fragile balance sheet. Its current financial health is weak, reflecting typical startup symptoms without established revenue or asset base. To improve financial wellness, the company should focus on capital strengthening, generating turnover, and enhancing liquidity and operational capacity.

JAK PROPERTIES (WIDNES) LTD - Analysis Report

Company Number: 14527787

Analysis Date: 2025-07-29 12:50 UTC

Financial Health Assessment for JAK PROPERTIES (WIDNES) LTD

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1. Financial Health Score: D

Explanation:
The company is in its infancy (incorporated late 2022) and has very limited financial data. The balance sheet shows extremely minimal activity, with net assets of just £100, no fixed assets, and current liabilities closely matching current assets. This indicates a fragile financial state typical of a startup or holding entity without operational scale yet. The "D" grade reflects significant caution due to low capitalisation and lack of revenue or profit data.

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2. Key Vital Signs

Metric	Value	Interpretation
Incorporation Date	07-Dec-2022	Very young company; early stage of business lifecycle
Account Category	Total Exemption Full	Small entity with simplified reporting requirements
Net Assets	£100	Extremely low net worth; minimal financial cushion
Current Assets	£259	Very limited liquid assets to cover liabilities
Current Liabilities	£159	Current liabilities almost equal current assets
Working Capital (Net Current Assets)	£100	Positive but minimal; healthy cash flow not evident
Fixed Assets	£0	No investment in property, plant, or equipment
Share Capital	£100	Shareholder equity matches net assets
Debtors	£159	Small amounts owed to the company
Cash Balance	£100	Very low cash holdings
Employees	0	No staff; no payroll obligations yet
Turnover / Revenue	Not disclosed	No reported sales or income (likely none)
Director & PSC	Single director & owner	Full control by one individual; potential for quick decisions but also concentration risk

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3. Diagnosis: What the Financial Data Reveals

The financial "vital signs" suggest that JAK PROPERTIES (WIDNES) LTD is a very early-stage property trading company with minimal operations during its first year. The balance sheet is like a "pulse" that is just barely detectable — the company has a small amount of cash and debtors, balanced by almost equal short-term liabilities, resulting in very limited working capital.

The complete absence of fixed assets (property holdings) at year-end is notable given the company's SIC code (buying and selling own real estate), suggesting either that property transactions are yet to occur or that assets were disposed of or transferred within the period (the notes mention a £77,000 addition and disposal in land & property, leading to net zero fixed assets).

No turnover or profit and loss data is reported, indicating the company has not generated revenue or is not yet operationally active. The lack of employees further supports that the company is either dormant or in a pre-operational setup phase.

The sole director and sole person with significant control (PSC) is Mr Anthony Michael Glynn Kelly, indicating concentrated management and ownership. While this can enable swift decisions, it also means the company's fortunes are tightly linked to this individual.

Overall, the company’s financial condition is fragile, with minimal capital buffer and unclear operational activity. It carries the "symptoms of a startup" but lacks the "healthy cash flow and asset base" that would suggest early-stage robustness.

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4. Recommendations: Actions to Improve Financial Wellness

1. Build Capital and Asset Base

   • Increase shareholder equity or secure additional funding to strengthen the balance sheet.
   • Acquire or retain fixed assets aligned with the core business of property trading to build tangible value.

2. Generate Revenue and Profit Data

   • Initiate or accelerate property transactions to establish turnover.
   • Track and report profit and loss to monitor operational performance and cash flow health.

3. Improve Liquidity Management

   • Maintain a cash reserve higher than minimal £100 to cover short-term liabilities and unforeseen expenses.
   • Convert debtors to cash more quickly to ensure working capital stability.

4. Consider Operational Expansion

   • Engage employees or external consultants to support growth activities and compliance.
   • Develop a business plan and financial forecasts to facilitate strategic decisions and attract investment.

5. Enhance Transparency and Reporting

   • File detailed accounts including profit and loss statements when required to provide stakeholders with clearer insights.
   • Maintain compliance with filing deadlines to avoid penalties and reputational risk.

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Executive Summary