JEFFERY GROUP LTD

Executive Summary

JEFFERY GROUP LTD is currently dormant with no operational financial activity, reflected by minimal net assets and shareholder funds of £1. While administratively compliant and active on record, the company shows no signs of trading or revenue generation, indicating a need to activate business operations and improve capital structure to ensure future financial health. Without these steps, the company remains in a state of financial inactivity akin to hibernation, limiting growth prospects and operational viability.

JEFFERY GROUP LTD - Analysis Report

Company Number: 14253176

Analysis Date: 2025-07-20 14:09 UTC

Financial Health Assessment of JEFFERY GROUP LTD

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1. Financial Health Score: Grade D

Explanation:
JEFFERY GROUP LTD is classified as a dormant company with negligible financial activity and minimal net assets (£1). While the company is compliant in filings and active in status, the financial data shows no operational transactions or financial vitality. Dormancy implies the business is inactive, which is a significant symptom of financial quiescence or early-stage setup without trading.

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2. Key Vital Signs

Metric	Observation	Interpretation
Net Assets	£1 (2024), £1 (2023), £1 (2022)	Minimal capital base; no growth or operational asset base
Shareholder Funds	£1 across three years	No retained earnings or accumulated profits
Account Category	Dormant	No trading activity; no revenue or expenses recorded
Filing Compliance	Up to date	Healthy administrative compliance and governance
Directors	One active director, one resigned	Stable governance but reduced leadership input recently
Company Status	Active but dormant	Registered and compliant but no business transactions
Industry SIC Code	93199 - Other sports activities	Potential business activity area, but no financial activity yet

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3. Diagnosis: What the Financial Data Reveals

JEFFERY GROUP LTD exhibits the classic "symptoms of dormancy" — no operational revenues, negligible assets, and no trading activity. The company effectively exists on paper, carrying the legal and administrative responsibilities of an active company without engaging in business operations. This "financial inactivity" is not inherently problematic but indicates the company is not currently generating cash flow or profit, akin to a patient in a state of hibernation rather than active health.

The presence of only £1 in net assets and shareholder funds suggests no capital injection beyond the initial nominal share capital. The company’s financial statements confirm it is exempt from audit due to dormancy, which aligns with the absence of transactions.

From a governance perspective, the company is compliant with filing deadlines and statutory requirements, showing "healthy administrative functioning." The resignation of one director recently may signal management changes but is not necessarily indicative of distress.

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4. Recommendations: Steps to Improve Financial Wellness

• Activate Trading Operations: Begin business activities to generate revenue and build working capital. Dormancy limits the company’s ability to demonstrate financial health or secure financing.
• Capital Injection: Consider increasing share capital or securing loans to fund initial operations and create a financial cushion.
• Financial Planning: Develop a clear business plan with cash flow forecasts to monitor liquidity and avoid future symptoms of distress such as insolvency risks.
• Governance Monitoring: Maintain up-to-date filings and consider appointing additional directors or advisors to strengthen leadership and oversight.
• Review Business Model: Assess the viability of the intended sports activities and market demand to ensure sustainable operations.
• Regular Financial Reviews: Once active, implement routine financial health checks similar to this assessment to catch early signs of operational or financial troubles.

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