JPD LANDSCAPING LTD

Executive Summary

JPD Landscaping Ltd operates as a small-scale landscaping service provider within a labour-intensive, seasonal UK sector. Its latest financials reveal liquidity challenges with negative working capital and declining net assets, positioning it as a niche player vulnerable to cash flow pressures. To strengthen its competitive stance, the company should focus on improving working capital management and capitalising on emerging sustainable landscaping trends.

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Company Analysis

This analysis is opinion only and should not be interpreted as financial advice.

JPD LANDSCAPING LTD - Analysis Report

Company Number: 12592347

Analysis Date: 2025-07-29 15:49 UTC

  1. Industry Classification
    JPD Landscaping Ltd operates within the SIC code 81300, classified under "Landscape service activities." This sector encompasses companies providing landscape maintenance, design, and related horticultural services. It is a labour-intensive segment typically characterised by small to medium enterprises offering local or regional services rather than national scale operations. Key sector characteristics include reliance on skilled manual labour, seasonal demand fluctuations, and sensitivity to construction and property development cycles.

  2. Relative Performance
    JPD Landscaping Ltd is a Small-sized private limited company, based on its turnover and balance sheet figures. The latest financials (year ending May 2024) show:

  • Fixed assets of approximately £55k mainly in plant and machinery, a typical asset base for landscaping firms investing in tools and vehicles.
  • Current liabilities (£48k) exceeding current assets (£36k), yielding net current liabilities of about £12k, which is a liquidity risk indicator in a sector where cash flow management is critical due to project-based income.
  • Net assets and shareholder funds stand at £17.7k, showing a decline from £35.8k the previous year, which could indicate retained losses or dividend payments.
  • An average employee count of 3, consistent with a micro to small landscaping operation.

Compared to the sector norms, which often see thin net asset bases but positive working capital to manage operational cash flow, JPD Landscaping’s negative net current assets is a red flag. However, the company maintains a modest fixed asset base aligned with sector capital intensity.

  1. Sector Trends Impact
    The landscaping services industry in the UK faces several market dynamics:
  • Increasing demand for sustainable landscaping and eco-friendly garden solutions, which can be an opportunity for differentiation.
  • Labour shortages and rising wage costs pose margin pressures for small operators.
  • Seasonality and weather dependency impact revenue consistency; firms often face cash flow volatility.
  • Post-pandemic trends show a rise in home improvement and garden landscaping, potentially supporting revenue growth but also intensifying competition.
  • Inflationary pressures on materials and fuel costs can squeeze margins further.

JPD Landscaping’s recent financial stress (working capital deficit) may be exacerbated by these macro trends. Strategic adaptation to sustainable services or diversification could help mitigate risks.

  1. Competitive Positioning
    JPD Landscaping Ltd appears to be a niche local player rather than a sector leader, typical for small landscaping companies. Strengths include:
  • Ownership of plant and machinery, which supports operational independence.
  • Experienced leadership with founder Mr Jamie Dyer actively involved.

Weaknesses relative to competitors:

  • Negative net working capital indicates potential liquidity and operational challenges.
  • Declining net assets suggest financial strain or limited profitability, which may impair ability to invest in growth or weather economic downturns.
  • Small workforce limits capacity to scale or take on multiple simultaneous contracts.

Compared with typical small landscaping firms that maintain at least neutral working capital and stable equity, JPD Landscaping’s financial profile signals it may be vulnerable to competitive pressures and cash flow shocks. It would benefit from improved working capital management and exploring niche service areas aligned with current market trends.


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