MAISE ALLROUND CLEANING SERVICES LTD

Executive Summary

MAISE ALLROUND CLEANING SERVICES LTD is currently in a dormant financial state with nominal assets and no trading activity, reflecting its early stage of development. The company's financial health is limited but stable, with no distress signals due to its inactivity. To improve financial vitality, initiating operations, increasing working capital, and building organizational capacity are essential next steps.

MAISE ALLROUND CLEANING SERVICES LTD - Analysis Report

Company Number: 15113682

Analysis Date: 2025-07-20 13:58 UTC

Financial Health Assessment for MAISE ALLROUND CLEANING SERVICES LTD

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1. Financial Health Score: Grade D

Explanation:
The company is newly incorporated and currently classified as dormant, reflecting minimal financial activity. With only £1 in cash and net assets, no employees, and no trading activity reported, the financial condition is very limited at present. The grade D reflects a company in its infancy with no operational history or financial momentum, which is typical for a start-up or dormant entity but indicates a lack of current financial substance.

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2. Key Vital Signs

Metric	Value	Interpretation
Status	Active / Dormant	The company is active legally but dormant financially, indicating no trading.
Cash at Bank	£1	Extremely low liquidity; no cash flow to support operations.
Net Current Assets	£1	No working capital; unable to meet short-term obligations beyond token value.
Net Assets / Equity	£1	Minimal shareholder funds; no retained earnings or investments.
Employees	0	No operational workforce; no payroll expenses or business activity.
Account Category	Dormant	Dormant status confirms no significant financial transactions during the year.
Director & Control	Single Director with 75-100% control	Ownership and decision-making fully concentrated in one individual.

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3. Diagnosis (What the numbers reveal)

• Dormant Status: The company has not yet commenced trading or has deliberately ceased trading temporarily. This is common for new companies preparing for future business or holding an asset.
• No Revenue or Expenses: Absence of profit and loss data suggests no business operations occurred in the reported period.
• Minimal Financial Footprint: The single pound of cash and net assets indicates no financial activity or investment beyond initial share capital.
• No Operational Capacity: Zero employees and no fixed assets show the company is not currently engaged in delivering services or products.
• Concentrated Control: One director with full ownership suggests decisions are centralized, which can be efficient but also introduces risk if reliant on a single individual.

In medical terms, the company is in a state of "financial dormancy"—no active metabolic processes (business transactions) are occurring, so there are no symptoms of distress or vitality. This state is neither healthy nor unhealthy but neutral—akin to a patient in a medically induced coma awaiting treatment or activation.

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4. Recommendations (Treatment Plan)

To improve financial wellness and transition from dormancy to operational health, the company should consider:

1. Initiate Trading Activities: Begin generating revenue through cleaning and removal services as per the SIC codes to establish cash flow.
2. Build Working Capital: Increase cash reserves above nominal levels to support day-to-day operations and unexpected expenses.
3. Hire Staff: Employ personnel to deliver services, which will increase operational capacity but also require careful management of payroll.
4. Prepare Detailed Financial Plans: Develop budgets and forecasts to monitor income, expenses, and profitability as business commences.
5. Maintain Compliance: Continue filing accurate accounts and confirmation statements on time to avoid penalties and maintain good standing.
6. Consider External Funding: If capital is insufficient, explore loans, grants, or investor funding to support business growth.
7. Risk Management: With a single controlling director, consider adding governance measures or additional directors to diversify decision-making and reduce operational risk.

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