Company Number: 15127044

Analysis Date: 2025-07-20 12:33 UTC

Financial Health Assessment Report: MCKENZIE CAPEWELL CLEANING SERVICES LTD

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1. Financial Health Score: D

Explanation:
The company is in its infancy and classified as dormant, with minimal financial activity recorded since incorporation in September 2023. The balance sheet shows nominal cash and net assets of £100, representing the issued share capital. The absence of trading activity or revenue generation places the financial health at an early and undeveloped stage, warranting a cautious grade.

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2. Key Vital Signs

Metric	Value	Interpretation
Status	Active	Company is currently registered and operational, but dormant in financial terms.
Account Category	Dormant	No significant business transactions; minimal financial activity during the reporting period.
Cash at Bank	£100	Very low liquidity; essentially only initial share capital maintained as cash.
Net Assets	£100	Equal to the share capital; no accumulated profits or retained earnings.
Shareholders’ Funds	£100	Sole shareholder fully owns the equity; no external financing or liabilities reported.
Financial Year End	30 September 2024	Recent fiscal year end; accounts filed timely and no overdue returns.
Directors	1 (Mckenzie George Capewell)	Single director with full control; no evidence of governance diversification yet.
Industry Classification	Window Cleaning Services (SIC 81221)	Core business activity defined but not yet operational financially.

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3. Diagnosis: Underlying Business Health

The company currently exhibits the symptoms of a ‘sleeping patient’—dormant with no active trading or revenue streams. This is typical for newly incorporated companies that have yet to commence full operations. The minimal cash balance reflects the initial capital injection only, with no working capital or operational income.

From a financial standpoint, the company shows no signs of distress—there are no liabilities or losses recorded. However, the lack of trading activity means there is no evidence of cash flow generation, profitability, or operational viability at this stage.

The director holds 100% control, which simplifies decision-making but may concentrate risk if diversification of management is not considered as business progresses.

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4. Recommendations for Financial Wellness

• Initiate Trading Operations: To move from dormancy and build financial strength, start generating revenue through core business activities promptly.
• Financial Planning & Budgeting: Develop a detailed cash flow forecast and budget to ensure sufficient liquidity once trading begins.
• Build Working Capital: Secure initial working capital beyond the nominal share capital to cover operating expenses (e.g., equipment, staff, marketing).
• Governance & Controls: Consider appointing additional directors or advisors to diversify oversight and strengthen corporate governance.
• Timely Financial Reporting: Continue to meet filing deadlines and transition from dormant to active accounts reporting once trading starts.
• Monitor Cash Flow Closely: Healthy cash flow is the ‘heartbeat’ of any business—ensure inflows consistently exceed outflows as operations commence.
• Plan for Growth: Once operational, track key financial metrics such as gross margin, net profit, and liquidity ratios to monitor financial health evolution.

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