MURRAY-LEE-MCKENZIE LTD

Executive Summary

Murray-Lee-McKenzie Ltd has established a solid financial foundation within the competitive real estate agency market through strong cash reserves and shareholder alignment. The company’s agility and growing net assets position it well for geographic and service expansion, leveraging digital and partnership strategies. To sustain growth, it must proactively manage liquidity risks, enhance governance, and scale operational capabilities to navigate market volatility and competitive pressures.

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Company Analysis

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

MURRAY-LEE-MCKENZIE LTD - Analysis Report

Company Number: 14076081

Analysis Date: 2025-07-29 20:10 UTC

  1. Strategic Assets: Murray-Lee-McKenzie Ltd operates in the real estate agency sector (SIC 68310) as a private limited company incorporated in 2022. Despite being a relatively young player, the company has demonstrated solid financial progress, growing net assets from £26k in 2023 to nearly £90k in 2024. Key strengths include a strong cash position (£144k in 2024), positive working capital, and a lean organizational structure with just three employees, enabling operational agility. The three principal shareholders/directors collectively hold significant control, which can facilitate swift decision-making and aligned strategic direction. The company also benefits from tangible fixed assets (plant and machinery), indicating foundational investment in operational infrastructure.

  2. Growth Opportunities: Given its early stage and positive financial trajectory, Murray-Lee-McKenzie Ltd has growth potential by expanding its client base in the real estate market, particularly in the Belvedere and greater Kent areas. Opportunities include diversifying service offerings—such as property management, lettings, or real estate consultancy—to increase revenue streams. Leveraging digital platforms and marketing investments could enhance market visibility and client acquisition. Strategic partnerships with local developers or financial institutions may also unlock new channels for deal flow and customer referrals. Furthermore, prudent management of liabilities and reinvestment of retained earnings could support scaling operations and talent acquisition to meet growing demand.

  3. Strategic Risks: As a small, privately held company, Murray-Lee-McKenzie Ltd faces risks typical of early-stage real estate firms including market volatility, regulatory changes affecting property transactions, and competition from more established agencies. The company’s current liabilities, including director loans and other creditors, have increased significantly, which may pressure liquidity if not carefully managed. Negative trade debtors as of 2024 suggest possible accounting adjustments or write-offs that require attention to maintain accurate financial records. Concentrated ownership and control, while beneficial for agility, also pose governance risks if diverse input and oversight are limited. Finally, reliance on a small team may constrain capacity to capture larger or multiple simultaneous deals without operational scaling.


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