NDR MANAGEMENT LIMITED

Executive Summary

NDR MANAGEMENT LIMITED exhibits critical financial fragility with net assets of just £2 over three years, indicating minimal operational activity and asset base. The company needs urgent strategic review, potential capital injection, and operational engagement to avoid financial failure. Without these, it risks remaining a non-viable shell entity.

NDR MANAGEMENT LIMITED - Analysis Report

Company Number: 13821141

Analysis Date: 2025-07-20 16:16 UTC

Financial Health Assessment of NDR MANAGEMENT LIMITED

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1. Financial Health Score: F (Critical Concern)

Explanation:
NDR MANAGEMENT LIMITED’s financial data shows a dangerously minimal asset base and equity position, with net assets and shareholders' funds reported as only £2 consistently over the last three years. This paltry figure signals a lack of operational substance and financial vitality, akin to a patient showing severe symptoms of malnutrition and frailty. The company is not generating or holding meaningful assets or working capital, which severely limits its capacity to sustain business activities or weather financial stress.

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2. Key Vital Signs: Critical Metrics and Interpretation

Metric	Value (2023)	Interpretation
Total Assets Less Current Liabilities	£2	Extremely low net asset base; indicates negligible tangible or intangible resources.
Net Assets	£2	Net worth almost non-existent; company has virtually no equity cushion to absorb losses.
Shareholders’ Funds	£2	Reflects the same minimal equity; no retained earnings or reserves accumulated.
Average Number of Employees	0	No staff employed; suggests no active business operations or at least no payroll obligations.
Account Category	Micro	Smallest scale company, limited reporting requirements, but minimal size also means limited resources.

Additional Observations:

• The company changed its name from ILFRACOMBE HOLIDAY PARK LIMITED in December 2023, which could indicate rebranding or restructuring.
• Ownership is concentrated with a single individual holding 75-100% shares, suggesting tightly held control but no diversification of capital or management input.
• The company operates in SIC 68100: "Buying and selling of own real estate," but the balance sheet does not reflect any real estate holdings or significant assets.

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3. Diagnosis: What the Financial Data Reveals About Business Health

The company's financial "vitals" are alarmingly weak, resembling a patient with critical organ failure and no reserves. The net assets of £2 are symbolic and effectively indicate no operational assets or capital backing. This suggests one or more of the following underlying financial "symptoms":

• Dormancy or Inactivity: Despite being active in status, the company shows no signs of trading activity or asset acquisition.
• Non-Operational Status: Zero employees and negligible assets imply that the company is either a shell or holding minimal assets, possibly used for administrative or holding purposes only.
• Lack of Financial Growth or Investment: No increase in net assets over three years signals no incoming investment, retained profits, or capital injection.
• Risk of Insolvency: While the company is not technically insolvent (liabilities are minimal), the absence of any substantial asset or cash buffer is a red flag for operational viability.
• Potential Tax or Compliance Shelter: The minimal financial footprint could hint at a company structure used for non-commercial purposes, such as holding intellectual property or real estate rights without trading.

In medical terms, the company is in a state of "financial cachexia" — extreme depletion of financial resources without visible signs of recovery or growth.

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4. Recommendations: Specific Actions to Improve Financial Wellness

1. Clarify Business Model and Activity:
   The director should review and clearly define the company’s business operations. Is it intended to be a trading entity, holding company, or dormant vehicle? Transparency here will guide next steps.

2. Inject Capital or Assets:
   To build financial resilience, consider a capital injection or acquisition of tangible assets aligned with the core business (real estate holdings). Without this, the company remains financially fragile.

3. Operational Engagement:
   If active trading is intended, the company must demonstrate operational activity—generate revenues, employ staff, or engage in transactions that build working capital and profits.

4. Regular Financial Monitoring:
   Implement monthly financial reviews to monitor cash flow, assets, and liabilities. Early identification of financial distress symptoms can enable timely interventions.

5. Seek Professional Advice:
   Given the precarious financial state, consulting with a financial advisor or restructuring expert may help develop a turnaround strategy or, if necessary, plan an orderly wind-down to minimize liabilities.

6. Compliance and Reporting:
   Continue to file accounts and confirmation statements timely to avoid penalties and maintain company good standing.

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