OAKS GREEN MANAGEMENT (BETHERSDEN) LIMITED

Executive Summary

OAKS GREEN MANAGEMENT (BETHERSDEN) LIMITED is a very young micro-entity with nominal capital and minimal financial assets, typical of a company in its infancy. While administratively healthy and compliant, the company lacks financial substance, indicating it is at an early stage of development. To enhance financial health, the company should focus on capital strengthening, revenue growth, and prudent cash management to build resilience and support future operations.

OAKS GREEN MANAGEMENT (BETHERSDEN) LIMITED - Analysis Report

Company Number: 14458671

Analysis Date: 2025-07-29 12:49 UTC

Financial Health Assessment for OAKS GREEN MANAGEMENT (BETHERSDEN) LIMITED

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1. Financial Health Score: D

Explanation:
Assigning a grade of D reflects a fragile financial condition. The company’s financial statements show extremely minimal asset values and equity (£4 net assets/shareholders funds), suggesting it is in the very early stages of operation or has extremely limited financial activity. While the company is compliant with filing and returns deadlines and shows no immediate distress, the “vital signs” indicate a lack of meaningful financial substance or operational scale. This is typical for a recently incorporated micro-entity with minimal transactions or capital.

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2. Key Vital Signs

Metric	Value	Interpretation
Account Category	Micro	Smallest reporting category with minimal filing requirements, indicating limited scale.
Net Assets / Shareholders’ Funds	£4	Extremely low equity base; essentially nominal capital. This is akin to having only a “heartbeat” but no muscle or strength.
Total Assets less Current Liabilities	£4	Minimal net asset value, indicating little to no operational assets or working capital.
Average Employees	4	Small workforce, consistent with micro entity status but suggests some operational activity.
Filing Status	Up to date	No symptoms of administrative or compliance distress; healthy administrative discipline.
Directors	4 current directors; 1 resigned	Stable leadership presence but frequent changes early on may hint at organizational formation phase.
Industry	Residents property management (SIC 98000)	Typically a service-oriented sector with variable capital needs.

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3. Diagnosis

What the numbers reveal:
OAKS GREEN MANAGEMENT (BETHERSDEN) LIMITED is a very young micro-entity with nominal capital (£4) and negligible financial assets. This is characteristic of a company that has just started, possibly holding minimal operational or fixed assets, and has not yet built up working capital or equity reserves. The company employs a small team (4 persons), indicating some operational activities, but the financial “symptoms” suggest it is in a nascent stage with limited financial resources.

The absence of current liabilities or debts is positive—there are no signs of financial obligations that could stress liquidity. However, the company’s balance sheet is effectively skeletal, meaning it has no financial reserves to absorb shocks or support growth yet.

The company is compliant with all filing deadlines, which is a good sign of governance and administrative health. The multiple directors appointed recently reflect an active management team likely in the process of setting up operational structures.

In summary, the company’s financial health resembles that of a newborn: the vital signs (financial metrics) show life, but the body (financial substance) is still undeveloped.

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4. Recommendations

To improve financial wellness and build a more robust financial profile, the company should consider:

• Capital Injection: Increase share capital or secure funding to build a stronger equity base. Healthy capital is essential to support operational growth and buffer against risks.
• Build Working Capital: Focus on accumulating current assets (cash, receivables) to ensure smooth day-to-day operations and avoid liquidity crunches.
• Revenue Generation: Accelerate business development to generate sustainable revenues and profits, which will reflect positively in future balance sheets and reserves.
• Cost Control: Monitor and manage expenses prudently, especially in the early stages, to conserve cash and avoid unnecessary liabilities.
• Financial Reporting: Continue timely and accurate filing of accounts and returns to maintain compliance and build credibility with stakeholders.
• Strategic Planning: Develop a clear business plan and financial forecast to guide growth and identify capital needs proactively.

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