PUSH DR LIMITED

Financial Health Score: F — Critical / Terminal Distress

Explanation: The corporate patient is not merely showing symptoms of financial distress; it is recorded as being in liquidation, which is the corporate equivalent of intensive care or terminal wind-down. The only detailed accounts supplied — the year to 31 July 2014 — show negative net assets of £28,875, a severe working-capital deficit, and a current ratio of roughly 0.04. Filings are also overdue. The grade reflects legal status, solvency, and compliance health — not the quality of the healthcare service itself.

This is a public-data financial wellness diagnostic, not a formal audit, insolvency opinion, or legal advice. The data contains inconsistencies and stale information, so conclusions should be verified against Companies House and the liquidator’s reports.

Key Vital Signs

Note on signs: The financial-history field shows “total liabilities -£30,040”, but the accounts text shows creditors of £30,040. I interpret liabilities as positive £30,040; the negative sign appears to be a data sign convention.

Diagnosis

Symptoms Analysis

The symptoms are severe and consistent:

1. Terminal-event symptom — liquidation.
   Liquidation is not a warning sign; it is a formal insolvency/closure process. For a going-concern diagnosis, this is the dominant fact.

2. Solvency symptom — negative equity.
   In the only detailed accounts available, liabilities exceeded assets by £28,875. That is balance-sheet insolvency on that date.

3. Liquidity symptom — unhealthy cash flow.
   Current assets of about £1,315 against current liabilities of about £30,190 indicate the business was relying on external support or deferrals, not internally generated cash. The cash-flow pulse was very weak.

4. Compliance symptom — overdue filings.
   Overdue accounts and an overdue confirmation statement suggest administrative strain. In a healthy company, filings are routine; in a distressed company, they are often the first visible sign of trouble.

5. Transparency symptom — stale/missing financial data.
   The detailed accounts are from 2014, while the filing record refers to accounts made up to 2020. That gap means stakeholders cannot see the recent financial picture from the supplied data. A patient with no recent test results is harder to diagnose — but the liquidation status already tells us the outcome is critical.

Overall Diagnosis

Critical financial condition with a terminal event: the company is in liquidation. The available 2014 accounts show balance-sheet insolvency and a severe working-capital deficit. The overdue filings show compliance breakdown. The company should not be treated as a healthy going concern based on the supplied data.

Prognosis

Poor for going-concern recovery. Liquidation usually leads to asset realisation, creditor claims, and eventual dissolution. Creditors may recover something depending on available assets and priority; shareholders are likely to receive little or nothing. A rescue is possible only through an extraordinary transaction, but the public data does not support a recovery prognosis. The realistic outlook is orderly wind-down and creditor communication, not financial recovery.

Recommendations

Immediate priorities

1. Verify the liquidation status and type. Confirm with Companies House and the appointed insolvency practitioner whether this is a creditors’ voluntary liquidation, compulsory liquidation, or another process. Reconcile the inconsistent “in_liquidation” flag.
2. Confirm statutory filing responsibility. In liquidation, the liquidator usually takes control of records and filings. Directors should cooperate fully and ensure overdue filings are addressed or explained.
3. Prepare or obtain a statement of affairs. List assets, creditors, employees, contracts, and IP. This is the financial “scan” needed for creditors and the liquidator.
4. Communicate with creditors and stakeholders. Provide clear information on the liquidation process, claim registration, and expected timelines.
5. Preserve records and cooperate with the liquidator. Directors should not trade insolvently without professional advice and should preserve accounting records, contracts, and correspondence.

For creditors and stakeholders

• Register claims with the liquidator promptly.
• Monitor liquidator reports and any asset sales.
• Review director conduct and PSC information where relevant.
• Treat the website and service descriptions as potentially stale until confirmed.

For future financial wellness — if a new or rescued entity is created

• Maintain monthly management accounts and a 13-week cash-flow forecast.
• Keep a compliance calendar for accounts, confirmation statements, VAT, PAYE, and other filings.
• Hold a capital buffer appropriate to contract delays and technology costs.
• Diversify NHS/contract dependencies and stress-test cash flow under delayed payments.
• Set clear solvency early-warning triggers — negative working capital, current ratio below 1, overdue filings, or repeated creditor pressure.

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