ROBERTSON CRAIG LLP

Executive Summary

ROBERTSON CRAIG LLP exhibits strong liquidity and solid net assets for its initial operating period, indicating a good baseline financial health. The firm's main strength lies in its healthy working capital and low debt levels, while its large debtor balance calls for careful management to sustain cash flow. With targeted improvements in credit control and profitability tracking, the LLP is well-positioned for a stable and prosperous financial future.

ROBERTSON CRAIG LLP - Analysis Report

Company Number: SO307688

Analysis Date: 2025-07-07 22:39 UTC

Financial Health Assessment Report for ROBERTSON CRAIG LLP

---

1. Financial Health Score: B+

Explanation:
ROBERTSON CRAIG LLP demonstrates a strong financial position for a relatively new LLP, with robust working capital and positive net assets. The absence of audit requirements and the total exemption full filing category reflect the LLP’s compliance with small entity regulations. While the financial health is generally sound, the absence of a profit and loss statement limits a full profitability analysis, thus preventing an 'A' grade at this stage.

---

2. Key Vital Signs

Metric	Value (£)	Interpretation
Current Assets	2,504,447	Healthy level of liquid and near-liquid assets, indicating good short-term resource availability.
Cash at Bank & In Hand	384,394	Adequate cash reserves to meet immediate operational needs, though relatively modest vs. debtors.
Trade Debtors	2,023,016	Large debtor book; potential risk if collection is slow, but reflects revenue generation capability.
Current Liabilities	675,580	Manageable short-term obligations; LLP holds more than 3x current assets to liabilities, indicating good liquidity.
Net Current Assets	1,828,867	Strong working capital ("financial pulse") suggesting the LLP can comfortably cover short-term debts.
Total Assets Less Current Liabilities	1,884,276	Good buffer after accounting for short-term liabilities, reflecting operational stability.
Creditors (Long-term)	18,559	Minimal long-term debt, indicating low leverage and financial prudence.
Net Assets (Members' Interests)	1,865,717	Positive net worth, showing the LLP's equity base is solid and not eroded by losses.
Average Number of Employees	28	Suggests a mid-sized operation with significant human resource investment.

Additional Notes:

• The LLP is newly incorporated (Dec 2022) and accounts cover 10 months to March 2024, which limits trend analysis but provides a snapshot of initial health.
• The LLP operates in the chartered accountancy and tax advisory sector, which typically demands strong cash flow and debtor management.
• Members’ loans constitute the entirety of net assets, indicating capital invested by members is the main equity source.

---

3. Diagnosis: Financial Condition Overview

ROBERTSON CRAIG LLP shows a "healthy cash flow" profile with substantial current assets relative to liabilities, reflecting strong liquidity and operational funding. The sizeable trade debtors imply active client work and billing but also represent a "symptom" that requires vigilant credit control to avoid cash flow bottlenecks.

The LLP’s fixed asset base is modest (£55,409), typical for a service-oriented professional firm, minimizing capital expenditure burden. The low long-term debt signifies minimal financial strain and prudent use of borrowing, reducing risk exposure.

The net current assets and positive net assets ("financial vital signs") suggest no immediate distress symptoms. However, the absence of a detailed profit and loss account in the filing limits insight into profitability and expense management, which are crucial for a comprehensive health diagnosis.

The LLP has a stable governance structure with several designated members actively involved, which bodes well for strategic decision-making and accountability.

---

4. Recommendations for Financial Wellness Improvement

• Enhance Debtor Management:
  Implement or strengthen credit control procedures to reduce debtor days and convert the large debtor book into cash faster. This will improve liquidity and reduce risk of bad debts.

• Profitability Transparency:
  Consider preparing internal profit and loss statements or management accounts more frequently to monitor profitability and operational efficiency closely, even if not required by statute.

• Cash Reserve Strategy:
  Maintain or increase cash reserves to provide a buffer for unforeseen expenses or cyclical downturns, especially given the professional services sector's cash flow variability.

• Leverage Opportunities Carefully:
  Explore controlled use of debt financing if expansion or capital investment is anticipated, but maintain low leverage to avoid financial strain.

• Regular Financial Health Checks:
  Conduct periodic financial health diagnostics to detect early warning signs ("symptoms of distress") such as increasing liabilities, declining net assets, or worsening working capital.

• Governance and Compliance:
  Ensure continued compliance with filing deadlines and maintain transparent communication with members and stakeholders to support sustained financial health.

---