SONA PROPERTIES & INVESTMENTS LIMITED

Executive Summary

SONA PROPERTIES & INVESTMENTS LIMITED is in the very early stages of business development with nominal financial resources and no operational activity reflected in its first year accounts. The company’s financial health score is low (D), indicating a fragile but stable condition. To improve financial wellness, the company should focus on capital infusion, initiating active operations, and rigorous financial management to build a sustainable and healthy business foundation.

SONA PROPERTIES & INVESTMENTS LIMITED - Analysis Report

Company Number: 14910529

Analysis Date: 2025-07-29 12:19 UTC

Financial Health Assessment for SONA PROPERTIES & INVESTMENTS LIMITED
(Financial Year Ended 30 June 2024)

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1. Financial Health Score: D

Explanation:
The company exhibits the vital signs of a very nascent or inactive financial state, with only £1 reported in current assets and net assets. This extremely limited asset base severely restricts operational capacity and financial flexibility, akin to a patient with dangerously low blood pressure and minimal energy reserves. While not in distress or insolvency, the financial "symptoms" suggest the business is at an embryonic stage or dormant with negligible trading activity.

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2. Key Vital Signs: Critical Metrics and Interpretation

Metric	Value	Interpretation
Current Assets	£1	Minimal liquid resources; insufficient for operational needs.
Cash	£1	Practically no cash flow; "heart" of liquidity is barely beating.
Net Current Assets (Working Capital)	£1	No meaningful working capital to cover short-term obligations.
Total Assets Less Current Liabilities	£1	Asset base minus short-term debts is negligible, indicating no buffer.
Net Assets	£1	Equity base is essentially non-existent; shareholder funds minimal.
Share Capital	£1	Company funded only by a nominal amount of share capital.
Number of Employees	0	No workforce, indicating no active trading or operations.

• Age of Company: Incorporated June 2023, with the first accounts to June 2024. Early stage with little operational history.
• Company Status: Active, Private Limited Company in real estate sector (letting and buying/selling own real estate).
• Audit Exemption: Small company regime applied, no audit required.
• No Profit & Loss Data: Opted not to submit P&L account, limiting insight into trading performance or profitability.

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

The financial "vital signs" exhibit symptoms of a company in the earliest stages of development or effectively dormant, with virtually no financial activity or operational scale. The balance sheet shows only a nominal £1 in assets and equity, and no liabilities, suggesting that the company has not yet engaged in substantive transactions, acquired properties, or generated income.

The absence of employees and minimal capital indicate the business is currently not generating cash flow or revenue, comparable to a patient in a state of metabolic rest awaiting treatment or activation.

The change of company name in June 2025 and director changes suggest some restructuring or rebranding, which may indicate strategic repositioning but does not yet reflect in financial growth or health.

In summary, the company is financially fragile but not distressed or insolvent. It is at a stage where the business "heartbeat" is very faint, requiring capital infusion, operational activity, and revenue generation to develop into a financially viable entity.

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4. Recommendations: Specific Actions to Improve Financial Wellness

1. Capital Injection:
   Increase share capital or raise funds to build a financial buffer. This will provide the necessary "oxygen" for operational activities and investment.

2. Activate Operations:
   Commence or accelerate property acquisition, letting, or sales to generate income and cash flow. Develop a clear business plan to stimulate financial circulation.

3. Financial Record-Keeping:
   Maintain comprehensive profit and loss accounts in future filings to monitor business performance and identify early "symptoms" of financial distress or health.

4. Engage Financial Advisors:
   Seek expert advice on property investment strategies and financial planning to ensure sustainable growth and risk management.

5. Monitor Cash Flow Closely:
   With minimal current assets, it is critical to manage cash flow tightly to avoid liquidity crises.

6. Build Workforce as Needed:
   Consider hiring or contracting staff to manage operations and business development once capital and activities justify it.

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