SPRINGBOARD PRIMARY LIMITED

Executive Summary

SPRINGBOARD PRIMARY LIMITED is currently a dormant company with minimal financial activity, reflected in very low cash and net assets. The company is financially stable but inactive, presenting no immediate risks but also no operational progress. To improve its financial wellness, the company should focus on planning for operational commencement with sufficient funding and maintain strict compliance with regulatory requirements.

SPRINGBOARD PRIMARY LIMITED - Analysis Report

Company Number: 14686970

Analysis Date: 2025-07-29 14:52 UTC

Financial Health Assessment of SPRINGBOARD PRIMARY LIMITED

1. Financial Health Score: D (Dormant Status - Minimal Activity)

Given the company's dormant status and minimal financial activity (net assets of only £100 and cash at £100), the financial health score is a D. This is not a reflection of distress but of inactivity, which places the company in a neutral state awaiting operational commencement or further development.

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2. Key Vital Signs

Metric	Value	Interpretation
Status	Active	The company is legally active and not undergoing liquidation or administration.
Account Category	Dormant	No significant trading or financial transactions during the reported period.
Cash	£100	Minimal cash holdings, consistent with dormant status; no operational cash flow.
Net Assets	£100	Very low net asset base, reflecting no business assets or liabilities.
Shareholders’ Funds	£100	Equity reflects initial funding or nominal share capital; no retained earnings or losses.
Filing Compliance	Up to date	Accounts and confirmation statements are filed on time; no overdue filings or penalties.
Ownership & Control	Single owner with 75-100% control	Clear ownership and control structure, reducing governance complexity.
Industry Classification	Other human health activities (SIC 86900)	Intended sector but no operational data yet to assess business performance.

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3. Diagnosis

SPRINGBOARD PRIMARY LIMITED is currently in a "dormant" state, characterized by the absence of trading activity or significant financial transactions. This is akin to a patient in a stable but inactive state, similar to a hibernating organism conserving energy. The company has minimal cash and net assets, limited to the initial capital or nominal funds, with no signs of operational revenue, expenses, or liabilities.

There are no symptoms of financial distress such as liabilities exceeding assets, cash shortages, or overdue filings. The governance structure is clear and stable with a single director and controlling shareholder, which simplifies decision-making but also concentrates responsibility.

The dormant status is common for newly incorporated companies that have yet to commence trading or those holding a company structure for future use or protection of a business name.

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4. Prognosis

If the company intends to begin operations, financial health will depend on factors such as capital injection, revenue generation, cost control, and market conditions in the human health sector. Currently, there is no cash flow or operational data to predict short-term financial performance.

Should the company remain dormant, it will continue to have minimal financial activity and low financial risk but no growth or profit generation. The prognosis in this state is stable but inactive.

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5. Recommendations

• Activate Operations When Ready: Plan for a structured business launch with adequate working capital to avoid symptoms of financial strain such as cash flow shortages.
• Capital Planning: Consider raising sufficient funds before starting trading to cover initial operating expenses and growth.
• Maintain Compliance: Continue timely filings to avoid penalties and maintain good standing with Companies House.
• Financial Monitoring: Once active, implement regular financial monitoring focusing on cash flow, profitability, and working capital to detect early warning signs of distress.
• Governance: As a single director and shareholder company, consider periodic independent reviews to challenge assumptions and ensure robust decision-making.
• Strategic Review: Develop a clear business model and financial projections aligned with the human health services sector to guide operational and financial planning.

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