SPV HEALTHCARE RESOURCING LIMITED

Executive Summary

SPV Healthcare Resourcing Limited is a very young micro-entity currently exhibiting fragile financial health characterized by minimal working capital and slightly negative net assets. The company’s financial position reflects typical start-up conditions requiring vigilant liquidity management and a focus on building equity and operational profitability. With timely strategic actions, the company can stabilize its financial condition and build a sustainable foundation for growth.

SPV HEALTHCARE RESOURCING LIMITED - Analysis Report

Company Number: 15221601

Analysis Date: 2025-07-29 19:23 UTC

Financial Health Assessment Report for SPV Healthcare Resourcing Limited

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1. Financial Health Score: D

Explanation: The company exhibits very early-stage financial metrics with marginal working capital and a slightly negative net asset position, reflecting a fragile financial condition typical of a start-up micro-entity. The score "D" indicates caution—while not in immediate distress, the company must improve liquidity and equity buffers to ensure sustainable operations.

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2. Key Vital Signs

Metric	Value	Interpretation
Current Assets	£5,000	Modest cash and receivables available to cover short-term obligations. Indicates limited liquidity.
Current Liabilities	£4,900	Short-term debts almost equal to current assets, leaving minimal working capital.
Net Current Assets (Working Capital)	£100	Critically low positive working capital suggests tight cash flow and limited buffer for day-to-day operations.
Net Assets (Shareholders’ Funds)	-£20	Negative equity indicates that liabilities exceed assets slightly, a symptom of early-stage investment or initial operating losses.
Number of Employees	1	Micro-entity with minimal human resource expense, consistent with start-up phase.
Profit & Loss Account	Not filed	Lack of profit/loss data limits assessment of operational performance and profitability trends.

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3. Diagnosis

SPV Healthcare Resourcing Limited is in its inception year as a micro-entity within the human resources provision sector. The financial "vital signs" reveal a business with a "fragile pulse":

• The near parity of current assets and liabilities (working capital of only £100) indicates the company is operating with a razor-thin margin of safety in liquidity. This "symptom" suggests cash flow must be monitored closely to avoid distress.
• Negative net assets of £20, while small, reflect that the company’s liabilities slightly exceed its assets, which can be common in start-ups due to initial set-up costs or funding structures.
• The absence of a profit and loss statement prevents analysis of income generation and expense management, leaving uncertainty about operational viability beyond balance sheet snapshots.
• The company is owned and controlled 100% by a single director, which centralizes decision-making but may limit governance diversity.
• Filing deadlines are current, reflecting good compliance health—a positive sign for operational governance.

Overall, the company is in a vulnerable but typical start-up financial position. It is neither in distress nor yet showing strong financial health, akin to a patient with "low-grade symptoms" that require attentive care to avoid deterioration.

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4. Recommendations

To promote financial wellness and strengthen resilience, consider the following actions:

1. Enhance Liquidity Management:

   • Maintain a healthy cash buffer well above current liabilities to avoid "cash flow fainting spells."
   • Monitor receivables and payables closely to ensure timely collections and payments.

2. Build Positive Equity:

   • Consider additional equity injections or retained earnings to move net assets into positive territory, improving the "balance sheet heartbeat."
   • Avoid excessive short-term borrowing that can strain liquidity.

3. Develop Profit & Loss Transparency:

   • Prepare and file full profit and loss accounts to gain insight into operational profitability and cost structure.
   • Use this data to identify cost efficiencies and revenue growth opportunities.

4. Strategic Planning and Risk Assessment:

   • Develop a detailed business plan outlining growth and cash flow projections.
   • Identify potential risks (market, operational) and establish contingency plans.

5. Governance and Controls:

   • Although currently a single director entity, consider advisory support or non-executive oversight to introduce financial discipline and strategic oversight.

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