THE PUDDLE PROJECT CIC

Executive Summary

THE PUDDLE PROJECT CIC demonstrates healthy financial "vital signs" characterized by rapid turnover growth, solid liquidity, and operational break-even. The company is financially stable with positive cash flow and expanding capacity, though it should focus on building financial reserves and improving operating margins for long-term resilience. Continued transparent governance and stakeholder engagement will support sustained community impact and financial wellness.

THE PUDDLE PROJECT CIC - Analysis Report

Company Number: 12924759

Analysis Date: 2025-07-29 12:56 UTC

Financial Health Assessment for THE PUDDLE PROJECT CIC (Year ended 31 October 2024)

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1. Financial Health Score: B

Explanation:
THE PUDDLE PROJECT CIC exhibits a solid foundation with positive indicators in liquidity and operational sustainability. The company's turnover has grown significantly year-over-year, and it maintains a healthy cash position with net current assets well above zero. However, the company’s zero net assets and zero shareholders funds reflect its structure as a Community Interest Company limited by guarantee with no share capital, which is typical but limits capital accumulation. Overall, the financial "vitals" show a healthy but cautious picture, meriting a good grade while noting areas for ongoing vigilance.

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2. Key Vital Signs

Vital Sign	Latest Value (2024)	Interpretation
Turnover (Revenue)	£81,005	Significant growth (over 4x increase from prior year), indicating expanding operations and market traction.
Gross Profit	£21,885	Positive gross profit shows core operations generate surplus after cost of sales; good operational health.
Operating Profit	£0	Break-even operating result suggests tight cost control aligned with revenue, but limited margin for error.
Cash & Current Assets	£20,163	Healthy liquidity position; cash covers short-term obligations comfortably, indicating strong cash flow management.
Net Current Assets	£20,163	Positive working capital ("healthy cash flow") ensures ability to meet immediate liabilities.
Fixed Assets	£5,465	Investment in tangible assets signals commitment to infrastructure supporting operations.
Net Assets / Shareholders Funds	£0	Reflects company structure (limited by guarantee, no share capital); not an indicator of distress here.
Employees	6 (average)	Increase from 0 employees last year to 6 shows organisational growth and capacity building.
Profit & Loss Reserve	£0	No accumulated retained earnings, consistent with break-even financials and CIC accounting norms.

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

THE PUDDLE PROJECT CIC is in a phase of solid operational growth, demonstrated by a rapid increase in turnover and expansion of staff. The financial "symptoms" reveal a community interest organisation successfully scaling its activities while maintaining a careful balance between income and expenditure, as reflected in the break-even operating result. The positive working capital and cash balances are indicative of a "healthy cash flow," with no signs of liquidity distress. The investment in tangible assets (e.g., facilities such as buildings and equipment) further supports sustainable service delivery.

The zero net assets figure is typical for this type of company limited by guarantee and does not indicate financial weakness but rather reflects the absence of share capital and the reinvestment of any surplus into community benefit activities. The directors' remuneration, while modest, is transparent and proportionate to the scale of operations.

The company’s financial "immune system" appears strong, with no overdue filings, no liabilities threatening solvency, and active stakeholder engagement as seen in the community interest report. This suggests good governance and responsiveness to community needs.

Overall, the company is financially stable, operationally growing, and aligned with its mission, showing no symptoms of financial distress or imbalance.

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4. Recommendations: Specific Actions to Improve Financial Wellness

• Build a Financial Buffer: While cash flow is healthy, consider building a restricted reserve fund or contingency fund to buffer against unexpected expenses or funding fluctuations common in community interest operations.

• Improve Operating Margin: Explore opportunities to enhance operational efficiency or diversify income streams to move from break-even to a modest surplus, strengthening financial resilience.

• Asset Management: Ensure ongoing maintenance and optimal utilisation of fixed assets to avoid depreciation surprises that could strain future cash flow.

• Financial Reporting Transparency: Continue detailed and transparent reporting in line with CIC best practices to maintain stakeholder trust and access to community funding.

• Strategic Planning for Growth: As turnover grows, formalise budgeting and cash flow forecasting processes to anticipate working capital needs and capital investment requirements.

• Stakeholder Engagement: Maintain and deepen consultations with beneficiaries and partners to align services with community needs, potentially opening new funding or partnership opportunities.

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