TPF CONSULTING LIMITED

Executive Summary

TPF Consulting Limited exhibits a healthy financial position typical of a newly established micro-entity, with positive working capital and net assets reflecting sound initial capitalization. The company shows no signs of financial distress but should focus on disciplined cash flow and business growth to ensure a stable future. With prudent management and strategic planning, the company’s financial outlook is positive.

TPF CONSULTING LIMITED - Analysis Report

Company Number: 14987381

Analysis Date: 2025-07-29 18:58 UTC

Financial Health Assessment Report for TPF CONSULTING LIMITED

---

1. Financial Health Score: B

Explanation:
TPF Consulting Limited demonstrates a solid financial footing for a newly incorporated micro-entity. The company shows positive net current assets and net assets, indicating a healthy liquidity position and initial capitalisation. However, being in the early stage of operation with limited financial history and minimal fixed assets, the score reflects good but nascent financial health with room to build operational stability and growth.

---

2. Key Vital Signs

Metric	Value (£)	Interpretation
Fixed Assets	274	Minimal investment in long-term assets, typical for a start-up consultancy.
Current Assets	19,925	Healthy short-term liquidity, mainly cash or receivables.
Current Liabilities	7,777	Short-term obligations are moderate relative to assets.
Net Current Assets	12,148	Positive working capital — "healthy cash flow cushion."
Total Assets Less Current Liabilities	12,422	Strong net asset position for a micro company.
Net Assets (Shareholders’ Funds)	12,422	Reflects owner equity; indicates no accumulated losses.
Employees	1	Small operational scale, consistent with micro category.

Additional Notes:

• The company is classified as a micro-entity, adhering to simplified reporting standards, which is appropriate for its size and turnover.
• No overdue filings; compliance with statutory deadlines is a positive sign for governance.
• Ownership is concentrated with two individuals holding over 75% combined shares and control rights, offering clear governance but potential concentration risk.
• No audit requirement, common and acceptable for micro-entities, but limits external assurance on financials.

---

3. Diagnosis: Current Financial Condition

TPF Consulting Limited's financial "vital signs" suggest a stable early-stage condition. The company has a positive working capital balance, indicating it can comfortably cover its short-term liabilities—a fundamental sign of liquidity health. The net asset base of approximately £12.4k, contributed by shareholders' funds, shows that the business is adequately capitalised for its scale and has not yet suffered financial distress or losses.

The minimal fixed assets reflect the nature of the consulting business, which is typically service-oriented with low capital expenditure needs. The single employee headcount (likely the director) suggests a lean operational model focused on managing costs.

No worrying "symptoms" such as negative net assets, high debt levels, or overdue statutory filings are evident. The absence of audit requirements is standard for this company size but should be monitored as the company grows.

However, as a start-up with limited financial history, the prognosis depends heavily on successful business development and cash flow management going forward.

---

4. Recommendations: Improving Financial Wellness

• Cash Flow Management: Maintain the positive net current assets by carefully managing receivables and payables to avoid liquidity crunches as the business scales.
• Business Development: Focus on growing client base and revenue streams to build sustainable income beyond the initial capital injection.
• Financial Controls: Even without audit requirements, implement robust internal financial controls and regular management reviews to detect early warning signs of distress.
• Diversify Ownership/Control: Consider expanding the ownership base or advisory support to mitigate risks of director concentration and bring broader expertise.
• Plan for Growth: As turnover grows, prepare for the transition from micro-entity reporting to more comprehensive financial statements and possibly audit requirements. Establish early relationships with accountants or advisors to support this evolution.
• Reserve Funds: Build retained earnings or reserves to cushion against unforeseen expenses or downturns, improving long-term resilience.

---