WE ARE THREE SIXTY LTD

Executive Summary

WE ARE THREE SIXTY LTD currently exists as a dormant private limited company with minimal financial activity, providing a clean and compliant corporate structure ready for activation. Its strategic value lies in its potential to be repurposed for new business ventures or market entry, albeit with risks related to inactivity and concentrated ownership. To realize growth, the company must define a clear operational strategy and leverage its dormant status as a springboard for future expansion.

WE ARE THREE SIXTY LTD - Analysis Report

Company Number: 14111798

Analysis Date: 2025-07-29 18:17 UTC

1. Strategic Assets
   WE ARE THREE SIXTY LTD currently holds the status of a dormant private limited company with minimal financial activity and negligible net assets (£1). Its key asset is its clean incorporation and registration, with a stable director and 100% ownership control by Steven Wood. The company benefits from low operational risk and compliance with statutory filing requirements, maintaining an active status and good standing. Although dormant, the company’s registration and legal structure provide a foundational platform for future operational activities without legacy liabilities or financial burdens.

2. Market Position
   At present, WE ARE THREE SIXTY LTD has no active market presence or industry engagement, as evidenced by its dormant status and absence of SIC classification beyond “Dormant Company.” It does not participate in any economic sector or generate turnover, thus it holds no competitive position within any industry segment. The company’s current strategic fit is essentially a holding or shell entity, available to be leveraged or repurposed for new business initiatives.

3. Growth Opportunities
   The company’s growth potential lies entirely in its capacity to activate and enter a chosen market segment. Given it is newly incorporated (2022) and dormant, opportunities include:

• Strategic repositioning into an emerging or underserved industry sector.
• Leveraging the existing corporate entity to acquire assets, intellectual property, or to serve as a vehicle for new ventures.
• Utilizing the clean financial slate to attract investment or partnerships without legacy risks.
• Expanding into digital services, consultancy, or other scalable business models aligned with the director’s expertise.

4. Strategic Risks
   The primary risk is the absence of operational activity, which may lead to loss of corporate momentum or reputational invisibility in the market. Without clear strategic direction or business model activation, the company risks becoming a non-viable entity. Additionally, reliance on a single director with full control concentrates decision-making risk and could limit flexibility or scalability. Failure to file accounts or annual returns timely could result in penalties, although current compliance is maintained. Finally, dormant companies face challenges in accessing credit or partnerships without demonstrable business history.