01174045 LIMITED
Opportunity 47/100 (watch), bankability 12/100. Strong seller-intent signal (78/100, director aged 78). Asset purchase likely safer than share purchase given structural signals. Biggest value-creation lever: File overdue accounts. Clears statutory overdue flag — immediate bankability uplift for refinance conversations. Most likely exit: asset disposal / carve-out (70/100). Current lenders should be on immediate intervention.
Refinance opportunity
11 live charges · 7 lenders · oldest 42.5y
Structure is too messy for a clean refinance right now — clean up first or expect bespoke terms.
- · Oldest live charge is 42.5 years old — likely at or near maturity.
- · 7 lenders named — inter-creditor friction likely.
- · Legal-friction score 75/100 (specialist).
Data confidence
Overall: low (49/100)Sparse data coverage. Treat AI-generated outputs as preliminary. Manual diligence essential.
Not actionable now, but monitor — distressed, succession, or structural changes could flip this into a real opportunity.
Recent activity
Corporate timeline (66 events)Click to expand
- 2013-08-21📄restoration-order-of-courtrestoration · AC92
- 2013-01-22📄gazette-dissolved-compulsarygazette · GAZ2
- 2012-10-09📄gazette-notice-compulsarygazette · GAZ1
- 2010-09-22📄restoration-order-of-courtrestoration · AC92
- 2009-09-15📄gazette-dissolved-compulsarygazette · GAZ2
- 2009-05-26📄gazette-notice-compulsarygazette · GAZ1
- 2003-04-11📄restoration-order-of-courtrestoration · AC92
- 2001-07-17📄gazette-dissolved-compulsarygazette · GAZ2
- 2001-03-27📄gazette-notice-compulsarygazette · GAZ1
- 2000-11-08⚠️liquidation-receiver-abstract-of-receipts-and-paymentsinsolvency · 3.6
- 2000-11-08⚠️legacyinsolvency · 405(2)
- 1999-12-08⚠️legacyinsolvency · 405(2)
- 1999-11-23⚠️liquidation-receiver-abstract-of-receipts-and-paymentsinsolvency · 3.6
- 1998-12-10⚠️liquidation-receiver-abstract-of-receipts-and-paymentsinsolvency · 3.6
- 1998-02-13📄miscellaneousmiscellaneous · MISC
- 1998-02-13⚠️liquidation-receiver-administrative-receivers-reportinsolvency · 3.10
- 1997-12-16📄legacyofficers · 288b
- 1997-11-28➖BREBNER, John Hugh Cameron resignedsecretary
- 1997-11-26⚠️legacyinsolvency · 405(1)
- 1997-11-24📍legacyaddress · 287
- 1997-03-25📄legacyofficers · 288b
- 1997-03-18➖SMITH, Terence resigneddirector
- 1997-02-02📄accounts-with-accounts-type-fullaccounts · AA
- 1996-10-24📄legacyannual-return · 363s
- 1996-08-12📄legacyofficers · 288
- 1996-07-05➖WILBRAHAM, Philip Neville resigneddirector
- 1996-03-13📄legacyannual-return · 363s
- 1996-03-13📄legacyofficers · 288
- 1995-12-04➕MACARTNEY, Melvyn John appointeddirector
- 1995-12-04➕SMITH, Terence appointeddirector
- 1995-10-04➖CORR, James Joseph resigneddirector
- 1995-07-19➖BALCAM, Robert Edward Schofield resignedsecretary
- 1995-07-19➖BALCAM, Robert Edward Schofield resigneddirector
- 1995-07-19➖DITCHFIELD, Ian resigneddirector
- 1995-07-19➖SLAWSON, Andrew Paul resigneddirector
- 1995-06-23➕BREBNER, John Hugh Cameron appointedsecretary
- 1995-01-12🔓Charge satisfied #8
- 1995-01-12🔓Charge satisfied #7
- 1995-01-12🔓Charge satisfied #6
- 1995-01-12🔓Charge satisfied #5
- 1994-11-18🔒Charge registered #11Lender: Midland Bank PLC
- 1994-11-18🔒Charge registered #10Lender: Midland Bank PLC
- 1994-10-13➖FREARSON, Richard resigneddirector
- 1994-04-06➕SLAWSON, Andrew Paul appointeddirector
- 1994-01-28🔓Charge satisfied #4
- 1994-01-28🔓Charge satisfied #1
- 1994-01-18➖PEACOCK, John resigneddirector
- 1993-12-22🔓Charge satisfied #3
- 1993-12-13➕BALCAM, Robert Edward Schofield appointedsecretary
- 1993-12-13➖CORR, James Joseph resignedsecretary
Owner dependency
The business appears inseparable from the founder. Acquisition without a serious earn-out or meaningful transition period would likely destroy value.
- +Two-director setup: Only two active directors — typical of owner-managed SMEs but limits succession.
- +Long-tenure founder: Senior director has been in place 30 years — deep operational knowledge concentrated in one person.
- +Founder age: Director aged approximately 78 — succession pressure is live.
Succession & seller-readiness
Strong acquirability signals converging. Worth approaching directly — this is how off-market deals start.
- primaryFounder aged 70+: Senior director is approximately 78 years old. Natural succession window is now.
- secondaryTwo-director governance: Small-team governance. Succession depth is thin but not absent.
- primary20+ year tenure: Director in role 30 years. Very long tenure is a classic succession signal.
- secondaryStable-but-static management: Company is 52 years old and no new directors in the last 3 years — succession not yet being planned internally.
Red flags
3 high · 2 med ·Statutory accounts have not been filed by their due date. Can indicate admin breakdown, cash preservation, or deliberate delay.
Evidence: Next due: 2003-01-31
Annual confirmation statement not filed on time. Required statutory filing — overdue is a strong discipline signal.
Evidence: Next due: 2016-10-26
Filings relating to insolvency, liquidation, or administration exist in the company's history. Review before proceeding.
Evidence: 2000-11-08: liquidation-receiver-abstract-of-receipts-and-payments; 2000-11-08: legacy
Companies House flags prior insolvency events. Review the insolvency filings for context.
Multiple instances where a charge was satisfied and a new charge created within 6 months. Suggests active refinancing cycle.
Radial SVG graph showing every company connected via shared directors, colour-coded by status.
Available from the Pro tier upwards.
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13 specific questions generated from this company's actual signals — liquidity, leverage, director age, charge count, red flags, age-of-company.
Available from the Pro tier upwards.
See pricing →Exit-route ranking, improvement thesis, quiet-distress detector, covenant-pressure proxy, extraction monitor, approaching triggers, ownership drift, local cluster, value trap, debt capacity, archetype classification — 48+ scoring modules.
Available from the Pro tier upwards.
See pricing →Company details
Registered office
Filing status
Officers (2 active · 14 resigned)
Click a director name to see their full track record across all companies.
Mortgages & charges
| Type | Properties | |||||
|---|---|---|---|---|---|---|
| outstanding | Midland Bank Midland Bank PLC | Legal charge | 1 property | 18/11/1994 | — | |
| outstanding | Midland Bank Midland Bank PLC | Composite guarantee and debenture | 1 property | 18/11/1994 | — | |
| satisfied | Lloyds Banking Group The Governor and Company of the Bank of Scotland | Assignment | 1 property | 01/11/1993 | 12/01/1995 | |
| satisfied | Lloyds Banking Group The Governor and Company of the Bank of Scotland | Debenture | 1 property | 01/11/1993 | 12/01/1995 | |
| satisfied | Lloyds Banking Group The Governor and Company of the Bank of Scotland | Legal charge | 2 properties | 01/11/1993 | 12/01/1995 | |
| satisfied | Lloyds Banking Group The Governor and Company of the Bank of Scotland | Legal charge | 1 property | 01/11/1993 | 12/01/1995 | |
| satisfied | Henry Ansbacher & Co. Henry Ansbacher & Co. Limited | Debenture | 1 property | 28/06/1991 | 10/12/1993 | |
| satisfied | Allied Irish Banks Allied Irish Banks PLC | Charge over deposit | 1 property | 28/11/1990 | 28/01/1994 | |
| satisfied | Allied Irish Banks . Allied Irish Banks PLC. | Mortgage debenture | 2 properties | 23/05/1988 | 22/12/1993 | |
| outstanding | National Westminster Bank National Westminster Bank PLC | Legal mortgage | 2 properties | 30/11/1983 | — | |
| satisfied | Manufacturers Hanoven Industrial Finance Manufacturers Hanoven Industrial Finance Limited | Assignment | 1 property | 31/10/1983 | 28/01/1994 |