FM FRONT DOOR CITY QUAY DUNDEE LIMITED
Opportunity 61/100 (worth a look), bankability 70/100. High owner-dependency — earn-out structure likely required for clean transition. Share purchase looks the cleaner deal structure. Biggest value-creation lever: Resolve: Company dissolved. Company has been dissolved — it no longer legally exists. Any diligence here is historical only. Most likely exit: share sale to pe / searcher (65/100).
Data confidence
Overall: low (50/100)Sparse data coverage. Treat AI-generated outputs as preliminary. Manual diligence essential.
Mixed signal. Worth opening the full target workup before deciding to pursue.
Recent activity
Corporate timeline (24 events)Click to expand
- 2010-04-02📄gazette-dissolved-voluntarygazette · GAZ2(A)
- 2010-04-02🏁Company dissolved
- 2010-01-23📄dissolution-voluntary-strike-off-suspendeddissolution · SOAS(A)
- 2009-12-11📄gazette-notice-voluntarygazette · GAZ1(A)
- 2009-11-27📄dissolution-application-strike-off-companydissolution · DS01
- 2008-11-13🏢Company incorporatedAs FM FRONT DOOR CITY QUAY DUNDEE LIMITED
- 2008-11-13➕MILNE, Jonathon Alexander appointedsecretary
- 2008-11-13➕FORBES, John Inglis appointeddirector
- 2008-11-13➕MILNE, John Todd appointeddirector
- 2008-11-13➕MILNE, Jonathon Alexander appointeddirector
- 2008-11-13➕BURNESS LLP appointedcorporate-secretary
- 2008-11-13➖BURNESS LLP resignedcorporate-secretary
- 2008-11-13➕GRAY, Gary George appointeddirector
- 2008-11-13➖GRAY, Gary George resigneddirector
- 2008-11-13➕BURNESS (DIRECTORS) LIMITED appointedcorporate-director
- 2008-11-13➖BURNESS (DIRECTORS) LIMITED resignedcorporate-director
- 2008-11-13📄legacyofficers · 288a
- 2008-11-13📄legacyofficers · 288b
- 2008-11-13📄legacyofficers · 288a
- 2008-11-13📄legacyofficers · 288a
- 2008-11-13📄legacyofficers · 288b
- 2008-11-13📄legacyaccounts · 225
- 2008-11-13📄legacyofficers · 288b
- 2008-11-13📄incorporation-companyincorporation · NEWINC
Owner dependency
The business appears inseparable from the founder. Acquisition without a serious earn-out or meaningful transition period would likely destroy value.
- +Long-tenure founder: Senior director has been in place 17 years — deep operational knowledge concentrated in one person.
- +Founder age: Director aged approximately 81 — succession pressure is live.
- +Family involvement: Multiple officers share a surname — likely family business, which concentrates governance.
Succession & seller-readiness
Strong acquirability signals converging. Worth approaching directly — this is how off-market deals start.
- primaryFounder aged 70+: Senior director is approximately 81 years old. Natural succession window is now.
- secondary12+ year tenure: Director in role 17 years.
- secondaryStable-but-static management: Company is 17 years old and no new directors in the last 3 years — succession not yet being planned internally.
- supportingClean filings + long tenure: Disciplined long-tenure operator — classic lifestyle-business pattern that often sells quietly.
Red flags
1 high ·Company has been dissolved — it no longer legally exists. Any diligence here is historical only.
Evidence: Dissolved on 2010-04-02
Radial SVG graph showing every company connected via shared directors, colour-coded by status.
Available from the Pro tier upwards.
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8 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
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Officers (0 active · 3 resigned)
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