CONON HOTEL LTD
No material changes in the last 30 days.
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Opportunity 71/100 (strong), bankability 75/100. High owner-dependency — earn-out structure likely required for clean transition. Share purchase looks the cleaner deal structure. Biggest value-creation lever: Broaden director team. Sole director creates succession risk and reduces buyer comfort. Appoint a second director or strong #2. Most likely exit: share sale to pe / searcher (58/100).
Data confidence
Overall: medium (55/100)Adequate coverage. AI outputs are reliable for the sections scored high; verify the rest in diligence.
Solid opportunity signal. Worth a dedicated memo and management meeting.
Recent activity
- • 1 confirmation-statement
Corporate timeline (11 events)Click to expand
- 2025-06-23📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2024-05-31📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2023-06-05📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2022-08-04📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2021-12-15✏️certificate-change-of-name-companychange-of-name · CERTNM
- 2021-12-15📄resolutionresolution · RESOLUTIONS
- 2021-04-23📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2020-09-07📄resolutionresolution · RESOLUTIONS
- 2020-01-20🏢Company incorporatedAs CONON HOTEL LTD
- 2020-01-20➕WHITEFORD, David Christopher appointeddirector
- 2020-01-20📄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.
- +Sole director: Only one active director — all governance concentrated on one person.
- +No director turnover: Company is 6 years old with no director changes — suggests a very tight-knit founder team never broadened.
Succession & seller-readiness
Some succession indicators present. Worth watching; approach if sector/strategy fits.
- primarySole active director: Only one director in control. No visible successor — buyers solve the succession problem.
Red flags
cleanShareholders & ownership
1 active beneficial owner · dominant holder ≥75%| Name | Shares | Voting rights | Nature of control | Notified |
|---|---|---|---|---|
David Christopher Whiteford Individual · British · DOB 04/1987 · age 39 | 75–100% | 75–100% | board control75-100% shares · 75-100% voting · board control | 20/01/2020 |
From Companies House Persons with Significant Control filings. Share ranges are banded per the public PSC regime.
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|---|---|---|---|---|---|---|---|
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| THE LOCH NESS COFFEE COMPANY LIMITED→ SC221691 · est 2001 | — | — | £174.1k | — | 24y | 83 | 68y |
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| CLUBHOUSE SCOTLAND LIMITED→ SC386878 · est 2010 | — | — | — | 0 | 15y | 82 | 81y |
| DRAWMAJOR LIMITED→ SC130628 · est 1991 | — | — | £433.2k | — | 35y | 82 | 73y |
| EOLAS CONSULTANTS LIMITED→ SC183507 · est 1998 | — | — | — | 100 | 28y | 82 | 71y |
| G & A R LIMITED→ SC309130 · est 2006 | — | — | £4.1k | — | 19y | 82 | 62y |
| GLEN AFFRIC HOLIDAY PARK LTD→ SC390826 · est 2010 | — | — | £504.7k | — | 15y | 82 | 58y |
7 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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Filing status
Officers (1 active · 0 resigned)
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