SHELL DIRECT (MIDLANDS) LIMITED
Opportunity 46/100 (watch), bankability 50/100. High owner-dependency — earn-out structure likely required for clean transition. Asset purchase likely safer than share purchase given structural signals. 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 (43/100). Current lenders should be on monthly review.
Data confidence
Overall: low (51/100)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 (62 events)Click to expand
- 2010-02-02⚠️gazette-dissolved-liquidationgazette · GAZ2
- 2010-02-02🏁Company dissolved
- 2009-11-02⚠️liquidation-voluntary-members-return-of-final-meetinginsolvency · 4.71
- 2009-07-09⚠️liquidation-voluntary-declaration-of-solvencyinsolvency · 4.70
- 2009-07-09⚠️liquidation-voluntary-appointment-of-liquidatorinsolvency · 600
- 2009-07-09📄resolutionresolution · RESOLUTIONS
- 2009-07-08📍legacyaddress · 287
- 2008-10-31📄accounts-with-made-up-dateaccounts · AA
- 2008-07-30📄legacyannual-return · 363a
- 2007-09-12📄accounts-with-made-up-dateaccounts · AA
- 2007-08-08📄legacyannual-return · 363a
- 2006-09-28📄accounts-with-made-up-dateaccounts · AA
- 2006-08-11📄legacyannual-return · 363a
- 2005-09-02📄accounts-with-made-up-dateaccounts · AA
- 2005-08-15📄legacyannual-return · 363a
- 2005-07-28📄legacyofficers · 288a
- 2005-07-28📄legacyofficers · 288b
- 2005-07-28📄legacyofficers · 288b
- 2005-05-27➖HASELDEN, Mark William resigneddirector
- 2005-05-27➖MAGUIRE, Damien resigneddirector
- 2005-05-16➕SHELL CORPORATE DIRECTOR LIMITED appointedcorporate-director
- 2004-10-27📄legacyofficers · 288b
- 2004-10-18📄accounts-with-made-up-dateaccounts · AA
- 2004-09-23➖GILLINGS, Nicholas John resigneddirector
- 2004-09-22📄legacyofficers · 288a
- 2004-09-22📄legacyofficers · 288a
- 2004-09-02➕HASELDEN, Mark William appointeddirector
- 2004-07-27📄legacyannual-return · 363a
- 2004-06-16📄legacyofficers · 288b
- 2004-06-16📄legacyofficers · 288b
- 2004-06-16📄legacyofficers · 288a
- 2004-05-19➖BIRD, Timothy Eames resigneddirector
- 2004-05-19➕MAGUIRE, Damien appointeddirector
- 2002-11-01➕GILLINGS, Nicholas John appointeddirector
- 2002-10-31➖STEWART, Paul Douglas resigneddirector
- 2000-05-22➕SHELL CORPORATE SECRETARY LIMITED appointedcorporate-secretary
- 2000-05-22➖BUCHAN, Charles James resignedsecretary
- 1998-11-30➕BUCHAN, Charles James appointedsecretary
- 1998-11-30➖WATSON, Deirdre Mary Alison resignedsecretary
- 1998-09-01➕BIRD, Timothy Eames appointeddirector
- 1998-09-01➕STEWART, Paul Douglas appointeddirector
- 1998-08-31➖CHUNG, Anne Lean Wah resigneddirector
- 1998-08-31➖WATSON, Deirdre Mary Alison resigneddirector
- 1995-11-01➖BONGE, Francoise Mireille Helene resigneddirector
- 1995-11-01➕WATSON, Deirdre Mary Alison appointeddirector
- 1995-10-01➕BONGE, Francoise Mireille Helene appointeddirector
- 1995-10-01➖HAY, John Geoffrey resigneddirector
- 1995-10-01➖HOGG, Michael James resigneddirector
- 1995-10-01➖RITCHIE, David Aylmer resigneddirector
- 1994-10-01➖DIXON, Keith Stephenson resigneddirector
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.
- +Founder name in company name: Company name contains director surname "LIMITED" — strong identity link between founder and business.
- +Long-tenure founder: Senior director has been in place 21 years — deep operational knowledge concentrated in one person.
Succession & seller-readiness
Strong acquirability signals converging. Worth approaching directly — this is how off-market deals start.
- primarySole active director: Only one director in control. No visible successor — buyers solve the succession problem.
- primary20+ year tenure: Director in role 21 years. Very long tenure is a classic succession signal.
- secondaryStable-but-static management: Company is 39 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
2 high ·Company has been dissolved — it no longer legally exists. Any diligence here is historical only.
Evidence: Dissolved on 2010-02-02
Filings relating to insolvency, liquidation, or administration exist in the company's history. Review before proceeding.
Evidence: 2010-02-02: gazette-dissolved-liquidation; 2009-11-02: liquidation-voluntary-members-return-of-final-meeting
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