ALLIANZ GLOBAL INVESTORS HOLDINGS (UK) LIMITED
Opportunity 51/100 (worth a look), bankability 50/100. Strong seller-intent signal (78/100, director aged 69). 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 (50/100). Current lenders should be on monthly review.
Data confidence
Overall: low (49/100)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 (57 events)Click to expand
- 2011-08-09⚠️gazette-dissolved-liquidationgazette · GAZ2
- 2011-08-09🏁Company dissolved
- 2011-05-09⚠️liquidation-voluntary-members-return-of-final-meetinginsolvency · 4.71
- 2010-10-13📄restoration-order-of-courtrestoration · AC92
- 2007-12-08⚠️legacyinsolvency · LIQ
- 2007-09-08⚠️liquidation-voluntary-members-return-of-final-meetinginsolvency · 4.71
- 2007-08-08📄legacyofficers · 288c
- 2007-05-22⚠️liquidation-voluntary-declaration-of-solvencyinsolvency · 4.70
- 2007-05-22📄resolutionresolution · RESOLUTIONS
- 2007-05-22⚠️liquidation-voluntary-appointment-of-liquidatorinsolvency · 600
- 2006-11-17📄legacyannual-return · 363s
- 2006-08-21📄accounts-with-accounts-type-fullaccounts · AA
- 2006-08-17📄legacyofficers · 288c
- 2006-04-07📄legacyofficers · 288b
- 2006-03-31➖UTERMANN, Andreas resigneddirector
- 2005-11-24📄legacyofficers · 288b
- 2005-11-21📄legacyannual-return · 363s
- 2005-11-14➖ARCHER, Mark Geoffrey, Dr resigneddirector
- 2005-09-16📄accounts-with-accounts-type-fullaccounts · AA
- 2005-02-18📄memorandum-articlesincorporation · MA
- 2005-02-18📄legacyofficers · 288a
- 2005-02-14➕HUGHES, Anthony Peter appointedsecretary
- 2004-11-23📄legacyannual-return · 363a
- 2004-11-17✏️certificate-change-of-name-companychange-of-name · CERTNM
- 2004-09-30📄accounts-with-accounts-type-fullaccounts · AA
- 2004-08-18📄legacyofficers · 288b
- 2004-07-22📄legacycapital · 88(2)R
- 2004-07-13➖WARNER, Nigel resigneddirector
- 2004-01-16📄legacyofficers · 288b
- 2004-01-05➖SEDGWICK DWANE, Neil Peter resigneddirector
- 2003-11-20📄legacyannual-return · 363s
- 2003-01-01➖FRANK, Udo resigneddirector
- 2002-12-09➕UTERMANN, Andreas appointeddirector
- 2002-09-10➖LUBOFF, Mark Edward resigneddirector
- 2002-05-01➖ALLEN, Peter John resigneddirector
- 2002-03-26➕FRANK, Udo appointeddirector
- 2001-11-06➕SEDGWICK DWANE, Neil Peter appointeddirector
- 2001-11-06➕WARNER, Nigel appointeddirector
- 2001-11-02➖NUDING, Timothy Norman resigneddirector
- 2001-11-01➖TIERNEY, John Francis William resigneddirector
- 2001-10-31➖ALFORD, Nicholas David resigneddirector
- 2001-10-05➖VOSE, Ian resigneddirector
- 2001-05-02➕DORAN, Beatrice Joyce appointeddirector
- 2001-05-02➕HOOPER, Michael David appointeddirector
- 2001-05-02➕TIERNEY, John Francis William appointeddirector
- 2001-05-02➕VOSE, Ian appointeddirector
- 2000-12-19➕ARCHER, Mark Geoffrey, Dr appointeddirector
- 2000-12-19➕LUBOFF, Mark Edward appointeddirector
- 2000-12-05➕DORAN, Beatrice Joyce appointedsecretary
- 2000-12-05➖SWIFT INCORPORATIONS LIMITED resignedcorporate-nominee-secretary
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 25 years — deep operational knowledge concentrated in one person.
- +Founder age: Director aged approximately 69 — succession pressure is live.
Succession & seller-readiness
Strong acquirability signals converging. Worth approaching directly — this is how off-market deals start.
- primaryFounder aged 63+: Senior director is approximately 69. Approaching typical UK retirement age — succession thinking likely.
- secondaryTwo-director governance: Small-team governance. Succession depth is thin but not absent.
- primary20+ year tenure: Director in role 25 years. Very long tenure is a classic succession signal.
- secondaryStable-but-static management: Company is 26 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 2011-08-09
Filings relating to insolvency, liquidation, or administration exist in the company's history. Review before proceeding.
Evidence: 2011-08-09: gazette-dissolved-liquidation; 2011-05-09: liquidation-voluntary-members-return-of-final-meeting
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Officers (0 active · 13 resigned)
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