365 ARTISTS LIMITED
Opportunity 75/100 (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 (79/100)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.
Key financials
2 years extracted from filed iXBRL accountsHover to see exact values · click legend to toggle series
Financials
Extracted from Companies House accounts · accounting standard unknown| Metric | 2025-04-30 | 2024-04-30 |
|---|---|---|
| Average employees | 100 | 100 |
Amounts extracted automatically from iXBRL. Fields left blank were not reported or not mapped. Values in GBP unless stated.
Recent activity
- • 1 accounts
Corporate timeline (34 events)Click to expand
- 2026-01-23📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2025-01-29📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2024-04-30📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2023-01-29📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2022-01-21📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2021-01-29📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2020-01-30📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2019-01-30📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2018-01-28📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2017-08-02📄notification-of-a-person-with-significant-controlpersons-with-significant-control · PSC01
- 2017-01-31📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2016-08-08📄annual-return-company-with-made-up-date-full-list-shareholdersannual-return · AR01
- 2016-08-08📄termination-director-company-with-name-termination-dateofficers · TM01
- 2016-08-08📄termination-secretary-company-with-name-termination-dateofficers · TM02
- 2016-05-31➖SMITH, Paul William resignedsecretary
- 2016-05-31➖SMITH, Paul William resigneddirector
- 2016-01-30📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2015-06-30📄annual-return-company-with-made-up-date-full-list-shareholdersannual-return · AR01
- 2014-07-01➕SMITH, Paul William appointeddirector
- 2007-01-01➖PAYNE, Daniel resignedsecretary
- 2007-01-01➕SMITH, Paul William appointedsecretary
- 2005-03-24➕PAYNE, Daniel appointedsecretary
- 2005-03-18➖HUGHES, Trent Nathan resignedsecretary
- 2004-07-30➕HUGHES, Trent Nathan appointedsecretary
- 2004-07-28➖DUNCAN, Rebecca resignedsecretary
- 2004-07-28➖DUNCAN, Rebecca resigneddirector
- 2002-05-17🏢Company incorporatedAs 365 ARTISTS LIMITED
- 2002-05-17➕CLOUGH, Adam Anthony James appointeddirector
- 2002-05-17➕DUNCAN, Rebecca appointedsecretary
- 2002-05-17➕WAYNE, Harold appointednominee-secretary
- 2002-05-17➖WAYNE, Harold resignednominee-secretary
- 2002-05-17➕DUNCAN, Rebecca appointeddirector
- 2002-05-17➕WAYNE, Yvonne appointednominee-director
- 2002-05-17➖WAYNE, Yvonne resignednominee-director
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.
- +Long-tenure founder: Senior director has been in place 24 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 24 years. Very long tenure is a classic succession signal.
- secondaryStable-but-static management: Company is 24 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
cleanShareholders & ownership
1 active beneficial owner · dominant holder ≥75%| Name | Shares | Voting rights | Nature of control | Notified |
|---|---|---|---|---|
Mr Adam Anthony James Clough Individual · British · DOB 05/1973 · age 53 | 75–100% | 75–100% | 75-100% shares · 75-100% voting | 29/06/2017 |
From Companies House Persons with Significant Control filings. Share ranges are banded per the public PSC regime.
Radial SVG graph showing every company connected via shared directors, colour-coded by status.
Available from the Pro tier upwards.
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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
Registered office
Filing status
Officers (1 active · 8 resigned)
Click a director name to see their full track record across all companies.