E-COMMERCE TRADING LIMITED
Opportunity 59/100 (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: strategic trade sale (63/100).
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 (22 events)Click to expand
- 2010-11-09📄gazette-dissolved-voluntarygazette · GAZ2(A)
- 2010-11-09🏁Company dissolved
- 2010-08-14📄dissolution-voluntary-strike-off-suspendeddissolution · SOAS(A)
- 2010-07-27📄gazette-notice-voluntarygazette · GAZ1(A)
- 2010-07-14📄dissolution-application-strike-off-companydissolution · DS01
- 2010-01-21📄annual-return-company-with-made-up-date-full-list-shareholdersannual-return · AR01
- 2010-01-21📄change-person-director-company-with-change-dateofficers · CH01
- 2010-01-21📄change-person-director-company-with-change-dateofficers · CH01
- 2009-04-03📄accounts-with-accounts-type-total-exemption-smallaccounts · AA
- 2008-11-19📄legacyannual-return · 363a
- 2007-12-01📄legacyannual-return · 363s
- 2007-05-09📍legacyaddress · 287
- 2007-01-06📄legacyannual-return · 363s
- 2006-11-16📄legacyaccounts · 225
- 2005-10-19🏢Company incorporatedAs E-COMMERCE TRADING LIMITED
- 2005-10-19➕ANWAR, Shafq Naiman appointedsecretary
- 2005-10-19➕ANWAR, Shafq Naiman appointeddirector
- 2005-10-19➕MAHMOOD, Adel appointeddirector
- 2005-10-19➕SWIFT INCORPORATIONS LIMITED appointedcorporate-nominee-secretary
- 2005-10-19➖SWIFT INCORPORATIONS LIMITED resignedcorporate-nominee-secretary
- 2005-10-19📄legacyofficers · 288b
- 2005-10-19📄incorporation-companyincorporation · NEWINC
Owner dependency
Material founder dependency. Consider a 2-3 year earn-out and build in a handover plan before completion.
- +Two-director setup: Only two active directors — typical of owner-managed SMEs but limits succession.
- +Long-tenure founder: Senior director has been in place 21 years — deep operational knowledge concentrated in one person.
Succession & seller-readiness
Multiple signals suggest succession is on the horizon. Candidate for proactive outreach.
- secondaryTwo-director governance: Small-team governance. Succession depth is thin but not absent.
- primary20+ year tenure: Director in role 21 years. Very long tenure is a classic succession signal.
- secondaryStable-but-static management: Company is 21 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 2010-11-09
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
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Filing status
Officers (0 active · 1 resigned)
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