FAIRWAY MINI SKIPS LIMITED
Opportunity 58/100 (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 (65/100).
Data confidence
Overall: low (47/100)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 (20 events)Click to expand
- 2011-07-26📄gazette-dissolved-compulsorygazette · GAZ2
- 2011-07-26🏁Company dissolved
- 2011-04-12📄gazette-notice-compulsorygazette · GAZ1
- 2010-07-20📄change-person-director-company-with-change-dateofficers · CH01
- 2010-07-20📄annual-return-company-with-made-up-date-full-list-shareholdersannual-return · AR01
- 2009-07-10📄accounts-with-accounts-type-total-exemption-smallaccounts · AA
- 2009-05-26📄legacyannual-return · 363a
- 2009-02-01📄accounts-with-accounts-type-total-exemption-smallaccounts · AA
- 2008-06-17📄legacyannual-return · 363a
- 2007-12-29📄accounts-with-accounts-type-total-exemption-smallaccounts · AA
- 2007-04-26📄legacyannual-return · 363a
- 2006-04-10📄legacyofficers · 288b
- 2006-04-10📄legacyofficers · 288a
- 2006-04-10📍legacyaddress · 287
- 2006-04-02➕DANDRIDGE, David Paul appointedsecretary
- 2006-04-02➖FORSYTH, David resignedsecretary
- 2006-03-28🏢Company incorporatedAs FAIRWAY MINI SKIPS LIMITED
- 2006-03-28➕PARRY, Nathan Alban appointeddirector
- 2006-03-28➕FORSYTH, David appointedsecretary
- 2006-03-28📄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.
- +Long-tenure founder: Senior director has been in place 20 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 20 years. Very long tenure is a classic succession signal.
- secondaryStable-but-static management: Company is 20 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 2011-07-26
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Available from the Pro tier upwards.
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8 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.
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See pricing →Company details
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Officers (0 active · 1 resigned)
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