A D SHAH FINANCIAL 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: strategic trade sale (65/100).
Data confidence
Overall: medium (77/100)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.
Signals from accounts
Derived from iXBRL accounts · FRS 105 (micro)Key financials
2 years extracted from filed iXBRL accountsHover to see exact values · click legend to toggle series
Financials
Extracted from Companies House accounts · FRS 105 (micro)| Metric | 2025-03-31 | 2024-03-31 |
|---|---|---|
| Total assets | £204.5k | £170.8k |
| Current assets | £263.3k | £228.9k |
| Net assets | £201.0k | £170.8k |
Amounts extracted automatically from iXBRL. Fields left blank were not reported or not mapped. Values in GBP unless stated.
1 signal detected in this company's narrative notes — going-concern language, audit opinion, contingent liabilities, related-party transactions.
Available from the Pro tier upwards.
See pricing →Recent activity
- • 1 confirmation-statement
Corporate timeline (24 events)Click to expand
- 2025-11-07📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2024-09-05📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2024-01-20📄change-to-a-person-with-significant-controlpersons-with-significant-control · PSC04
- 2024-01-20📄change-to-a-person-with-significant-controlpersons-with-significant-control · PSC04
- 2023-11-14📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2023-02-06📄change-to-a-person-with-significant-controlpersons-with-significant-control · PSC04
- 2023-02-06📄cessation-of-a-person-with-significant-controlpersons-with-significant-control · PSC07
- 2022-09-16📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2021-12-13📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2021-09-01📄change-person-secretary-company-with-change-dateofficers · CH03
- 2021-09-01📄change-person-director-company-with-change-dateofficers · CH01
- 2021-08-31📍change-registered-office-address-company-with-date-old-address-new-addressaddress · AD01
- 2020-11-06📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2019-12-13📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2019-12-02➖SHAH, Ashokkumar Devchand resigneddirector
- 2019-12-02➖SHAH, Chandrikaben Ashokkumar resigneddirector
- 2019-12-02📄termination-director-company-with-name-termination-dateofficers · TM01
- 2019-12-02📄termination-director-company-with-name-termination-dateofficers · TM01
- 2018-12-19📄accounts-with-accounts-type-micro-entityaccounts · AA
- 2007-01-19🏢Company incorporatedAs A D SHAH FINANCIAL LIMITED
- 2007-01-19➕SHAH, Chandrikaben Ashokkumar appointedsecretary
- 2007-01-19➕SHAH, Mital Ashok appointeddirector
- 2007-01-19➕SHAH, Ashokkumar Devchand appointeddirector
- 2007-01-19➕SHAH, Chandrikaben Ashokkumar appointeddirector
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 "SHAH" — strong identity link between founder and business.
- +Long-tenure founder: Senior director has been in place 19 years — deep operational knowledge concentrated in one person.
Succession & seller-readiness
Multiple signals suggest succession is on the horizon. Candidate for proactive outreach.
- primarySole active director: Only one director in control. No visible successor — buyers solve the succession problem.
- secondary12+ year tenure: Director in role 19 years.
- secondaryStable-but-static management: Company is 19 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
2 active beneficial owners| Name | Shares | Voting rights | Nature of control | Notified |
|---|---|---|---|---|
Mr Mital Ashok Shah Individual · British · DOB 08/1979 · age 47 | 50–75% | 50–75% | board control50-75% shares · 50-75% voting · board control | 06/04/2016 |
Mr Ashokkumar Devchand Shah Individual · British · DOB 11/1951 · age 75 | 25–50% | 25–50% | board control25-50% shares · 25-50% voting · board control | 06/04/2016 |
1 historic (ceased) PSC
- Mrs Chandrikaben Ashokkumar Shahceased 16/01/2023· 25-50% shares
From Companies House Persons with Significant Control filings. Share ranges are banded per the public PSC regime.
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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 (2 active · 2 resigned)
Click a director name to see their full track record across all companies.