ACCENDA LIMITED
Opportunity 74/100 (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 (57/100)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.
Recent activity
Corporate timeline (33 events)Click to expand
- 2025-10-01📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2025-06-25📍move-registers-to-sail-company-with-new-addressaddress · AD03
- 2025-06-25📍change-sail-address-company-with-new-addressaddress · AD02
- 2024-11-28📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2024-01-04📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2022-11-15📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2021-12-03📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2021-01-06📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2019-08-19📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2019-07-11📄capital-allotment-sharescapital · SH01
- 2018-07-31📄accounts-with-accounts-type-total-exemption-fullaccounts · AA
- 2018-05-01📄resolutionresolution · RESOLUTIONS
- 2017-12-20📄accounts-with-accounts-type-unaudited-abridgedaccounts · AA
- 2017-11-01📄change-person-director-company-with-change-dateofficers · CH01
- 2017-11-01📄change-to-a-person-with-significant-controlpersons-with-significant-control · PSC04
- 2017-11-01📄change-to-a-person-with-significant-controlpersons-with-significant-control · PSC04
- 2017-09-01📍change-registered-office-address-company-with-date-old-address-new-addressaddress · AD01
- 2014-11-11➖SANDERS, Walter William resigneddirector
- 2012-08-30➕SANDERS, Walter William appointeddirector
- 2010-03-31➖DERRICK, Simon John resigneddirector
- 2010-03-31➖EVANS, Carol Lesley resigneddirector
- 2010-03-31➖SEDDON, David resigneddirector
- 2010-03-31➖WRAGG, Mark Charles resigneddirector
- 2009-06-30➕SEDDON, David appointeddirector
- 2009-06-18➖@UKPLC CLIENT SECRETARY LTD resignedcorporate-nominee-secretary
- 2009-05-11➖KEATS, Michael John resigneddirector
- 2008-10-10➕WRAGG, Mark Charles appointeddirector
- 2008-08-20➕DERRICK, Simon John appointeddirector
- 2008-08-20➕EVANS, Carol Lesley appointeddirector
- 2007-06-20🏢Company incorporatedAs ACCENDA LIMITED
- 2007-06-20➕COOPER, Ian Mark appointeddirector
- 2007-06-20➕@UKPLC CLIENT SECRETARY LTD appointedcorporate-nominee-secretary
- 2007-06-20➕KEATS, Michael John 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.
- +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
1 lowMultiple address changes in a short period can indicate operational instability or admin disorder.
Shareholders & ownership
2 active beneficial owners| Name | Shares | Voting rights | Nature of control | Notified |
|---|---|---|---|---|
Mr Ian Mark Cooper Individual · British · DOB 10/1980 · age 46 | 50–75% | 50–75% | board control50-75% shares · 50-75% voting · board control | 06/04/2016 |
Natalie Cooper Individual · British · DOB 02/1985 · age 41 | 25–50% | 25–50% | 25-50% shares · 25-50% voting | 21/09/2016 |
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.
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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 · 7 resigned)
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