MARPLACE (NUMBER 757) LIMITED
Opportunity 56/100 (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 (9 events)Click to expand
- 2011-06-07📄gazette-dissolved-voluntarygazette · GAZ2(A)
- 2011-06-07🏁Company dissolved
- 2011-02-22📄gazette-notice-voluntarygazette · GAZ1(A)
- 2011-02-14📄dissolution-application-strike-off-companydissolution · DS01
- 2009-12-17🏢Company incorporatedAs MARPLACE (NUMBER 757) LIMITED
- 2009-12-17➕CS SECRETARIES LIMITED appointedcorporate-secretary
- 2009-12-17➕LITCHFIELD, Caroline Louise appointeddirector
- 2009-12-17➕CS DIRECTORS LIMITED appointedcorporate-director
- 2009-12-17📄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.
- +Two-director setup: Only two active directors — typical of owner-managed SMEs but limits succession.
- +Founder name in company name: Company name contains director surname "LIMITED" — strong identity link between founder and business.
- +Long-tenure founder: Senior director has been in place 16 years — deep operational knowledge concentrated in one person.
- +No director turnover: Company is 16 years old with no director changes — suggests a very tight-knit founder team never broadened.
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.
- secondary12+ year tenure: Director in role 16 years.
- secondaryStable-but-static management: Company is 16 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 2011-06-07
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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.
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