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STEPHENS & SMITH LTD.
- · Opportunity score: 64 → 52
- · Hygiene score: 90 → 80
- · Bankability: 80 → 70
- · Refinance opportunity: ready → no_debt
Picture worsened over the last 30 days — 3 negative signals vs 1 positive.
- ↓Opportunity score: 64 → 52
- ↓Hygiene score: 90 → 80
- ↓Bankability: 80 → 70
- ↑Live charges: 1 → 0
- ·Refinance opportunity: ready → no_debt
No snapshot from 90 days ago — start tracking from today.
No snapshot from 180 days ago — start tracking from today.
Opportunity 52/100 (worth a look), bankability 70/100. 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: share sale to pe / searcher (58/100).
Data confidence
Overall: low (25/100)Sparse data coverage. Treat AI-generated outputs as preliminary. Manual diligence essential.
Mixed signal. Worth opening the full target workup before deciding to pursue.
Corporate timeline (2 events)Click to expand
- 2010-03-19🏁Company dissolved
- 1954-10-01🏢Company incorporatedAs STEPHENS & SMITH LTD.
Owner dependency
Some founder dependency, but not acute. A structured handover period should cover most risk.
- +No director turnover: Company is 72 years old with no director changes — suggests a very tight-knit founder team never broadened.
Succession & seller-readiness
Limited succession signal. Not a near-term off-market candidate.
Red flags
1 high ·Company has been dissolved — it no longer legally exists. Any diligence here is historical only.
Evidence: Dissolved on 2010-03-19
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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.
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