CROOKEDSTANE KINDLING LIMITED
Opportunity 63/100 (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: share sale to pe / searcher (65/100).
Data confidence
Overall: low (48/100)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
- 2011-06-10📄gazette-dissolved-voluntarygazette · GAZ2(A)
- 2011-06-10🏁Company dissolved
- 2011-02-18📄gazette-notice-voluntarygazette · GAZ1(A)
- 2011-02-07📄dissolution-application-strike-off-companydissolution · DS01
- 2011-02-03📄accounts-with-accounts-type-total-exemption-smallaccounts · AA
- 2010-07-05📄annual-return-company-with-made-up-date-full-list-shareholdersannual-return · AR01
- 2009-11-17📄accounts-with-accounts-type-total-exemption-smallaccounts · AA
- 2009-06-02📄legacyannual-return · 363a
- 2009-04-30📄legacycapital · 88(2)
- 2009-03-05📄accounts-with-accounts-type-total-exemption-smallaccounts · AA
- 2008-06-20📄legacyannual-return · 363a
- 2007-07-24📄legacyofficers · 288c
- 2007-07-24📄legacyofficers · 288c
- 2007-07-24📄legacyofficers · 288c
- 2007-05-09🏢Company incorporatedAs CROOKEDSTANE KINDLING LIMITED
- 2007-05-09➕HURREN, James appointedsecretary
- 2007-05-09➕HURREN, Eloise Teague appointeddirector
- 2007-05-09➕HURREN, James appointeddirector
- 2007-05-09➕ROBERTS, Elizabeth appointeddirector
- 2007-05-09📄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.
- +Long-tenure founder: Senior director has been in place 19 years — deep operational knowledge concentrated in one person.
- +Founder age: Director aged approximately 82 — succession pressure is live.
- +Family involvement: Multiple officers share a surname — likely family business, which concentrates governance.
- +No director turnover: Company is 19 years old with no director changes — suggests a very tight-knit founder team never broadened.
Succession & seller-readiness
Strong acquirability signals converging. Worth approaching directly — this is how off-market deals start.
- primaryFounder aged 70+: Senior director is approximately 82 years old. Natural succession window is now.
- 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 high ·Company has been dissolved — it no longer legally exists. Any diligence here is historical only.
Evidence: Dissolved on 2011-06-10
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