HAZEL LODGE TEA ROOM LIMITED
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Opportunity 63/100 (worth a look), bankability 70/100. Strong seller-intent signal (65/100, director aged 64). 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 (17 events)Click to expand
- 2013-07-12📄gazette-dissolved-voluntarygazette · GAZ2(A)
- 2013-07-12🏁Company dissolved
- 2013-03-22📄gazette-notice-voluntarygazette · GAZ1(A)
- 2013-03-08📄dissolution-application-strike-off-companydissolution · DS01
- 2012-03-05📄annual-return-company-with-made-up-date-full-list-shareholdersannual-return · AR01
- 2011-12-31📄accounts-with-accounts-type-total-exemption-smallaccounts · AA
- 2011-03-11📄annual-return-company-with-made-up-date-full-list-shareholdersannual-return · AR01
- 2010-10-25📄accounts-with-accounts-type-total-exemption-smallaccounts · AA
- 2010-04-12📄change-account-reference-date-company-previous-extendedaccounts · AA01
- 2010-03-08📄annual-return-company-with-made-up-date-full-list-shareholdersannual-return · AR01
- 2010-03-08📄change-person-director-company-with-change-dateofficers · CH01
- 2010-03-08📄change-person-director-company-with-change-dateofficers · CH01
- 2009-01-22🏢Company incorporatedAs HAZEL LODGE TEA ROOM LIMITED
- 2009-01-22➕BURTON, Ian Paul appointedsecretary
- 2009-01-22➕BURTON, Ian Paul appointeddirector
- 2009-01-22➕BURTON, Melanie Kay appointeddirector
- 2009-01-22📄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.
- +Long-tenure founder: Senior director has been in place 17 years — deep operational knowledge concentrated in one person.
- +Senior director age: Director aged approximately 64 — approaching natural succession window.
- +Family involvement: Multiple officers share a surname — likely family business, which concentrates governance.
- +No director turnover: Company is 17 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 63+: Senior director is approximately 64. Approaching typical UK retirement age — succession thinking likely.
- secondaryTwo-director governance: Small-team governance. Succession depth is thin but not absent.
- secondary12+ year tenure: Director in role 17 years.
- secondaryStable-but-static management: Company is 17 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 2013-07-12
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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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