QML(UK) LIMITED
Company number 06774160 · Monitor this company
This analysis was written by an AI from the company's public filings. It may contain errors or omissions and is not financial or professional advice.
Financial Health Assessment: QML(UK) LIMITED
1. Financial Health Score: A
QML(UK) Limited receives an outstanding grade of A. The company exhibits the financial equivalent of prime physical fitness, demonstrating exceptional strength, robust cash generation, and a healthy capacity for growth. With net assets more than doubling over the last four years and a substantial cash reserve, the business is in excellent condition to weather any economic storms and fund future expansion.
2. Key Vital Signs
- Heart Rate (Cash Position): Strong and Steady. The company's cash at bank has grown from £40,282 in 2018 to an impressive £370,578 in 2026. This healthy cash flow indicates a strong "heartbeat," ensuring the business can comfortably meet its day-to-day obligations without stress.
- Blood Pressure (Working Capital): Optimal. Net current assets (current assets minus current liabilities) stand at a robust £409,767. This means the company has more than enough liquid resources to cover its short-term debts, showing excellent financial circulation and no signs of liquidity distress.
- Muscle Mass (Net Assets): Growing. Net assets have surged from £117,097 in 2017 to £710,665 in 2026. This represents a massive accumulation of financial "muscle," demonstrating that the business is retaining its profits and building a very solid foundation.
- Bone Density (Fixed Assets): Strengthening. Tangible assets (likely the company's fleet of vehicles and plant machinery given the "removal services" industry) have nearly doubled in net book value from £301,993 in 2025 to £587,186 in 2026. The business is actively reinvesting in its operational skeleton to support future revenue generation.
3. Diagnosis
The patient is in exceptional health, currently experiencing a well-managed "growth spurt."
The financial data reveals a business that has organically built up significant reserves over the past decade. In the latest fiscal year (ending May 2026), QML(UK) Limited undertook a major capital expenditure cycle, investing £479,502 in new tangible assets while disposing of £233,681 of older assets. This indicates a strategic fleet renewal and expansion program.
To support this growth, the company has taken on £137,759 in long-term finance leases, which is a perfectly healthy financial "supplement" for a company this robust. The fact that cash reserves still grew by nearly £100,000 (from £271,649 to £370,578) during a period of heavy capital investment is a testament to the underlying profitability and cash-generating power of the core operations.
The only minor symptom to note is the active director's loan account (name shown to subscribers currently owes the company £30,667). While the loan is unsecured and interest has been charged at the official rate, large or lingering director loans can sometimes create financial "blockages" or tax complications if not managed properly. However, the active repayment schedule (£195,000 repaid during the year) shows this is being actively managed.
4. Recommendations
- Monitor Return on New Assets (Fitness Testing): The company has invested heavily in new plant and machinery. Management should closely track the revenue and profit generated by these specific assets to ensure the "growth spurt" yields the expected return on investment.
- Maintain Director Loan Discipline: Ensure the remaining director's loan (£30,667) is repaid according to schedule. While currently healthy, keeping personal and business finances strictly separated is vital for long-term financial hygiene.
- Review Deferred Tax Provisioning: The deferred tax provision has nearly doubled from £78,452 to £148,529. While this is likely a result of timing differences on the new capital allowances, it's important to ensure this "future tax bill" is comfortably covered by the company's strong cash position when the time comes.
- Strategic Cash Deployment: With over £370k sitting in the bank, the business might consider whether some of these reserves could be strategically deployed for higher yields, rather than sitting idle, provided adequate emergency reserves are maintained.