Company Intelligence

Example 01 · Supplier

Pay
upfront?

Packaging Automation Limited
United Kingdom · machinery

The question

A supplier asks for €40,000 in advance on a machinery order. Is that a reasonable risk?

Public record

Operating since 1963Established machinery manufacturer with international distribution and service capacity.

£11.85m turnover2025 turnover increased 6.3%; profit before tax was £147,493.

£861k cashCash increased in 2025; net assets were £2.19m.

96 employeesA substantive operating business rather than a thin sales entity.

Assessment

The company looks established and financially substantive enough that a €40,000 advance is not disproportionate. That does not make 100% prepayment the best structure. The remaining risk is performance.

Commercial decision

Advance payment can be reasonable, but stage it against identifiable milestones rather than transferring the full amount before performance.

Example 02 · Distributor

Give
exclusivity?

Sweet Squared Limited
United Kingdom · beauty distribution

The question

A distributor wants exclusive UK rights to a beauty brand. Is it strong enough — and will the brand matter inside its portfolio?

Public record

£15.46m turnover2025 turnover was down 3.5%, while profit before tax recovered to £525,376.

£9.10m net assetsA substantial equity base relative to the size of the business.

96 employeesOperating depth for distribution, sales, education and support.

Large portfolioNumerous established professional hair, nail and beauty brands compete for attention.

Assessment

Financial capacity is not the main concern. Commercial attention is. A strong distributor can still be the wrong exclusive partner if the brand will not be important enough inside its portfolio.

Commercial decision

A credible candidate — but exclusivity should be earned through launch commitments, minimum purchases, channel coverage and performance milestones.

Example 03 · Customer

Sell on
60 days?

I Love Cosmetics Limited
United Kingdom · beauty wholesaler

The question

A new customer places a €25,000 order and asks for 60-day payment terms. Should you finance the sale?

Public record

Trading since 2003Established wholesaler and owner of an international bath, body and beauty brand.

£108k cashLatest filed accounts show materially less cash than current liabilities.

Negative net worthLatest reported net worth was approximately –£396k.

£1.91m current liabilitiesShort-term obligations increased from the previous period.

Assessment

The company is established, but the latest balance sheet signals materially more credit risk than the company history alone suggests.

Commercial decision

Take the customer seriously, but not the unsecured exposure. Start prepaid, insured or on a modest credit limit; expand terms only after actual payment behaviour supports it.

A note on scope

Public records are not equally public

The depth of an investigation depends on the jurisdiction, the information available and the decision the client needs to make.

Public records can be supplemented, where useful, by paid registry, credit, market or specialist data. The scope is agreed in advance.

Any third-party data costs are agreed before purchase.

Each investigation distinguishes what is established, what can reasonably be inferred and what still requires direct verification. These examples illustrate analytical scope; they are not credit ratings, legal opinions or recommendations to transact.