for the Period Ended 31 January 2025
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 2025 | 13 months to 31 January 2024 | |
|---|---|---|
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£ |
£ |
| Turnover: |
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| Cost of sales: |
(
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| Gross profit(or loss): |
( |
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| Distribution costs: |
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| Administrative expenses: |
(
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| Other operating income: |
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| Operating profit(or loss): |
( |
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| Profit(or loss) before tax: |
( |
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| Profit(or loss) for the financial year: |
( |
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As at
| Notes | 2025 | 13 months to 31 January 2024 | |
|---|---|---|---|
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£ |
£ |
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: | 3 |
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| Investments: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: |
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| Debtors: |
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| Cash at bank and in hand: |
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| Investments: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 4 |
(
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Creditors: amounts falling due after more than one year: | 5 |
(
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(
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| Accruals and deferred income: |
(
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| Total net assets (liabilities): |
( |
( |
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| Members' funds | |||
| Profit and loss account: |
( |
( |
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| Total members' funds: |
( |
( |
The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 January 2025
Basis of measurement and preparation
for the Period Ended 31 January 2025
| 2025 | 13 months to 31 January 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 January 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 February 2024 |
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| Additions |
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| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 January 2025 |
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| Depreciation | ||||||
| At 1 February 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 January 2025 |
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| Net book value | ||||||
| At 31 January 2025 |
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| At 31 January 2024 |
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for the Period Ended 31 January 2025
| 2025 | ||
|---|---|---|
| £ | ||
| Trade creditors |
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| Total |
|
for the Period Ended 31 January 2025
| 2025 | 13 months to 31 January 2024 | |
|---|---|---|
| £ | £ | |
| Other creditors |
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| Total |
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The Lady Powerhouse CIC (TLP) is a community-driven organisation dedicated to empowering underserved, aspiring, and early-stage female entrepreneurs, predominantly aged 18-45, by supporting both their personal and professional development. Unlike traditional business incubators focused solely on business growth, TLP recognises that the woman behind the business is just as important as the business itself. During the financial year 2024-2025, The Lady Powerhouse CIC’s activities have made a meaningful impact on the community in the following ways: - Built a thriving community of over 100 early-stage female founders, providing them with a safe and supportive space to share challenges, access opportunities, and develop both personally and professionally. - Empowered over 250 women through interactive in-person and virtual events, including our flagship event, Dream Big Brunch, as well as networking meetups, panel discussions, and skill-building workshops. Facilitated 11 peer-to-peer business strategy sessions, equipping female entrepreneurs with tools and insights on business planning, marketing, storytelling, networking, and resilience. - Fostered 10+ collaborations between community members, encouraging collective growth, joint ventures, and shared learning experiences. Created business opportunities by successfully connecting 5 female entrepreneurs with clients and venue partnerships, directly contributing to their business growth and sustainability. - Launched our first structured programme, equipping 11 women with hands-on experience and skills to advance in their careers. - Expanded partnerships with organisations and facilitators, hosting collaborative events and initiatives to create safe learning spaces, inspire action, and provide access to essential resources for female founders. Over the past year, we have worked with 15+ facilitators, speakers and organisations, broadening the reach and depth of our support. - Advocated for women in entrepreneurship by participating in key industry discussions, roundtables, and expos, highlighting the barriers faced by female founders and driving conversations on solutions. - Enabled brand development for 5 female entrepreneurs through strategic collaborations and partnerships with external organisations, facilitating free business branding and design support. Through these initiatives, The Lady Powerhouse CIC continues to play a vital role in empowering female founders, fostering a culture of collaboration, and ensuring that under-resourced women have access to the tools and networks they need to thrive in business and beyond.
The Lady Powerhouse CIC’s stakeholders are: Female entrepreneurs (aspiring and early-stage founders, predominantly aged 21-35) - Funders and sponsors - To ensure our activities remain relevant and impactful, we actively engage with our stakeholders in the following ways: Regular Feedback Collection - We conduct post-event and workshop surveys to gather insights on participants’ experiences, the effectiveness of sessions, and areas for improvement. - Anonymous feedback forms allow attendees to provide honest opinions on event structure, topics, and guest speakers. Focus Groups and Community Discussions - We hold focus groups with current members to understand their needs, challenges and desired support structures. - Monthly peer-to-peer strategy sessions offer a space for members to share concerns, seek advice, and suggest improvements to our initiatives. Direct Engagement and 1:1 Conversations - Our founder and team regularly engage with members through social media, networking meetups, and personal check-ins, ensuring open communication. - We hold informal conversations with partner organisations and facilitators to gather insights on collaboration effectiveness and opportunities for growth. Actions Taken in Response to Feedback - Holistic Support Approach: Based on feedback, we have further strengthened our personal and professional development approach, ensuring that support goes beyond business growth and includes oft skill development such as confidence-building, mindset shifts, and networking. - Programme Development: Stakeholder input led to the launch of our first structured programme, providing hands-on learning and career-advancing opportunities for women. - Improved Event Structure: Attendee feedback resulted in more interactive sessions, including Q&As, guided networking, and more in-depth business discussions at our events. - Stronger Partnerships: Collaborations with 15+ facilitators, speakers and organisations have been shaped by stakeholder feedback, ensuring that the expertise provided aligns with the community’s needs. By maintaining ongoing dialogue with our stakeholders, The Lady Powerhouse CIC remains responsive, adaptable, and dedicated to serving the evolving needs of female founders.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
20 February 2025
And signed on behalf of the board by:
Name: Kowiyat Ajimobi
Status: Director