Registration number:
Digital Strategy Consulting Limited
for the Year Ended 31 March 2025
Digital Strategy Consulting Limited
Contents
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Company Information |
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Director's Report |
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Balance Sheet |
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Notes to the Unaudited Financial Statements |
Digital Strategy Consulting Limited
Company Information
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Director |
D R Meadows-Klue |
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Company secretary |
V J Cole |
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Registered office |
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Accountants |
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Digital Strategy Consulting Limited
Director's Report for the Year Ended 31 March 2025
The director presents his report and the financial statements for the year ended 31 March 2025.
Director of the company
The director who held office during the year was as follows:
Principal activities
The digital transformation of marketing, communications, and business management have created a new landscape for every leadership team to navigate.
We guide them on how to win in today’s digital world. We help leaders get it right by unlocking the potential of their organisations, brands, and teams. That’s our focus today, just as it was when we launched back in 2000. We develop their strategies, operational plans, transformation plans, and marketing roadmaps - giving their teams the knowledge, skills and confidence to make those visions, reality.
Marketing transformation step-changes the ROI organisations get from marcomms, unlocks new types of customer insights, creates stronger products and services, and sets the direction for growth. Digital transformation can unlock new ways of working, driving innovation and competitiveness. And to boost the effectiveness of communication, data-driven marketing can create new approaches that deliver ever-greater relevance, combined with scalability.
Since the web went mainstream, we’ve been delivering leading-edge thinking to some of the world’s most well-known and well-loved brands on how to get this right. We’ve helped build their strategies, create their plans, accelerate their teams, boost effectiveness, and increase their revenues. We’ve delivered long-lasting change that creates a more competitive business.
To do this, we operate in three areas:
1. Creating strategies to win in a digital world
We focus on the drivers of business growth: how our partners acquire, engage and retain their customers - and the capabilities they need to enable this. Our skills are in diagnosing needs and building the right solutions architecture for each organisation and team. The solutions we draw on include management consultancy, marketing transformation, digital transformation, digital strategy development, business process creation, organisational design, vision development, and change management. This is under the Digital Strategy Consulting brand.
www.digitalstrategyconsulting.com/strategy-solutions
2. Helping teams win in a digital world
Our learning and development solutions range from comprehensive business transformation for a whole organisation to niche training on specific topics for a brand or regional team, or one-to-one executive coaching. We provide full service solutions to clients including: L&D strategies, training course design, competency assessments, research assessments, change management, management training, coaching in digital and integrated marketing, marketing strategy training, digital strategy training and ecommerce. Our production studio resources develop training content for any delivery channel, from face-to-face to live virtual, from leader-led content for others to deliver, to self-paced elearning the user controls. We create in every format: video, elearning, conference slides, animations, booklets, and hybrid mixes that combine many together. These solutions are under the Digital Training Academy brand.
www.digitalstrategyconsulting.com/marketing-training-solutions
3. Inspiring teams with high impact events
Event creation and management remains a core set of capabilities that support many of our service lines - online, face-to-face, ‘live virtual’ video webcasts and workshops. This ensures effective enterprise-level deployments of event programmes for both the strategy and training sides of our work.
www.digitalstrategyconsulting.com/in-company-conferences-events
Digital Strategy Consulting Limited
Director's Report for the Year Ended 31 March 2025
Our evolution
Marketing and digital transformation remain critical for most organisations in getting and retaining their competitive edge. When organisations raise their game, they have many choices. We guide partners through these, ensuring their vision is delivered - and giving their teams the knowledge and skills to bring strategies to life in today’s digital world.
In 2000 we began by supporting the pioneers of the digital economy such as Google and Yahoo, and the first generation of online media and ecommerce businesses. We did this first in the UK and by 2002 were working across Europe. Later we broadened to support marketing agencies, coaching them on the craft skills of digital. To drive the industry forward, we led or supported the development of new training courses for universities, institutes and trade associations.
We were invited to help accelerate the national marketing industries and drive transformation by building or accelerating the digital trade associations. First we ran the IAB in the UK, and then at European level. Later we’d guide their sister trade organisations around the world by helping build their operations, ensuring they became a catalyst for growing their sectors. Our work in training began as part of this back in the early 2000s when we created the first public digital marketing skills courses: from Mexico to Denmark, Finland to the Sweden. We partnered with trade bodies such as WAN, IFRA, INMA, IAB, DMA, and ISBA to deliver white labelled and co-branded courses.
Since those early days helping shape the European digital and marketing industries, thousands of organisations have benefited from our help in navigating this landscape. We developed sector-specialist capabilities and solutions for firms in finance, pharmaceuticals, healthcare, CPG, consumer electronics, travel, retail, governments and many more.
Market focus
Organisation size
We primarily support $1bn brands who are looking to unlock a step-change in how they and their organisations perform. We’re the boutique specialists behind many of the world’s largest brands. We’ve become strategic partners to Fortune 100 and FTSE 100 companies - and supported some for more than 15 years. We’re an extension of their senior team, helping them leverage economies of scale and scope by applying our ideas and approaches globally.
Geography
Our client base is diversified across many markets, and split roughly evenly between North America, Europe, Asia Pacific, and the UK where we’re based. This diversification protects us from national economic cycles and over-dependency on a single market.
Sectors
We work across industry, with key specialisms in pharmaceutical & healthcare, food & drink, consumer-packaged goods, financial services, manufacturing, and business to business solutions. The spread of sectors drives strong cross-pollination of ideas, and also protects from over-dependency on any one sector.
We look for long-term partners
To be an effective partner, we have to master the methodologies, approaches and culture of the organisations we support. We focus on driving growth, both top line and bottom line. And our strategy and training are designed for deployment at scale, to increase their competitive edge, and to create a self-sustaining approach.
Digital Strategy Consulting Limited
Director's Report for the Year Ended 31 March 2025
The way we help
Customers tell us it’s not only the substance of our work, but also the way we work that makes us different. We’ve become famous for fast deployments, agile thinking, a hands-on approach, leading-edge digital and marketing strategies, and a collegiate way of working that takes teams on the journey together. They consistently cite us as having the right formula for the needs of today’s large organisations, as well as providing a refreshing break from larger consultancy providers with their heavy overheads, or other partners that use strategy or training to fuel their primary areas of focus, or the freelance sector which lacks stability and continuity.
Our capabilities
Our operating model is lean, agile, and lets us deploy fast. We have codified IP and proven approaches, so we can leverage expertise fast. Alongside codified approaches, and business analysis techniques, we have strong capabilities in live virtual events, elearning production, and service lines for each sector. In video creation we have strong filming capabilities, partnerships with physical studios, expertise in using synthetic presenters, and content libraries.
The goal for the people we serve, is to offer:
• Stronger capabilities - stronger tools, greater resilience, approaches that deliver more impactful effects
• Broader capabilities - wider range of codified solutions that can be delivered through our service lines
• More integrated capabilities - better connections between the training and strategy service lines
• Faster deployment - to get solutions in place, faster
• Greater price competitiveness - to reduce our cost-base so offer lower prices on key service lines
The £600k invested a few years ago in elearning product development continues to give good foundations for many clients - along with our new learner management system. This lets us give additional support to learners, strengthening the quality and relevancy of communications, increasing our scalability, building long term value, and lowing costs.
Internally we continued to strengthen our processes to support the changing needs of our partners, and maintain price competitiveness through greater efficiencies in how we work. For our partners, we continued to innovate new growth strategy solutions and marketing strategy approaches, alongside techniques to apply the latest developments in generative AI, ecommerce, integrated marketing, social media, mobile, digital effectiveness, analytics, evaluation and business leadership.
As many global brands continue to substantially increase their focus on digital marketing and infrastructure investment, our goal is to at least quadruple the ROI they get from investments made with us.
Maintaining price competitiveness
In the spirit of giving excellence in value as well as excellence in results, our lower cost real-estate in London’s Covent Garden is performing well. This district has been our home for over twenty years.
Benefiting from automation and scalability, we adapted our staffing model to ensure that around a strong core team, we have a strong roster of specialists to work with when projects need. This gives us the combination of resilience of a much larger consultancy, and the agility of small teams.
Market characteristics
The combination of a reduced cost base, increased efficiencies, and exceptionally strong customer experiences means we’re successfully navigating the tough economic headwinds of reduced consultancy budgets, in-housing, a larger pool of freelancers, and AI. We brought on new international clients and were also able to support mid-sized businesses in our domestic market, by leveraging several service lines to create new ‘light touch’ solutions.
Digital Strategy Consulting Limited
Director's Report for the Year Ended 31 March 2025
Investing to grow
Technology stack
The new technology stack and cloud environments continue to perform well. Cloud platforms support all aspects of the business from timesheeting to tasklisting, image libraries to collaborative working tools and finance.
Production capabilities
Since 2019 in the areas of production and recording, our senior team all have soft studios in place at home, and additional resource through partners like YouTube and film studios in London and South Africa. We have strong editing and production support, and can deploy crews of up to 10 people in broadcast-level studios.
Solutions architecture
We continued to invest heavily in our solution portfolio, strengthening the business processes used for change management, and the IP available for consultancy teams within both our Digital Strategy and Digital Training Academy brands. As in previous years, we created several key new tools and best practice resources, covering different aspects of marketing, building on the new Leadership Team workshop programmes for helping those leading large organisations to sharpen their vision and marketing strategy.
We remain deeply concerned about the wasted investments in marketing and technology across the industry, and the high failure rate of digital projects. This fuels our passion for helping companies course-correct, with agile approaches, and deep partnerships that can quickly get projects and brands back on track. We continue to see the same causes recurring, such as poor customer insight, weak briefing, under-investment in requirements-gathering for technology, weak content ideas, or digital services created without a clear market. To tackle this, we have the right solutions and diagnostic tools to help Chief Marketing , Digital or Growth Officers make more effective investment decisions.
Review of the brands
Digital Training Academy - helping teams win in a digital world
Investment in updating Digital Training Academy courses continues, meeting our targets for the 17th year of developing or upgrading one topic every fortnight. Workshops were run in a broad range of markets as live online events as well as face to face, with the breadth and depth of training solutions continuing to increase.
The most popular courses this year were the Digital Acceleration Programme (our flagship since 2004), Digital Leadership Coaching, AI Accelerators, B2B Marketing Academy, Social Media Academy, and Ecom Accelerators.
These programmes proved key at transforming the effectiveness of our partners, often supported by wider business transformation created for the strategic issues facing their leadership teams. The blend of in-company coaching for cross-functional teams, with customised training solutions is a fusion between management consultancy and coaching - and it proves to be a winning formula.
• The modular system of course design and lesson topics continues to perform well, reducing the time to market for new deployments, without compromising on the bespoke nature of each new programme
• Since rebuilding our own-branded elearning, we’ve become able to launch courses in less than 1/10 of the time, and at a heavily reduced our cost-base - allowing us to reduce tuition fees per learne
Digital Strategy Consulting Limited
Director's Report for the Year Ended 31 March 2025
Digital Strategy Consulting - Digital transformation; Delivered.
The consultancy continues to transform the brands and organisations it touches. We continue developing new business processes, new models for organisational design, new ways of working for our clients, and new techniques to strengthen their business planning. Alongside large-scale business transformation, we continued to support individual brands and teams with service lines that include AI Roadmaps, Digital Acceleration Roadmaps, Digital Strategies for Growth, Digital Marketing Effectiveness Audits, Digital Ecosystem Reviews, and Digital Booster Clinics.
Partners have reported ROI levels of more than 20:1, based on the investment they made with us, and of increases in value as their teams now have the knowledge and skills to lead effectively. We’ve been credited as being “transformational” on their business - a reputation we look forward to strengthening throughout 2024.
As part of our innovation agenda, we’ve found new ways to make both our strategy and training solutions accessible to mid-size clients - much smaller than the $1bn we historically focussed on - an approach that gives us extra resilience.
Digital Strategy Events - inspiring teams with high impact events
While the volume of physical events remains low in the post-pandemic business culture, live online events have step-changed. Our large-scale live online events can take 1000 simultaneous participants, and we support enterprise-level solutions. Having led large conferences like the annual flagship event for Coca-Cola in USA, the team also have capabilities that can be leveraged for both internal and customer conferences.
Trading outlook
The long-term needs of the sector look strong. As the digital media and marketing industries evolve, we anticipate organisations will develop greater focus on getting more value out from what their brands put in. By applying our approaches to create the right strategy and marketing ecosystem, our partners improve the ROI of their marketing investment and unlock the full value from the tech they’ve investing in - and the time of their team. Typically, they describe a blend of quick wins alongside strategic wins that drive longer-term competitiveness.
The new norm for management workshops
The pandemic triggered a switch in culture to virtual delivery for workshops and events. This has emerged as the new standard way of working, with only small numbers of face to face events in most organisations.
Managing competition
It’s an increasingly cluttered market, and while demand for services remains strong, there are new types of competitors in both the training and strategy solution portfolios. The market rates for training have falling as free or value-add offerings are rolled-out from technology or digital media vendors. To combat these, we’ve adapted our product-market fit, reduced our cost-of-service delivery, and been able to reduce fees for many service lines. This includes broadening our offerings, communicating them more effectively, and delivering them faster and with greater agility.
Tackling AI
While AI is a threat to many marketing service partners, we see it as an opportunity to help clients reduce their marketing costs. We already have AI Accelerators running in many partners, with a goal of saving them at least 70% of the cost when making like-for-like assets.
Product-market fit
We’re confident in our product-market fit. We expect marketing budgets will remain under tight scrutiny in most organisations through the next financial year, so our solutions now include a large portfolio of virtual strategy / training services and tools for sharpening marketing effectiveness and ROI improvement.
Anticipating increased pressure to reduce training deployment costs, our approaches allowed us to reduce tuition fees for many clients, with online events that up to 1000 people can join.
Digital Strategy Consulting Limited
Director's Report for the Year Ended 31 March 2025
Social responsibility donations top £1m
We believe in sharing our expertise to help social causes win in today’s digital world. The Red Cross was selected as our CSR partner for the second time, with bespoke training services, live online workshops, elearning and consultancy advice. We’ve been using our skills to help transform the communications and marketing of NGOs, charities, not for profits, education and industry groups since we set up in 2000. This is at the heart of our culture and the values our people share. From health charities to educational trusts, policy think-tanks to lawmakers - we’ve helped them create a better digital world. We donate about one minute of consultancy for every one hour of client work - totalling over £1m since our social responsibility awards began in 2000.
www.digitalstrategyconsulting.com/about/social-responsibility/
In industry
We believe digital tools, channels and approaches can transform the effectiveness of any business. We’ve worked across industry to drive key initiatives that helped tens of thousands of organisations accelerate. Our contributions to industry just prior to covid included leading the initiatives for building and supporting an appropriate regulatory framework in the UK digital communications sector. We’ve previously given a £100k grant to support the Direct Marketing Commission to help with the policing of the marketing industry, including casework support for law enforcement officers tackling scams that target people through digital channels. To support start-ups we invested £50k of consultancy time to those in the marketing sector, which also helped strengthen our approaches for bringing young talent into large global firms. And since the late 1990s, our senior team have played a key role in helping accelerate the digital, marketing and media industries, helping lead dozens of key initiatives to transform the marketing industry. Companies around the world are better placed as a result.
www.digitalstrategyconsulting.com/driving-the-growth-and-transformation-of-the-marketing-industry
In government
We have helped lawmakers create the right regulatory frameworks to foster growth and protect people’s rights in a digital world. As social advisors, we’ve helped government develop policies to accelerate the use of digital tools and technologies and let everyone benefit more fully in the digital society. We believe effective digital regulation is key for a free, fair and safe society. That’s why we’ve worked as specialist advisers to ministers in all three of the UK’s main political parties, and supported senior civil servants across a range of critical issues, from access to personal data by the security services, to the European Data Protection Directive, to UK economic policy for stimulating the creative industries.
www.digitalstrategyconsulting.com/supporting-lawmakers-and-strengthening-government-policy
In education
We’re passionate about ensuring people have the knowledge and skills they need to win in a digital world. Our focus has been on the marketing, media and communications industries. We’ve created more than 500 of our own Digital Training Academy courses, and alongside these helped universities, trade associations and marketing institutions by creating digital and integrated marketing courses, many of which we’ve delivered for them in more than a dozen countries.
www.digitalstrategyconsulting.com/transforming-professional-education
Digital Strategy Consulting Limited
Director's Report for the Year Ended 31 March 2025
Environmental policies and ethos
For more than 20 years, we’ve helped global brands reduce their carbon footprint by cutting print media, switching from physical marketing materials, decreasing packaging, and reducing travel.
• Replacing print & outdoor media with digital channels
• Replacing direct mail with ECRM
• Replacing card and plastics with smart packaging, links and QR codes
• Carbon reduction by switching conferences & event travel to be virtual
• Reducing corporate travel through hybrid training
• Reducing travel since 2000 by switching training to elearning
• Building virtual workshop capabilities to unlock more effective working
And for 10 years we’ve been helping field sales forces do the same - by switching to remote meetings, CRM, and virtual presentations.
We lead by example, ensuring we have the smallest carbon footprint we can by replacing physical training packs with digital, replacing travel with virtual delivery, reducing flights by agreeing to extended secondments in local markets for complex change management programmes, and buying from local vendors whenever possible.
Summary
We’re excited by the future. We’re confident in the value we deliver. And we’re innovating both what we do, and the way we do it.
We’re in a sector that continues to evolve, and one where businesses will continue to need expert guidance. We offer hands-on, practical support that makes the complex, simple. We’re building stronger value for each client, developing stronger relationships, that see some of the world’s biggest and best brands continuing to choose us to make them even more successful. And just like back in 2000 when we started, we’re proven to be helping our partners truly win in the digital world.
Going concern
After reviewing the company’s forecasts and projections, the directors have a reasonable expectation that the company has adequate resources to continue in operational existence for the foreseeable future. The company therefore continues to adopt the going concern basis of accounting in preparing its financial statements.
Small companies provision statement
This report has been prepared in accordance with the special provisions relating to companies subject to the small companies regime within Part 15 of the Companies Act 2006.
Approved and authorised by the
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Digital Strategy Consulting Limited
(Registration number: 04342602)
Balance Sheet as at 31 March 2025
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Note |
2025 |
2024 |
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Fixed assets |
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Tangible assets |
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Current assets |
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Debtors |
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Cash at bank and in hand |
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Creditors: Amounts falling due within one year |
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( |
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Net current assets |
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Net assets |
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Capital and reserves |
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Called up share capital |
100 |
100 |
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Retained earnings |
1,169,167 |
1,397,761 |
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Shareholders' funds |
1,169,267 |
1,397,861 |
For the financial year ending 31 March 2025 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.
Director's responsibilities:
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The director acknowledges his responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts. |
Approved and authorised by the
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Digital Strategy Consulting Limited
Notes to the Unaudited Financial Statements for the Year Ended 31 March 2025
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General information |
The company is a private company limited by share capital, incorporated in England and Wales.
The address of its registered office is:
England
These financial statements were authorised for issue by the
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Accounting policies |
Summary of significant accounting policies and key accounting estimates
The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
Statement of compliance
These financial statements have been prepared in accordance with Financial Reporting Standard 102 Section 1A smaller entities - 'The Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland' and the Companies Act 2006 (as applicable to companies subject to the small companies' regime).
Basis of preparation
These financial statements have been prepared using the historical cost convention except that as disclosed in the accounting policies certain items are shown at fair value.
The presentation currency of the financial statements is the Pound Sterling (£).
Revenue recognition
Revenue for provision of services is recognised when it is probable that an economic benefit will flow to the entity and the revenue and costs can be reliably measured. For continuing services, revenue is recognised when the stage of completion can be reliably measured using a percentage of completion method.
Foreign currency transactions and balances
Digital Strategy Consulting Limited
Notes to the Unaudited Financial Statements for the Year Ended 31 March 2025
Tax
Amounts of current and deferred tax are generally recognised in profit or loss, except when they relate to items which are recognised in other comprehensive income or directly in equity and in such cases the amounts are also recognised in other comprehensive income or equity as the case may be.
Current tax represents the amount of tax payable (receivable) in respect of taxable profit (loss) for the current, or past, reporting periods. Current tax is measured at the amount expected to be paid (recovered) using the tax rates and laws which have been enacted, or substantively enacted, by the balance sheet date. Where payments to HM Revenue and Customs exceed liabilities owed, an asset is recognised to the extent of the amount of tax recoverable.
Deferred tax represents the future tax consequences of transactions and events recognised in the financial statements of current and previous periods and is recognised in respect of all timing differences; although with certain exceptions.
Timing differences are differences between taxable profit and total comprehensive income as stated in the financial statements that arise from the inclusion of income and expense in tax assessments in periods different from those in which they are recognised in the financial statements.
Unrelieved tax losses and other deferred tax assets are only recognised to the extent that it is probable that they will be recoverable against the reversal of deferred tax liabilities or other future taxable profits. Deferred tax is measured using the tax rates and laws that have been enacted or substantively enacted by the balance sheet date that are expected to apply to the reversal of timing differences.
Deferred tax on investment property (and other non-depreciable tangible fixed assets) is measured using the tax rates and allowances which will apply to the sale of the asset.
Tangible assets
Tangible fixed assets are stated at cost (or deemed cost) less accumulated depreciation and accumulated impairment losses. Cost includes costs which are directly attributable in bringing the asset to its location and condition so that it is capable of operating in the manner intended by management.
Depreciation
Depreciation is provided on all tangible fixed assets at rates which are calculated to write off the cost, less estimated residual value (which is the expected amount that would currently be obtained from disposal of an asset, after deducting the estimated costs of disposal, if the asset were already of the age and in the condition expected at the end of its useful life), of each asset on a systematic basis over its expected useful life as follows:
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Asset class |
Depreciation method and rate |
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Office equipment |
25% straight line |
Intangible assets
Acquired intangible assets have been written off in equal annual instalments over their estimated useful economic life and are now fully written down.
Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.
Digital Strategy Consulting Limited
Notes to the Unaudited Financial Statements for the Year Ended 31 March 2025
Trade Debtors
Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.
Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the company will not be able to collect all amounts due according to the original terms of the receivables.
Trade creditors
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the company does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.
Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.
Share capital
Ordinary shares are classified as equity. Equity instruments are measured at the fair value of the cash or other resources received or receivable, net of the direct costs of issuing the equity instruments. If payment is deferred and the time value of money is material, the initial measurement is on a present value basis.
Dividends
Dividend distribution to the company’s shareholders is recognised as a liability in the financial statements in the reporting period in which the dividends are declared.
Defined contribution pension obligation
The company operates a defined contribution pension plan for the benefit of its employees. Contributions are recognised as expenses as they become payable. Differences between contributions payable in the year and those actually paid are recognised as either prepayments or accruals in the balance sheet. The assets of the defined contribution pension scheme are held separately from those of the company in an independently administered fund.
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Staff numbers |
The average number of persons employed by the company (including the director) during the year, was
Digital Strategy Consulting Limited
Notes to the Unaudited Financial Statements for the Year Ended 31 March 2025
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Tangible assets |
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Office equipment |
Total |
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Cost or valuation |
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At 1 April 2024 |
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At 31 March 2025 |
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Depreciation |
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At 1 April 2024 |
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Charge for the year |
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At 31 March 2025 |
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Carrying amount |
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At 31 March 2025 |
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At 31 March 2024 |
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Debtors |
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2025 |
2024 |
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Trade debtors |
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Other debtors |
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Creditors |
Creditors: amounts falling due within one year
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2025 |
2024 |
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Due within one year |
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Trade creditors |
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Taxation and social security |
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Accruals and deferred income |
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Other creditors |
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Digital Strategy Consulting Limited
Notes to the Unaudited Financial Statements for the Year Ended 31 March 2025
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Share capital |
Allotted, called up and fully paid shares
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2025 |
2024 |
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No. |
£ |
No. |
£ |
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100 |
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100 |
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Dividends |
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2025 |
2024 |
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£ |
£ |
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Final dividend of £Nil (2024 - £ |
- |
35,000 |
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Interim dividend of £Nil (2024 - £ |
74,000 |
- |
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74,000 |
35,000 |
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Digital Strategy Consulting Limited
Notes to the Unaudited Financial Statements for the Year Ended 31 March 2025
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Related party transactions |
Director's remuneration
The director's remuneration for the year was as follows:
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2025 |
2024 |
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Remuneration |
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Contributions paid to money purchase schemes |
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102,000 |
72,000 |
Expenditure with and payables to related parties
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2025 |
Entities with joint control or significant influence |
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Rendering of services |
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2024 |
Entities with joint control or significant influence |
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Rendering of services |
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Loans to related parties
Terms of loans to related parties