for the Period Ended 31 January 2026
| Directors report | |
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 January 2026
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 February 2025
to
31 January 2026
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
| 2026 | 2025 | |
|---|---|---|
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£ |
£ |
| Turnover: |
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| Cost of sales: |
(
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(
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| Gross profit(or loss): |
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( |
| Distribution costs: |
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| Administrative expenses: |
(
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(
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| Other operating income: |
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| Operating profit(or loss): |
( |
( |
| Interest receivable and similar income: |
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| Interest payable and similar charges: |
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| Profit(or loss) before tax: |
( |
( |
| Tax: |
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| Profit(or loss) for the financial year: |
( |
( |
As at
| Notes | 2026 | 2025 | |
|---|---|---|---|
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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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| Prepayments and accrued income: |
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| Creditors: amounts falling due within one year: | 4 |
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(
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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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| Provision for liabilities: |
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| Accruals and deferred income: |
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(
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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 2026
Basis of measurement and preparation
for the Period Ended 31 January 2026
| 2026 | 2025 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 January 2026
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 February 2025 |
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| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 January 2026 |
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| Depreciation | ||||||
| At 1 February 2025 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 January 2026 |
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| Net book value | ||||||
| At 31 January 2026 |
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| At 31 January 2025 |
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for the Period Ended 31 January 2026
| 2026 | 2025 | |
|---|---|---|
| £ | £ | |
| Accruals and deferred income |
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| Other creditors |
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| Total |
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for the Period Ended 31 January 2026
| 2026 | 2025 | |
|---|---|---|
| £ | £ | |
| 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 21-35, 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 2025-2026, The Lady Powerhouse CIC’s activities have made a meaningful impact on the community in the following ways: Continuing to build a thriving community of early-stage female founders, providing them with a safe and supportive space to share challenges, access opportunities, and develop both personally and professionally. Empowered women through interactive in-person and virtual events Facilitated peer-to-peer business strategy sessions, equipping female entrepreneurs with tools and insights on business planning, marketing, storytelling, networking, and resilience. Fostered collaborations between community members, encouraging collective growth, joint ventures, and shared learning experiences. Created business opportunities by successfully connecting female entrepreneurs with clients and venue partnerships, directly contributing to their business growth and sustainability. Expanded partnerships with ally organisations and facilitators, hosting collaborative events and initiatives to create safe learning spaces, inspire action, and provide access to essential resources for female founders. 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 Prioritise virtual community with in-person relationship building opportunities: Based on schedule and financial flexibility of community members, we have pivoted towards strengthening our virtual presence to increase the capacity for members to consistently proporitse their wellbeing with TLP community. 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. 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
10 May 2026
And signed on behalf of the board by:
Name: Kowiyat Ajimobi
Status: Director