for the Period Ended 31 December 2025
| 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 December 2025
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 January 2025
to
31 December 2025
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
| 2025 | 11 months to 31 December 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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| Administrative expenses: |
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| Operating profit(or loss): |
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| Profit(or loss) before tax: |
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| Tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2025 | 11 months to 31 December 2024 | |
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£ |
£ |
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| Fixed assets | |||
| Intangible assets: | 3 |
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| Total fixed assets: |
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| Current assets | |||
| Debtors: | 4 |
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| Cash at bank and in hand: |
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| Total current assets: |
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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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(
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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: |
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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 December 2025
Basis of measurement and preparation
Turnover policy
Intangible fixed assets amortisation policy
for the Period Ended 31 December 2025
| 2025 | 11 months to 31 December 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 December 2025
| Goodwill | Other | Total | |
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| Cost | £ | £ | £ |
| At 1 January 2025 |
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| Disposals | |||
| Revaluations | |||
| Transfers | |||
| At 31 December 2025 |
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| At 1 January 2025 |
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| Charge for year |
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| On disposals | |||
| Other adjustments | |||
| At 31 December 2025 |
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| Net book value | |||
| At 31 December 2025 |
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| At 31 December 2024 |
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for the Period Ended 31 December 2025
| 2025 | 11 months to 31 December 2024 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Total |
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for the Period Ended 31 December 2025
| 2025 | 11 months to 31 December 2024 | |
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| £ | £ | |
| Other creditors |
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| Total |
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During 2025, NeuroRocket CIC continued to support neurodivergent adults to better understand themselves, overcome barriers and participate more fully in work and community life. Our support combined one-to-one coaching, structured group programmes, practical information and advice, community activities, employer training and awareness raising. During the year we: delivered 484 hours of one-to-one neurodiversity coaching supported 62 people through structured group programmes, helping participants develop confidence, self-understanding, employment skills and practical strategies reached 747 people through free Access to Work webinars and information sessions, helping neurodivergent adults understand the support available to them and navigate the application process supported 110 people through social and community activity, providing opportunities for connection and helping to reduce isolation delivered training, workshops and talks for employers and other organisations to improve understanding of neurodiversity and create more inclusive workplaces contributed to neurodiversity conferences, expos and awareness events, including activities during Neurodiversity Celebration Week and Mental Health Awareness Week. Our one-to-one and group support helped people understand how neurodivergence affects areas such as executive functioning, communication, emotional regulation, confidence and employment. Support was designed to help people develop practical strategies that worked for them rather than expecting them to fit a standard approach. We also helped people understand workplace adjustments, employment rights and Access to Work, supporting neurodivergent adults to enter, remain in or progress within employment. NeuroRocket's wider community activity provided opportunities for people to connect with others with similar experiences, reducing isolation and creating routes into further support where needed. The CIC also used its trading activity to support its social purpose. Where unemployed people accessed one-to-one coaching, NeuroRocket did not retain its usual organisational share of the coaching fee, helping make support more affordable.
NeuroRocket is shaped by the people who use our services. During 2025, we gathered feedback from coaching clients, group participants and members of our wider neurodivergent community through programme feedback, conversations, reviews and ongoing engagement. Feedback was used to adapt existing provision and develop new approaches. For example, participants told us that they did not want a traditional mentoring model based around professional neurotypical mentors and would value support from people with relevant lived experience. In response, we changed the proposed model and developed a peer-based approach instead. Our Access to Work support also developed in response to community feedback. People told us that although they were aware of Access to Work, the process itself could be overwhelming and difficult to navigate. This led us to provide practical information, webinars and support designed to break the process into manageable steps. This approach subsequently reached 747 people during 2025. We continued to collect feedback throughout our programmes rather than waiting until the end, allowing us to adapt delivery where appropriate. This helped ensure that services developed in response to the experiences and priorities of the neurodivergent community rather than organisational assumptions. This approach remains central to NeuroRocket's development, with lived experience informing service design, accessibility and future priorities.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
9 September 2026
And signed on behalf of the board by:
Name: Kerry Malster
Status: Director