START YOUR BUSINESS WITH CONFIDENCE AND STAY COMPLIANT FROM DAY ONE
Company Formation and Secretarial Services in the UK
Starting a business should feel exciting not overwhelming. At Shreem Accountants, our company formation and secretarial services are designed to take the complexity out of registering a UK limited company — so you can focus on building the business behind it. We understand that forming a company is not just about submitting documents to Companies House. Starting a company is one of the most significant decisions a person makes. Not just financially, personally. It is the moment when an idea stops being something you talk about and becomes something that exists in the world, with a name, a legal identity, and a set of responsibilities attached to it. It is about helping a client take an important step with clarity and confidence. That is why we take a personal, structured, and supportive approach from the very beginning.
Here we discuss about that moment, what it involves, what it requires, what it means for the years that follow, and how we help make sure it happens in a way that gives the business the best possible start.
THE MOMENT BEFORE EVERYTHING BEGINS
Every business starts with a decision. What happens in the weeks after that decision shapes everything that follows
There is a particular quality to the period just before a business officially exists. The idea is there. The intention is there. The energy is there, sometimes enormous amounts of it. But the path from I want to start a company to the company has been formed and I know what I am doing is not always obvious. And for many people, the first encounter with that path is a confrontation with a set of words that sound important but mean very little without context.
Memorandum of Association. Articles of Association. Persons with Significant Control. Share capital. Registered office. Confirmation statement. SIC code. These are real things —necessary things — but they are written in the language of company law, and company law was not written with first-time business owners in mind.
The result is that many people approach company formation feeling a version of the same thing: a quiet anxiety that they are about to do something wrong. That they will miss a step, choose the wrong structure, make a decision that cannot be undone. That the confidence they felt about the idea itself does not extend to the legal and administrative machinery that turns an idea into a company.
We want to say something clearly to anyone who recognises that feeling: it is entirely normal. It does not reflect badly on you. Setting up a company involves a genuine set of decisions and processes that are genuinely unfamiliar to most people the first time they encounter them. The appropriate response is not to bluff through it, it is to have the right people beside you from the start.
A company formed correctly is a company that can grow without tripping over its own foundations. The decisions made at the beginning are the ones that matter most and the hardest ones to undo later.
BEFORE THE STRUCTURE, THE CONVERSATION
The most important step in forming a company happens before a single form is completed
There is a version of company formation that treats the exercise as purely administrative. You provide some names and addresses. A form is submitted. A certificate arrives. The company exists. Job done.
This version is not wrong, exactly. But it is incomplete in a way that matters. Because the decisions made during company formation are not neutral. They have consequences — tax consequences, legal consequences, practical consequences — that unfold over the life of the business. And those consequences are much easier to get right when the decisions are made thoughtfully, with a proper understanding of the business behind them, rather than at speed because someone just wanted to get a certificate back quickly.
Before we begin any company formation work, we have a conversation. A real conversation, not a form to fill in, not a checklist to tick, but an actual exchange between two people about what the business is, what it is trying to do, and what structure will serve it best. We want to understand whether the business will be run alone or with partners. What the expected income looks like. Whether there are employees or just a director. Whether international trading is in the picture. What the long-term ambitions are.
This conversation takes time. We make time for it, because we believe it is the most valuable part of the entire process. A company formed around the right structure for the right reasons starts its life in a fundamentally better position than a company formed quickly without that understanding.
The technology consultancy and the partnership that almost became a problem
Two colleagues in the technology sector came to us in the early stages of launching a consultancy together. They were both excited and both capable — and they had, between them, already decided how the company would work. Their plan was simple: equal shares, a single bank account, a straightforward fifty-fifty split on everything. It was the natural conclusion of two people who trusted each other and had not yet encountered a reason not to.
When we asked them some questions about decision-making, if they disagreed, about what would happen if one of them wanted to leave, about how dividends would be drawn if one partner took a salary and the other did not, the answers became less certain quite quickly.
None of these were problems with their relationship. They were simply questions that had not been asked yet, because the excitement of the idea had moved faster than the thinking about the structure. We helped them think through a shareholders’ agreement, consider the implications of different share classes, and set up a company that reflected not just their ambitions but their working arrangements, and that would protect both of them if circumstances ever changed.
The company was formed. It thrived. And some time later, when one of the partners did want to change his involvement, the structure they had put in place made that transition manageable rather than messy. The conversation we had before anything was filed turned out to be the most important part of the whole process.
CHOOSING THE RIGHT STRUCTURE
Limited company, sole trader, partnership — the choice matters more than most people realise, and it is not always obvious
One of the most common assumptions made by people approaching us for company formation is that forming a limited company is automatically the right step. In many cases it is. But not always — and understanding why requires a plain-English explanation of what the options actually are.
A sole trader is the simplest structure available. There is no separate legal entity — the person and the business are the same thing in the eyes of the law. Income is reported through self-assessment. There is no Companies House filing requirement. The setup is fast and the administration is light. But there is no separation between personal and business liability — if the business owes money, so does the person behind it.
A limited company is a separate legal entity. It exists independently of its directors and shareholders. It has its own bank account, its own tax obligations, its own filing requirements. The liability of its shareholders is limited to what they have invested — which is one of the most important protections a trading structure can offer. It also carries certain tax efficiencies, particularly as income grows.
A partnership sits between the two — two or more people trading together, sharing profits, sharing liability. A limited liability partnership, or LLP, offers some of the legal separation of a limited company while preserving the flexibility of a partnership structure. It is particularly common in professional services.
The right choice depends on the specific facts of the business — the income levels, the risk profile, the number of people involved, the plans for growth, and sometimes simply the preferences and circumstances of the people behind it. We talk through these facts with every new client before recommending anything, because the right answer for one business is genuinely not the right answer for another.
Structure is the foundation, not the decoration
When you build a house, you do not choose the bricks first and worry about the foundations later. The structure beneath everything else determines what can be built on top of it, how stable it will be, and how much it will cost to change if you get it wrong. A business structure works the same way. The decisions made at formation — about legal form, about share ownership, about how the business is organised — are the decisions that everything else is built upon. Getting them right from the beginning is worth considerably more than correcting them later.
WHAT COMPANY FORMATION ACTUALLY INVOLVES
The practical steps — explained plainly, without making them sound more intimidating than they are
Once the right structure has been agreed and the conversation has covered the important decisions, the formation process itself is methodical. There are a set of things that must be done, in the right order, with the right information, to produce a company that is properly incorporated and correctly set up from day one.
STEP ONE
Choosing and checking the company name
The name must be available, must comply with Companies House rules, and should be considered carefully — it is part of the public record and part of the business’s identity. Certain words require approval. Certain combinations are restricted. We check all of this before anything is submitted, so there are no surprises after the fact.
STEP TWO
Establishing the share structure
Who owns the company, in what proportions, and through what classes of shares — these decisions carry long-term consequences. The share structure affects how dividends are distributed, how decisions are made, and what happens if ownership changes. We help establish this thoughtfully, not as a formality but as a genuine structural decision.
STEP THREE
Directors, officers and PSC
The Persons with Significant Control register requires the disclosure of anyone who exercises significant influence over a company. Getting this right at formation — rather than having to correct it later — matters both legally and practically. We ensure the right people are registered in the right way from the outset.
STEP FOUR
Registered office and formation documents
Every limited company must have a registered office address in the UK — the official address where legal notices are sent. The Memorandum and Articles of Association are the constitutional documents of the company. We ensure both are correctly established, and can assist with a registered office address where this is needed.
When all of this is in order, the application is submitted to Companies House. Once approved — which typically happens within hours for straightforward formations — the company receives its Certificate of Incorporation. It now exists as a legal entity. The company has a date of birth. And from that moment, it has obligations.
The certificate of incorporation is not the end of the process. It is the beginning of it. What comes after incorporation is where most of the real work — and most of the real decisions — actually lie.
THE COMPLIANCE THAT COMES WITH THE COMPANY
What most people do not realise until after incorporation — and why it matters from day one
There is a common misunderstanding about limited companies that catches many new directors by surprise. The misunderstanding is this: that once a company has been formed, the administrative side of things is fairly minimal. That you file some accounts once a year, do your taxes, and the rest of the time the company simply gets on with trading.
In reality, a limited company carries a continuous set of statutory obligations. Not onerous ones, for most small businesses — but real ones, with real consequences if they are missed. The company exists on the public register at Companies House. That register is a live document. When things change — when directors are appointed or resign, when shares are transferred, when the registered office moves, when the nature of the business shifts — Companies House must be told. Not eventually. Within defined timeframes, with defined forms, in the defined way.
Beyond Companies House, the company has an annual confirmation statement — a yearly declaration to the public record that the information held about the company is accurate and up to date. It has its own statutory registers, which must be maintained. It has minutes and resolutions that need to be prepared and stored when significant decisions are made. These are the quiet, ongoing responsibilities of being a company — not dramatic, not complex when properly managed, but genuinely consequential when neglected.
A company is a living thing — it needs tending
When a tree is planted, the planting is only the beginning. A tree that is left entirely unattended — never pruned, never checked, never tended when something is growing in the wrong direction — does not simply flourish on its own. It grows in ways that can become problems. A company is similar. It needs tending. The ongoing secretarial work — the filings, the updates, the records — is that tending. It is quiet and unremarkable when it is being done well. It becomes very noticeable, very quickly, when it has been neglected.
This is why our support does not stop at the Certificate of Incorporation. We provide ongoing company secretarial services to help businesses stay organised and compliant — so the obligations that come with being a company never become the distraction they can easily turn into when left unmanaged.
ONGOING SECRETARIAL SUPPORT
The quiet, continuous work that keeps a company properly maintained — and why it is worth taking seriously
Company secretarial work is, by its nature, unglamorous. It does not generate revenue. It does not open doors or build relationships. It simply keeps the company in order — ensures that the legal record matches reality, that obligations are met, and that nothing quietly falls out of compliance while the director is busy running the actual business.
It is precisely because it is unglamorous that it gets neglected. Directors who are energetic and capable and deeply focused on building their businesses are exactly the kind of people who find it easy to deprioritise a Companies House filing or forget that a change of director needs to be registered within a specific timeframe. Not from carelessness — from focus. From the very qualities that make them good at running their businesses.
Confirmation statements
Every company must file a confirmation statement at least once a year, confirming that the information held at Companies House is accurate. We review the company’s details, identify anything that needs updating, and handle the filing — so it is done correctly and on time without the director needing to manage it.
Director and shareholder changes
Appointments, resignations, share transfers, changes to Persons with Significant Control — each of these requires a notification to Companies House within a specified window. We manage these filings as they arise, ensuring nothing is missed and the public record accurately reflects
the company’s current position.
Statutory registers
Every limited company is required to maintain statutory registers, records of directors, shareholders, and significant events in the company’s history. These are not filed publicly but must be kept and available for inspection. We ensure they are properly maintained and up to date.
Dividend documentation
When a company pays dividends to its shareholders, certain documentation is required — board minutes, dividend vouchers, confirmation of available reserves. Dividends paid without proper documentation create a compliance risk. We prepare the paperwork correctly, so every distribution is properly supported.
The design agency and the address that became a problem three years later
A director of a small design agency had been running her limited company for four years when she came to us. She was talented, well-regarded in her industry, and had built a genuinely sustainable business. She had managed most of the company administration herself — with reasonable success, she felt, until a particular issue surfaced during a conversation with a potential investor.
The investor’s due diligence had turned up a discrepancy. The registered office on Companies House was an address she had not used for three years — the address of a previous shared office space she had left when the agency had grown. She had forgotten to update it. Not because she was careless, but because in the year she had moved, she had been managing a significant growth in client work and a team that had doubled in size, and a Companies House update had simply not made it to the top of the list.
The discrepancy was resolvable — it took a few days of work and some careful correspondence to correct the record and satisfy the investor’s questions. But it had introduced a delay into a process that could have been entirely smooth. And it had created, even briefly, a moment of doubt in the mind of someone whose confidence in the business mattered.
The lesson was not dramatic. It was simply this: the administrative side of a company needs to be kept current. And the easiest way to keep it current is to have someone in your corner who treats it as their responsibility, not yours.
THE PROFESSIONAL RELATIONSHIP — HOW IT STARTS
What it means to bring an accountant into a new business from the very beginning — and why the beginning is exactly the right time
There is a question that many business owners ask themselves — usually after the fact — about when they should have brought in professional support. The honest answer, in almost every case, is: earlier than they did. Not because they were incapable of managing things themselves, but because the decisions made at the start of a business are the decisions that shape everything that comes after.
When we begin working with a new client on company formation, we do not just form the company. We start to understand the business. We learn what it does, who the people behind it are, and what they are trying to build. We are already aware of the tax position the structure creates, the compliance obligations it generates, and the decisions that will need to be made as the business grows. We are, from day one, a team that knows the business — not a stranger who is introduced to it years later and has to work backwards through its history to understand the present.
That continuity has real, practical value. An accountant who has known a business since the day it was incorporated understands the context behind every decision. They remember why certain choices were made. They can see when something is changing in a way that has implications, precisely because they have a baseline to compare it to. This is not something that can be created after the fact. It is built only by being there from the beginning.
The guide who knows the terrain
There is a difference between a guide who has studied a map and a guide who has walked the route many times. Both can point you in a direction. Only one can say — I know there is a difficult section about two miles in, and here is how to handle it when you get there. An accountant who has been with a business from its first day has walked that terrain alongside you. They are not reading from a map when challenges arise. They already know the
landscape.
THE ONBOARDING — WHAT TO EXPECT
How we begin working together — structured, professional, and far simpler than it sounds
Every new client relationship begins with a process that is, in essence, straightforward — but which we take seriously, because starting well matters. There are professional and legal obligations we must meet before we can act on a client’s behalf, and we meet them properly. But we also believe that meeting these obligations should not feel like an ordeal.
Identity verification and AML checks
As a regulated firm, we are required to verify the identity of every client we act for — proof of identity and proof of address, processed through a secure digital verification system. This is a legal requirement under anti-money laundering regulations, an it is a requirement we take seriously. We explain clearly what is needed, why it is needed, and how to complete it with the minimum possible inconvenience. Most clients complete this in minutes.
Risk assessment
We carry out an internal risk assessment to understand the nature of the business and the context in which it will operate. This is not an interrogation — it is a professional obligation that helps us ensure the relationship starts properly. The questions are straightforward, and the process is handled with discretion and respect.
Engagement letter
Before any work begins, we issue an engagement letter that sets out clearly what we will do, how we will do it, and what the fee arrangement covers. There are no surprises in our engagement letters. They are written to be read and understood — not to be signed without reading and filed away.
Digital document approval
We send engagement documents securely through our digital platform, which allows everything to be reviewed and approved online — no printing, no physical paperwork, no back-and-forth with files. The process is quick, secure, and designed to be as convenient as possible for a busy person with a business to launch.
Once onboarding is complete, we move quickly. The formation process itself is efficient when the preparation has been done properly — and the preparation, by this point, has been done properly. The client knows what structure they are forming and why. The decisions have been made thoughtfully. The documents are in order. The certificate, when it arrives, marks the beginning of something that has already been carefully considered.
AFTER INCORPORATION — THE STEPS THAT FOLLOW
What a newly formed company needs to think about next — and how we stay alongside through all of it
The Certificate of Incorporation is a significant moment. The company is real. It has a number. It is on the public register. For many first-time directors, it is a genuinely exciting day — the tangible proof that the business they imagined is now, in a meaningful sense, alive.
And then, fairly quickly, the practical questions begin. Does the company need to register for PAYE? When does VAT registration become relevant? Where should the business bank account be opened? What are the obligations that start ticking from this moment? When is the first confirmation statement due? What decisions need board minutes?
These questions need to be answered at the right time and in the right sequence. A newly incorporated company that immediately encounters confusion about its obligations starts its life with unnecessary friction. We help our clients navigate this period — not by overwhelming them with everything at once, but by guiding them through what matters now, what matters next, and what can be planned for later.
Where PAYE registration is needed, we handle it. Where VAT registration is relevant, we manage the process and explain what it means for the business going forward. Where decisions need to be documented, we prepare the documentation. Where changes arise, we file them. This is what it means to have an accountant alongside the business from the beginning — not just at year-end, not just at tax time, but throughout.
The first year that a new director did not have to navigate alone
A first-time director in the hospitality industry came to us two weeks before she planned to launch her company. She had spent eight years working for other people — managing restaurants, training staff, developing menus — and had reached the point where she was ready to do it for herself. She had a clear vision, a small amount of savings, and a list of potential clients who had told her they would hire her the moment she went independent.
What she did not have was any experience of the administrative side of running a company. She came to us slightly overwhelmed and slightly embarrassed about how much she did not know. She had a list of questions that she prefaced with the words: these are probably obvious, but.
They were not obvious. They were the questions that every sensible first-time director should ask — about how to pay herself, how to handle VAT on her first invoices, whether she needed to register for PAYE from day one, what to do when her first client asked for a formal contract and she was not sure whether to sign it as herself or as the company. Real, practical, consequential questions that she had every right to ask.
We answered them. We helped her set up the company correctly. We guided her through the first months — the first invoices, the first payroll, the first quarterly decisions. We were available when she had more questions, which she regularly did. By the end of her first year, she had a business that was profitable, compliant, and firmly on its feet — not despite being a first-time director, but in part because she had not tried to do everything alone.
That is the kind of relationship we are trying to build with every new client. Not a transactional one — but a genuine, continuing partnership that lasts beyond the first year and grows alongside the business.
WHAT THIS PAGE DOES NOT COVER
Where this page ends and the wider picture begins
Company formation and secretarial services are the beginning of the story — the creation of the entity and the maintenance of its legal standing. But a business is far more than its corporate structure, and we want to be clear about where this page hands off to the others.
The ongoing bookkeeping that records every transaction the company makes — the foundation of its financial record — is covered on the Accounting and Bookkeeping service page. The VAT registration process, when it becomes relevant, connects to the fuller VAT story on the VAT Returns page. The annual accounts that the company must file each year are covered in detail on the Annual Statutory Accounts page. The corporation tax return that flows from those accounts lives on the Corporate Tax page. The self-assessment return that
the director may need to file personally is on the Self-Assessment page.
Company formation starts the clock on all of these obligations. It does not complete them. What this page covers is the starting line — the act of creating the company, the thinking that should precede it, and the ongoing secretarial maintenance that keeps it properly ordered throughout its life.
The best time to think carefully about structure, ownership, and obligations is before the company exists. The second best time is right now — whatever stage the business has reached.
FOR THE PERSON READING THIS
Whether you are starting from scratch or picking up a company that has drifted — we are here
Not everyone who reads this page is at the very beginning. Some people come to us with a company that was formed several years ago, that has been running reasonably well, but whose secretarial records have quietly slipped behind. The confirmation statement was filed late. The Companies House address is not quite current. There are changes that should have been registered but were not. The statutory registers have not been looked at in a while.
This is not a failure. It is what happens when a capable person is entirely focused on running a business and has not had someone in their corner keeping the administrative side in order. We see it often. And in every case, the situation is recoverable. The records can be brought up to date. The filings can be corrected. The registers can be properly maintained going forward. The company that has drifted can be brought back into good order — quietly, systematically, without drama.
And for the person who is genuinely at the very beginning — who has the idea and the energy and the list of questions they feel slightly embarrassed to ask — we want to say this: those questions are not embarrassing. They are the right questions. The person who asks them before forming a company is in a far better position than the person who forms a company first and asks them later. Come with the questions. That is exactly where we want to start.
Let us help you start — or start again — properly
Whether you are forming your first company, launching a new venture with partners, or looking for someone to take the ongoing secretarial side off your plate — we would welcome a conversation.
We will talk through where you are, what you are trying to build, and what the right structure and support look like for your specific situation. No obligation, no standard answers, no generic advice. Just a genuine discussion between people who take this seriously.
Talk with one of our accounting experts to begin. We look forward to hearing about what you are building — and to being part of it from the very beginning.
Frequently asked questions about company formation in the UK
How long does company formation take in the UK?
Once all the required information is in place, online applications are typically processed by Companies House within 24 hours. Postal applications take considerably longer — usually several working days. Using a professional formation service can help ensure the application is submitted correctly the first time, avoiding unnecessary delays.
How much does it cost to register a limited company?
Companies House charges a registration fee, which varies depending on whether you apply online or by post. The online route is both faster and more cost-effective. If you work with an accountant or formation agent, there may be a professional service fee on top, though this often includes additional support such as document preparation, a registered office address, and ongoing guidance. We recommend speaking to us directly for current fee information before you begin.
What is the difference between a limited company and a sole trader?
A limited company is a separate legal entity from its owners. This means your personal finances are protected — if the business faces difficulties, your personal assets are generally not at risk. Shareholders are only liable up to the amount they have invested in the company.
A sole trader, by contrast, has no such legal separation. You and the business are treated as one, which means personal assets could be at risk if the business incurs debts.
Limited companies also tend to offer greater tax planning opportunities, a more professional profile, and better access to funding. However, they come with additional administrative responsibilities, including annual filings and statutory record-keeping. Sole traders have far fewer obligations but also fewer protections.
Choosing the right structure depends on your individual circumstances, and this is something we always discuss with clients before any work begins.
Do I need a company secretary for my UK limited company?
For most private limited companies, appointing a company secretary is not a legal requirement under the Companies Act 2006 — unless the company’s own Articles of Association specifically require one. Public limited companies, however, are still legally obliged to have one.
That said, many private companies choose to appoint a company secretary or outsource the role to their accountant, as it helps reduce the administrative burden on directors and ensures compliance obligations are handled properly. If you would rather focus on running your business than managing statutory filings, this is an arrangement worth considering.
What is a confirmation statement and when does it need filing?
A confirmation statement is an annual filing that every UK limited company must submit to Companies House. It is not a financial document — rather, it is a formal confirmation that the information Companies House holds about your company is accurate and up to date. This includes details of directors, shareholders, the registered office address, and Persons with Significant Control.
It must be filed at least once every 12 months, within 14 days of the end of your review period. Filing late can lead to penalties and, in serious cases, the company being struck off the register. A filing fee is payable to Companies House at the time of submission.
Even if nothing has changed within the company during the year, the confirmation statement must still be filed. We assist all our clients with this process to ensure deadlines are never missed.
Can a non-UK resident register a company in the UK?
Yes. There is no requirement for directors or shareholders of a UK limited company to be UK residents or citizens. Non-residents can register and operate a UK limited company entirely from abroad.
The key requirement is that the company must have a registered office address located in the UK. This can be provided through a professional registered office service if you do not have a physical UK address.
Identity verification requirements for directors have also been introduced as part of ongoing changes to UK company law, so it is important to ensure all compliance steps are completed correctly. We can guide non-resident clients through the full process and ensure everything is handled properly from the outset.
What documents do I need to form a limited company?
To register a limited company in the UK, you will typically need to provide the following:
- Your proposed company name
- A UK registered office address
- Details of all directors, including full name, date of birth, nationality, and residential address
- Details of all shareholders and the proposed share structure
- Details of any Persons with Significant Control (PSC)
- A description of the company’s main business activity
- A Memorandum of Association and Articles of Association
The Memorandum of Association confirms the intention to form the company, while the Articles of Association set out the rules under which it will be governed. Standard templates are available, though more complex businesses may require bespoke versions.
We gather and manage all of this information on your behalf as part of our formation service.
What are a director's ongoing legal responsibilities?
Becoming a director of a UK limited company is not simply a title — it carries real and continuing legal obligations. These include:
- Filing annual accounts with Companies House within the required deadlines
- Submitting an annual confirmation statement to keep company records up to date
- Notifying Companies House of any changes to the company, such as new directors, changes in shareholders, or a new registered office address
- Registering for and managing relevant taxes, including Corporation Tax, VAT (where applicable), and PAYE if the company employs staff
- Maintaining accurate financial and statutory records
- Acting in the best interests of the company and its shareholders at all times
Directors are also now required to complete an identity verification process with Companies House as part of changes introduced under recent company law reforms. Failure to meet these obligations can result in penalties, personal liability, or the company being struck off the register.
