Ashe Clinics
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Business Plan & Setup Guide — 2026

Ashe Health &
Wellbeing Ltd

A comprehensive business plan for a multi-practitioner wellness and beauty hub in Dreghorn, North Ayrshire — named in honour of Jacqui's late partner Iain Ashe. This document covers financial viability, legal formation, compliance, tenant agreements, and operational setup across all six phases.

Business OwnerJacqui
LocationDreghorn, North Ayrshire
Entity TypePrivate Limited Company
Lease Cost£800/month (no rates)
Spaces Available8 lettable spaces
Websiteasheclinics.co.uk
Monthly Fixed Costs
£1,835
excl. salary
Break-even Month
Month 5
no salary / Month 7 with salary
Realistic Year 1 Profit
£13,810
pre-corporation-tax
Startup Loan Target
£8,500
via Start Up Business Loans
Revenue Target
£4,034
per month for full £20k salary
Space Capacity
48
lettable space-days per week
Business Overview
What is Ashe Health & Wellbeing?

A commercial multi-practitioner hub that rents physical space to independent wellness and beauty professionals, while Jacqui also operates her Purple Orchid holistic practice from within the building. Named in memory of Iain Ashe.

Ashe Health & Wellbeing Ltd
The Ltd company leases a commercial property in Dreghorn and sub-licenses space to independent professionals including hairdressers, nail artists, massage therapists, and similar practitioners. It also hosts weekly pop-up wellness and craft events. Jacqui is the sole director and shareholder. The company pays her a PAYE salary with additional income distributed as dividends.
The Ltd structure is essential — it creates a legal separation between Jacqui's personal finances and the business, protecting her from the full liability of the commercial lease.
Purple Orchid (Sole Trader)
Jacqui's existing holistic massage and therapy practice continues as a sole trader under the Purple Orchid name. It operates from within the Ashe building but is legally and financially entirely separate. Purple Orchid income is Jacqui's personal income — it does not flow through the Ltd company. Jacqui manages all Purple Orchid bookings, operations, and records independently.
Survival note: Purple Orchid provides Jacqui with personal income (estimated ~£500/month) throughout the ramp-up period while the Ltd business builds towards profitability.
Revenue streams, structure & Alex's role
Revenue streams
Weekly space licences · Daily space lets · Weekly pop-up events · Purple Orchid treatments (personal income, separate)
Legal structure
Ashe Health & Wellbeing Ltd (new) · Purple Orchid sole trader (existing, separate) · Two entirely separate legal entities
Alex's role
Commercial supplier only — no directorship, no shares, no lease liability. Delooze Digital: website & email. Monkey Prints: all printed goods.
The space model explained
8 physical spaces × 6 days/week = 48 lettable space-days per week. A single room can be rented by up to 6 different professionals across the week — a hairdresser Monday/Wednesday, a nail artist Tuesday/Thursday, a visiting therapist at weekends. This is the core value proposition: flexible, affordable space for sole traders who cannot justify a full-time premises.

Weekly rate: £125/week for professionals renting the same space each week · Daily rate: £50/day for ad hoc bookings. The daily let model is where the real upside lives — a space fully let at daily rates generates £1,299/month versus £541/month at the weekly rate.
Location & Market
Dreghorn, North Ayrshire

At first glance Dreghorn is a small town of 3,357 people — but the data and geography tell a more nuanced story. The building's position on a main bus route and the town's demographic profile both support the Ashe Clinics model specifically.

Population
3,357
North Ayrshire — but catchment extends to Irvine, Kilmarnock and beyond via bus
Local jobs
800
More than similar towns per head of population — higher economic activity than raw numbers suggest
GP/dentist provision
1
Below similar towns — health services are under-served, supporting demand for holistic alternatives
Car ownership
Low
Below similar towns — bus-route location is a genuine competitive advantage, not just a nice detail
What the data means for Ashe Clinics
Bus route location is the key asset. With car ownership below the national average and a significant population reliant on public transport, Jacqui's building being directly on the bus line means both practitioners and clients can reach it without a car. This effectively expands the catchment to Irvine, Kilmarnock, and commuter routes through the town.
Older, less well population = demand for wellness. The USP data shows Dreghorn has a higher proportion of older residents and a significant inactive population in poorer health — above the average for similar towns. This is a direct demand signal for holistic therapies, massage, and complementary health services. Jacqui's Purple Orchid practice is well-matched to this demographic.
Under-served on health provision. With only 1 GP/dentist — fewer than similar towns per head — there is a clear gap in accessible health and wellbeing services locally. A wellness hub fills part of that gap and positions Ashe Clinics as genuinely needed, not just commercially convenient.
Small population, but high commuter flow. Dreghorn sits between Irvine and Kilmarnock on a well-used route. The 800 local jobs — more than similar towns per head — combined with the town's history as a commuter settlement means daily footfall through the town is materially higher than a population of 3,357 alone would suggest.
Practitioners may come from nearby towns. The target tenants — hairdressers, nail artists, therapists — do not need to live in Dreghorn. Irvine (population ~33,000) and Kilmarnock (~46,000) are both a short bus ride away and represent a much larger pool of self-employed practitioners who may want an affordable local space without full town-centre rents.
Lower income demographic — pricing matters. The social grade data shows a higher proportion of semi-skilled and unskilled households relative to similar towns. The £125/week and £50/day pricing needs to remain accessible. This also reinforces that pop-up event table pricing at £20 is appropriately pitched for the local market.
Catchment area — beyond Dreghorn
The effective market for Ashe Clinics is not just Dreghorn's 3,357 residents. The realistic catchment includes:
Irvine
~33,000 people · direct bus route
Kilmarnock
~46,000 people · accessible via A71
Troon
~15,000 · Jacqui's home town, natural network
Stevenston / Saltcoats
~20,000 combined · North Ayrshire coast towns
Commuter flow
Daily through-traffic on the A71 bus corridor
The USP.scot data source (Scotland's Towns Partnership) classifies Dreghorn as "interdependent to dependent" — meaning it relies on nearby towns for some services but has its own economic activity. This is precisely the profile of a town that benefits from and sustains a local wellness hub: residents need services locally, practitioners from nearby towns want affordable workspace, and commuters passing through represent opportunistic footfall for pop-up events.
Financial Model
Viability & 12-Month Forecast

Monthly costs, three-scenario revenue analysis, and a 12-month ramp-up showing how the business builds from zero tenants to steady state.

Monthly fixed cost structure
Lease£800
Utilities£250
Marketing budget£200
Buildings & contents insurance£100
Cleaning & maintenance£100
Contingency fund£100
Public liability insurance£75
Clinic management software£50
Consumables£50
Bookkeeping (QuickBooks)£30
Delooze Digital (managed plan)£30
Broadband£40
Landline£15
Total monthly fixed costs£1,840
12-month scenario summary — with salary (£1,047/mo) included
Pessimistic
−£6,025
cumulative year 1 — deficit persists
Steady state revenue£3,291/mo
Peak reserve needed£8,479
Salary self-fundingNot in Y1
Spaces at steady state~5 spaces
Realistic
+£13,810
pre-corporation-tax year 1 profit
Steady state revenue£5,262/mo
Peak reserve needed£4,489
Salary self-fundingFrom month 7
Break-even monthMonth 7
Optimistic
+£24,570
pre-corporation-tax year 1 profit
Steady state revenue£5,933/mo
Peak reserve needed£2,148
Salary self-fundingFrom month 4
Break-even monthMonth 4
Fixed costs + salary (£2,882)
Pessimistic
Realistic
Optimistic
Revenue includes weekly lets, daily lets, and pop-up events. Ramp assumes 1 new tenant per month from zero.
Month-by-month breakdown — realistic scenario
All figures include £2,882/month costs (£1,840 fixed + £1,047 salary). Cumulative deficit shows required startup loan amount.
Startup Funding — Start Up Business Loans

The business accumulates its peak deficit of approximately £4,489 by end of month 3 (realistic scenario). The plan is to fund this through a Start Up Business Loans personal loan for business use — typically offering £500–£25,000 at a fixed 6% interest rate, with free mentoring support included. This directly addresses the startup reserve requirement without Jacqui needing to inject personal savings.

Pessimistic scenario: Purple Orchid remains Jacqui's entire personal income throughout year 1. The business survives but generates nothing. Year 2 planning becomes critical.
Realistic scenario: From month 8, dividends are viable. Combined personal income moves towards £1,600–1,800/month.
Optimistic scenario: The loan is effectively covered by business profit within 4–5 months. Year 2 is where this really pays off.

Start Up Business Loans: startuploans.co.uk — government-backed scheme, worth applying early as approval can take a few weeks.

Pop-Up Events
Weekly Market Events

1 event per week · 10 tables at £20 per table · Wellness, health, beauty and complementary vendors. Highest-margin revenue in the building — the space is already paid for.

Pessimistic
£347/mo
4 tables avg per event
Revenue per event£80
Annual total£4,160
Realistic
£607/mo
7 tables avg per event
Revenue per event£140
Annual total£7,280
Optimistic
£867/mo
10 tables — fully booked
Revenue per event£200
Annual total£10,400
Pessimistic (4 tables)
Realistic (7 tables)
Optimistic (10 tables)
Pop-up events are almost pure margin — building costs are already covered by space rental. A fully booked event at 10 tables brings in £200 for roughly a 2-hour session with minimal effort once a regular vendor list is established.
Vendor bookings should be taken and paid upfront via the website — no invoicing on the day. A simple booking page on asheclinics.co.uk with embedded payment handles this automatically once Delooze Digital builds it.
Remuneration
Salary & Dividend Structure

Target total personal income of £20,000/year — structured as £12,570 PAYE salary plus £7,430 dividends. Corporation Tax applies before dividends can be paid.

Remuneration structure
PAYE salary (at personal allowance)£12,570/yr · £1,047/mo
Dividends£7,430/yr
Total gross personal income£20,000/yr
Dividend tax — personal liability (8.75% on £6,930)£606/yr
Net personal income after tax~£19,394/yr
PAYE salary is set at the personal allowance so no income tax is due. Employer's NI is covered by the Employment Allowance (£10,500/yr) — net NI cost to the business is effectively £0 at this salary level.
What the business must generate monthly
Fixed running costs£1,840
PAYE salary (cost to business)£1,047
Employer NI (Employment Allowance)£0
Subtotal — cash costs£2,887
Pre-tax profit needed (dividends + £3,750 retention ÷ 0.81)£1,152
Required monthly revenue£4,039
8 weekly lets at £541/month = £4,328 — just above target. Daily lets and pop-up events close the gap comfortably and provide real profit margin on top.
Year 1 salary recommendation
Recommended Y1 salary
£8,000–10,000
Preserve cash during ramp-up. Move to full salary in Y2.
Dividends viable from
Month 8–9
Once retained profit is accumulating.
Retain in business at year end
£2,500–5,000
Ring-fence before paying dividends — protects year 2.
Self Assessment: Jacqui must file a personal Self Assessment tax return each January for the dividend income. She is likely already registered through Purple Orchid — confirm this. The £606 dividend tax bill is her personal liability paid through Self Assessment, not through the company. Set aside ~£600 from the first dividend payment.
Phase 2 Legal Formation & Lease

Forming the company, registering with HMRC, and securing the building lease on the right terms. Jacqui's legal background means she can review all legal documents herself, with the option to seek outside input on specific clauses if she wishes.

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Phase 3 Insurance & Compliance

Everything needed to legally and safely operate a commercial multi-occupancy premises in North Ayrshire. The property is already correctly use-classed, which removes one common setup hurdle.

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Phase 4 Tenant Licence Agreements

Getting the tenant agreements right — legally, practically, and operationally. Jacqui's legal background is a real asset here — she can draft and review the licence template herself.

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Phase 5 Operations & Setup

Website, systems, bookings, branding, print, and pre-launch marketing — everything needed to open.

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Phase 6 Ongoing Operations & Year 1 Management

The monthly, quarterly, and annual rhythm of running the business — payroll, bookkeeping, tenants, events, and year-end.

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Operational rhythm
WeeklyCheck GoCardless collections, confirm room bookings, post 2–3 times on social media, confirm pop-up vendor bookings for the week
MonthlyReconcile bank in QuickBooks, categorise all transactions, run payroll FPS, check tenant insurance certificates, review occupancy vs forecast, pay supplier invoices
QuarterlyRevenue vs financial model review, assess pricing, review marketing spend vs enquiries, check Companies House obligations, informal tenant check-ins
AnnualFile confirmation statement, prepare and file annual accounts + CT600, process year-end payroll, decide dividend amount, renew insurances, review fire risk assessment, refresh licence agreements
Compliance
Annual Compliance Calendar

Set calendar reminders for all of these from day one of incorporation — missing any of them results in HMRC or Companies House penalties.

Incorporation + 3 months
Register for Corporation Tax with HMRC. UTR arrives by post — action immediately on receipt.
Before first pay day
Register as employer with HMRC, set up PAYE scheme. Issue first payslip and submit FPS.
Every month
Submit Full Payment Submission (FPS) to HMRC on or before pay day via QuickBooks payroll.
Every April
Claim Employment Allowance, review salary vs personal allowance threshold, renew all insurances.
Year end + 9 months
File annual accounts with Companies House (abbreviated micro-entity format for small Ltd).
Year end + 9m + 1 day
Pay Corporation Tax to HMRC — 19% on profits up to £50,000.
Year end + 12 months
File CT600 Corporation Tax return with HMRC.
Incorporation anniversary
File confirmation statement with Companies House. £13 online. Takes 10 minutes.
31 January each year
Personal Self Assessment return due — includes dividend income from the Ltd. Register if not already done via Purple Orchid.
ICO anniversary
Renew ICO registration (£40/year). Required as long as the business processes any personal data.
Annually — April
Review and update fire risk assessment. Confirm any building or activity changes are reflected.
Annual — tenant renewals
Refresh tenant insurance certificates, apply any pricing uplift with one month's written notice.
Jacqui will need to file a personal Self Assessment return every January for the dividend income from the Ltd. If she is not already registered for Self Assessment through Purple Orchid, register at gov.uk/register-for-self-assessment before the first dividend is paid.
Supplier Relationships
Alex's Businesses & Ashe

Both Delooze Digital and Monkey Prints operate as arm's-length commercial suppliers to Ashe Health and Wellbeing Ltd. Alex holds no directorship, shares, or liability in the business.

Delooze Digital
Framer web design · £30/month managed plan
Domain: asheclinics.co.uk (+ asheclinic.co.uk as redirect, ~£20/yr combined)
Framer website — 5 core pages: Home, Rent a Space, Practitioners, Events, Contact
Business email — jacqui@ and bookings@asheclinics.co.uk
Google Business Profile setup and management
Monthly website maintenance, updates and uptime monitoring
Pop-up event booking page with upfront payment integration
Privacy policy page and cookie consent banner (GDPR)
Local SEO — therapy room hire, wellness space North Ayrshire search terms
Password-protected /plan page hosting this business plan document
A formal Delooze Digital service agreement must be signed before work begins. All services invoiced monthly. Treat this exactly as any other client relationship — proper paper trail protects both parties.
Monkey Prints
Sublimation printing — mugs, coasters & branded goods · Per-order invoicing
Room name plaques — 8 branded door signs
Tenant welcome pack folders — 10 for opening
Branded H&S and fire safety notices (legally required displays)
No smoking signage (required by law in Scotland)
Pop-up event table number cards
Stallholder welcome and information cards
Branded mugs for reception and waiting area
Business cards — Ashe and Purple Orchid versions
WiFi display card for shared areas
Opening announcement cards for local distribution
Plan the opening print run as a single consolidated order once the brand identity is finalised. All items must be visually consistent with the website. Logo must exist before either project begins.
Important: All transactions between Ashe Health and Wellbeing Ltd and Alex's businesses must be properly invoiced and recorded in QuickBooks. Unexplained transfers between connected parties are a red flag for HMRC. The paper trail protects both parties.