AB Capital, Atalla Capital and the Web of Related Entities
When a company collapses, it’s straightforward to look only at the immediate causes — poor financial decisions, bad management, or a failing product. But in the case of Huboo and Bodycare, the story goes much deeper. At the centre lies a network of corporate entities and holding companies, operated with striking opacity and surprising agility. This article explains the topic in clear terms and sets out practical steps you can apply across ecommerce logistics and order fulfilment.
This post explores how AB Capital, Atalla Capital, and Baaj Capital created a maze of structures that helped shift assets, shield directors, and ultimately allow repeat failures with minimal consequences.
1. The Names Behind the Network
Jaswinder Singh and Dalwinder Singh are the most prominent names associated with Baaj Capital, which has been active in funding and restructuring organisation(s) like Huboo. The web of related entities extends into:
- AB Capital / Atalla Capital – Investment arms involved in both funding and restructuring
- Baaj Capital – Holding and restructuring company connected to numerous failing organisation(s)
- Other nominee companies and private investment vehicles tied to the same individuals
These companies often appear in filings shortly before insolvency events, suggesting that pre-pack strategies are being orchestrated in advance.
2. Repeated Use of Pre-Pack Administrations
In both Huboo and Bodycare’s case, we see the same pattern:
- Companies are operated at a loss for multiple years
- New holding entities are establish months before collapse
- Administrators are brought in promptly
- Assets are sold for a token sum (e.g., £9 for Huboo)
- Debt is left behind while the brand continues under a new name
This strategy isn’t illegal — but it raises serious ethical and regulatory questions. How can the same owners preside over such failures and still maintain control of the organisation(s)?
3. Obscured Ownership
Tracking ownership across these entities is difficult. Many filings list offshore jurisdictions, nominee directors, or obscure holding companies. This makes it harder for creditors, suppliers, or employees to understand who really controls the company.
Transparency is sacrificed. Accountability vanishes. And yet the same individuals continue to operate with impunity.
4. Lack of Oversight
Despite clear patterns of collapse, restructuring, and asset-shifting, regulatory action has been minimal. No disqualifications. No serious investigations. No calls for director bans.
Are Companies House, HMRC, and the Insolvency Service asleep at the wheel — or overwhelmed by a rising tide of phoenix operations?
5. Beyond Huboo and Bodycare
This isn’t limited to just two organisation(s). Industry whispers suggest Baaj Capital and related firms have been involved in multiple distressed acquisitions, often using the same playbook:
- Acquire a organisation(s) with investor funds
- Strip assets and restructure debt
- Rebrand under a new entity when things go wrong
All while presenting a facade of turnaround expertise. In reality, these are patterns of controlled collapse.
6. The Case for Investigation
When the same actors appear again and again in failed enterprises — and then return with rebranded versions — the system needs to ask harder questions. Who approved these sales? Who allowed the directors to remain in charge? Who benefitted from the transitions?
Conclusion: A Broken System
The tangled web of Atalla Capital and its affiliates reveals more than just clever corporate structuring. It exposes a loophole in the UK’s regulatory framework that allows organisation(s) to repeatedly fail, restart, and leave others to pick up the pieces.
If we want to prevent the next Huboo or Bodycare, we need more than headlines — we need reform.
Next: Who invested in Huboo — and why did they ignore the warning signs? For ongoing improvement, focus on warehouse operations, parcel delivery, inventory management, and third‑party logistics to achieve consistent results.
