Compnode Danmark A/S is a Danish A/S based in Frederiksberg C, operating in the Web search portal activities sector. Incorporated in 1999, the company has 1 employee and reported a gross profit of DKK 780.2k in its latest annual filing.
| Gross profit | 780.2K DKK | -35% |
| EBITDA | -308.4K DKK | -29% |
| Net profit | -353.4K DKK | -35% |
| Total assets | 390.5K DKK | -53% |
| Equity | -402.3K DKK | -723% |
| Employees | 1 | — |
In its most recent annual report (2025), Compnode Danmark A/S reported a gross profit of DKK 780.2k, a decrease of 35% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 353.4k, and the EBITDA margin stood at -39.5%.
At the end of 2025, current assets covered short-term debt 0.5 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 780 | 1,206 | 1,521 | 1,300 | 1,268 |
| Staff expenses | -1,089 | -1,461 | -1,590 | -1,638 | -2,144 |
| EBITDA | -308 | -240 | -69 | 402 | -876 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -308 | -240 | -69 | 402 | -876 |
| Net financials | -45 | -22 | 22 | -1,462 | 3 |
| Profit before tax | -353 | -262 | -48 | -1,059 | -873 |
| Tax | -0 | -0 | -2 | -1 | 399 |
| Net profit | -353 | -262 | -46 | -1,058 | -1,272 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 391 | 823 | 986 | 1,265 | 2,268 |
| Equity | -402 | -49 | 213 | 259 | 317 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 793 | 872 | 773 | 1,006 | 1,951 |
| Total debt | 793 | 872 | 773 | 1,006 | 1,951 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
Net profit as a percentage of total assets — the return generated on the capital employed.
EBIT relative to total assets — the company's earning power before the effects of tax and financial leverage.
Shows how strongly fixed costs weigh on the gross result — a high ratio means fixed costs take only a small bite out of the earnings from basic operations.
The gross result as a share of revenue — how much of the revenue is left after variable costs to cover the company's fixed costs.
EBIT as a share of revenue — the share of revenue remaining as earnings once all operating costs are covered. A key measure of earning power.
The profit for the year as a share of revenue — the company's ability to turn revenue into profit.
Net profit as a percentage of equity — the return the owners earned on their invested capital this year.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
Current assets relative to short-term debt — the ability to settle short-term obligations with current assets alone. Around 150% is considered satisfactory from a credit perspective.
Current assets excluding inventory relative to short-term debt — whether the most liquid assets alone can cover the short-term obligations. A value of 1 or above signals a healthy liquidity position.
Cash relative to short-term debt — the ability to repay short-term obligations with cash alone.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
Current assets relative to equity — an indicator of the balance-sheet structure and of the company's short- and long-term financing. The healthy level is highly industry-dependent.
Fixed assets relative to long-term capital (equity plus long-term liabilities). Below 100% means the long-term capital finances more than just the fixed assets — a healthier liquidity position.
Equity as a share of total assets — the ability to absorb losses. Around 40% is considered satisfactory from a credit perspective.
Total debt relative to the balance-sheet total — the share of the assets financed by debt rather than equity.
Profit relative to debt — the ability to create earnings while operating with debt.
EBITDA relative to debt — how much operating earnings are available to service the debt.
The ability to pay the interest on the company's debt out of its earnings.
Financial expenses relative to total liabilities — the effective interest rate the company pays on its debt.
The return on assets minus the interest rate on debt. Positive means the company benefits from operating with debt; negative means the debt makes it worse off.
Debt relative to equity — the company's leverage. A higher value means heavier reliance on debt financing.
Total liabilities relative to equity — whether the company operates primarily on borrowed capital or on its own.
Total equity relative to the capital the owners contributed — how the equity has developed from its starting point.
The size of this year's increase or decrease in the company's debt.
Revenue relative to total assets — the ability to generate revenue from the asset base.
Revenue relative to inventory — how many times a year the inventory is sold and replaced. A low value can indicate weak sales or excess inventory.
The size of this year's increase or decrease in the company's equity.
| Name | Role | Member since |
|---|---|---|
| Current (1) | ||
HJ Management | Management | 2019 |
CP Chief Executive Officer | Chief Executive Officer | 2012 – 2014 |
PK Audit | Audit | 2002 – 2004 |
HE Management | Management | 2009 – 2012 |
SK Management | Management | 2000 – 2008 |
LS Chief Executive Officer | Chief Executive Officer | 2014 – 2019 |
PA Management | Management | 1999 – 2000 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
HJ Board of Directors | Board of Directors | 2014 |
KW Board of Directors | Board of Directors | 2024 |
BL Chairman | Chairman | 2024 |
AH Board of Directors | Board of Directors | 1999 – 2000 |
MG Board of Directors | Board of Directors | 2006 – 2009 |
CP Board of Directors | Board of Directors | 2012 – 2014 |
CA Board of Directors | Board of Directors | 2019 – 2024 |
MA Board of Directors | Board of Directors | 2009 – 2011 |
JP Board of Directors | Board of Directors | 2009 – 2012 |
LB Chairman | Chairman | 2014 – 2024 |
LG Board of Directors | Board of Directors | 2005 – 2007 |
MG Board of Directors | Board of Directors | 2001 – 2003 |
SK Board of Directors | Board of Directors | 2000 – 2006 |
KJ Chairman | Chairman | 2011 – 2012 |
GT Board of Directors | Board of Directors | 2000 – 2009 |
FG Board of Directors | Board of Directors | 2012 – 2012 |
LS Board of Directors | Board of Directors | 2012 – 2019 |
CP Chairman | Chairman | 2012 – 2012 |
JE Chairman | Chairman | 2012 – 2014 |
MK Board of Directors | Board of Directors | 2005 – 2005 |
PA Board of Directors | Board of Directors | 1999 – 2000 |
KM Board of Directors | Board of Directors | 2000 – 2000 |
SM Board of Directors | Board of Directors | 2014 – 2015 |
BC Board of Directors | Board of Directors | 2000 – 2001 |
PW Board of Directors | Board of Directors | 2009 – 2012 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2015 | |
| Individual | 100% | 100% | 2013 |
| Person | Role here | Other companies |
|---|---|---|
| Kim Madsen | Board of Directors | 12 companiesMany roles |
| Peter Andreas Stakemann | Management | 9 companiesMany roles |
| Henning Jacob Larsen | Management | 7 companiesMany roles |
| Preben Kellerstrøm | Audit | 5 companies |
| Hans Erik Benn | Management | 2 companies |
| Lotte Seneca Hartmann | Chief Executive Officer | 2 companies |
| Stig Kenneth Andersen | Management | 1 company |
| Karina Wærum Dar | Board of Directors | 1 company |
| Bo Lennart Nielsen | Chairman | 1 company |
| Pia Walther | Board of Directors | 1 company |