EcoOnline ApS is a Danish APS based in Aarhus N, operating in the Computer programming activities sector. Incorporated in 2003, the company has 26 employees and reported a gross profit of DKK 44.2m in its latest annual filing.
| Gross profit | 44.2M DKK | +41% |
| EBITDA | 14.3M DKK | +322% |
| Net profit | 12M DKK | +253% |
| Total assets | 89.9M DKK | +74% |
| Equity | -10.3M DKK | +54% |
| Employees | 26 | — |
In its most recent annual report (2025), EcoOnline ApS reported a gross profit of DKK 44.2m, an increase of 41% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net profit of DKK 12.0m, and the EBITDA margin stood at 32.3%.
At the end of 2025, current assets covered short-term debt 1.7 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 44,177 | 31,248 | 25,124 | 27,388 | 22,034 |
| Staff expenses | -29,898 | -37,687 | -20,244 | -16,282 | -12,563 |
| EBITDA | 14,279 | -6,439 | 4,880 | 2,368 | 1,356 |
| Depreciation & amort. | -769 | -1,719 | -2,482 | -2,737 | -2,591 |
| EBIT | 13,510 | -8,158 | 2,397 | -369 | -1,235 |
| Net financials | 297 | 301 | 701 | -133 | -555 |
| Profit before tax | 13,807 | -7,857 | 3,098 | -502 | -1,790 |
| Tax | 1,797 | -0 | -0 | -0 | 1,575 |
| Net profit | 12,010 | -7,857 | 3,098 | -502 | -3,365 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 89,859 | 51,615 | 26,531 | 24,971 | 19,628 |
| Equity | -10,321 | -22,331 | -6,457 | -9,555 | -9,518 |
| Long-term debt | 47,144 | 23,647 | 0 | 6,713 | 6,658 |
| Short-term debt | 53,036 | 50,299 | 32,987 | 27,813 | 22,488 |
| Total debt | 100,180 | 73,945 | 32,987 | 34,526 | 29,146 |
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.
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.
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.
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) | ||
TJ Chief Executive Officer | Chief Executive Officer | 2024 |
MN Management | Management | 2023 – 2024 |
AL Management | Management | 2024 – 2025 |
HS Management | Management | 2003 – 2016 |
SØ Management | Management | 2023 – 2023 |
PM Management | Management | 2003 – 2016 |
LG Management | Management | 2016 – 2018 |
MF Management | Management | 2016 – 2023 |
KM Chief Executive Officer | Chief Executive Officer | 2003 – 2003 |
GL Chief Executive Officer | Chief Executive Officer | 2018 – 2023 |
ØR Management | Management | 2016 – 2018 |
No data on file.
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
EcoOnline AS | Company | 100% | 100% | 2016 |
| Company | 50–66.65% | 50–66.65% | 2003 | |
| Company | 50–66.65% | 50–66.65% | 2003 |
| Person | Role here | Other companies |
|---|---|---|
| Kim Madsen | Chief Executive Officer | 12 companiesMany roles |
| Henrik Stig Wedel Andersen | Management | 8 companiesMany roles |
| Per Mølgaard Thorsen | Management | 5 companies |