A. Stelling ApS is a Danish APS based in København K, operating in the Retail sale of other new goods sector. Incorporated in 1987, the company has 1 employee and reported a gross profit of DKK 205.8k in its latest annual filing.
| Gross profit | 0.2M DKK | -81% |
| EBITDA | -0.4M DKK | -31% |
| Net profit | -0.5M DKK | -84% |
| Total assets | 2.5M DKK | -47% |
| Equity | -1.3M DKK | -63% |
| Employees | 1 | — |
In its most recent annual report (2025), A. Stelling ApS reported a gross profit of DKK 205.8k, a decrease of 81% 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 519.1k, and the EBITDA margin stood at -183.5%.
At the end of 2025, current assets covered short-term debt 2.7 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 206 | 1,104 | 1,688 | 32 | 360 |
| Staff expenses | -583 | -1,393 | -1,023 | -282 | -0 |
| EBITDA | -378 | -289 | 665 | -250 | 360 |
| Depreciation & amort. | -34 | -34 | -34 | -11 | -6 |
| EBIT | -411 | -322 | 631 | -261 | 354 |
| Net financials | -47 | -39 | -83 | -2,126 | -27 |
| Profit before tax | -458 | -362 | 548 | -2,387 | 327 |
| Tax | 61 | -80 | 64 | 6 | 73 |
| Net profit | -519 | -281 | 484 | -2,394 | 254 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 2,513 | 4,781 | 2,777 | 827 | 2,401 |
| Equity | -1,343 | -824 | -542 | -1,027 | 1,367 |
| Long-term debt | 3,347 | 2,898 | 243 | 599 | 632 |
| Short-term debt | 510 | 2,707 | 3,057 | 1,248 | 403 |
| Total debt | 3,856 | 5,604 | 3,300 | 1,848 | 1,035 |
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) | ||
NP Chief Executive Officer | Chief Executive Officer | 2006 |
PS Management | Management | 1987 – 2004 |
PE Management | Management | 1987 – 1987 |
ET | Audit | 1987 – 1987 |
KT Audit | Audit | 1992 – 1998 |
IM Management | Management | 1987 – 2004 |
HL Chief Executive Officer | Chief Executive Officer | 2004 – 2006 |
| Name | Role | Member since |
|---|
NP Board of Directors | Board of Directors | 2006 – 2009 |
MV Board of Directors | Board of Directors | 2004 – 2006 |
ND Chairman | Chairman | 2004 – 2007 |
HL Board of Directors | Board of Directors | 2004 – 2006 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Individual | 100% | 100% | 2006 | |
| Individual | 50–66.65% | 50–66.65% | 2018 |
| Person | Role here | Other companies |
|---|---|---|
| Per Emil Hasselbalch Stakemann | Management | 236 companiesMany roles |
| Niels Dahl-Sørensen | Chairman | 17 companiesMany roles |
| Niels Peter Dahl | Chief Executive Officer | 5 companies |
| Erik Tronborg Andersen | Audit | 2 companies |
| Inge Marie Frydensberg | Management | 2 companies |
| Henrik Laursen | Chief Executive Officer | 2 companies |
| Michael Verner Østerby | Board of Directors | 2 companies |
| Poul Skovgaard | Management | 1 company |
| Kim Thrane | Audit | 1 company |