PCG ApS is a Danish APS based in Rungsted Kyst, operating in the Other specialised wholesale n.e.c. sector. Incorporated in 1989, the company has 3 employees and reported a gross profit of DKK 1.7m in its latest annual filing.
| Gross profit | 1.7M DKK | -58% |
| EBITDA | -0.9M DKK | -7% |
| Net profit | -1M DKK | -10% |
| Total assets | 3.8M DKK | -25% |
| Equity | -1.5M DKK | -192% |
| Employees | 3 | — |
In its most recent annual report (2025), PCG ApS reported a gross profit of DKK 1.7m, a decrease of 58% 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 993.2k, and the EBITDA margin stood at -51.1%.
At the end of 2025, current assets covered short-term debt 0.4 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 1,675 | 4,036 | 6,158 | 12,052 | 14,108 |
| Staff expenses | -2,530 | -4,819 | -6,975 | -6,895 | -6,188 |
| EBITDA | -855 | -802 | -817 | 5,157 | 7,920 |
| Depreciation & amort. | -254 | -242 | -316 | -193 | -51 |
| EBIT | -1,109 | -1,044 | -1,133 | 4,964 | 7,869 |
| Net financials | -147 | -110 | 1,370 | 696 | 89 |
| Profit before tax | -1,256 | -1,154 | 236 | 5,661 | 7,958 |
| Tax | -263 | -249 | 50 | 1,258 | 1,774 |
| Net profit | -993 | -905 | 186 | 4,403 | 6,184 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 3,846 | 5,147 | 11,112 | 17,618 | 14,957 |
| Equity | -1,512 | -518 | 386 | 15,292 | 11,039 |
| Long-term debt | 0 | 0 | 37 | 1,001 | 1,767 |
| Short-term debt | 5,357 | 5,402 | 10,537 | 1,187 | 2,059 |
| Total debt | 5,357 | 5,402 | 10,574 | 2,188 | 3,826 |
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 (5) | ||
OJ Founder | Founder | 1989 |
BL Founder | Founder | 1989 |
IR Management | Management | 1989 |
KS Founder | Founder | 1989 |
ML Founder | Founder | 1989 |
JP Management | Management | 1989 – 1994 |
NE Audit | Audit | 1989 – 1998 |
EN Audit | Audit | 1989 – 1994 |
JK Management | Management | 1989 – 1990 |
JH Management | Management | 2002 – 2002 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
SA Board of Directors | Board of Directors | 2020 |
HS Chairman | Chairman | 2020 |
IR Board of Directors | Board of Directors | 2020 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2019 | |
| Individual | 100% | 100% | 1996 |
| Person | Role here | Other companies |
|---|---|---|
| Ole Jensen | Founder | 13 companiesMany roles |
| Kristen Schmidt Trærup | Founder | 13 companiesMany roles |
| Bo Leif Tingbjerg Pedersen | Founder | 12 companiesMany roles |
| Martin Lauritzen | Founder | 12 companiesMany roles |
| Jens Hahn | Management | 5 companies |
| Ivan Runge Andrés | Management | 3 companies |
| Henrik Stensfeldt Pedersen | Chairman | 2 companies |
| Jens Klüver Hyldahl | Management | 1 company |