Dansk Projektledelse
FORActiveAdvertising protectionCVR 19180875Agern Alle 24, 2970 HørsholmActivities of professional membership organisations· NACE 9412Est. 1999 · 26 years old1 employeeshttps://www.danskprojektledelse.dk
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Riskpilot← Back to searchSign inGet full accessDansk Projektledelse is a Danish FOR based in Hørsholm, operating in the Activities of professional membership organisations sector. Incorporated in 1999, the company has 1 employee and reported revenue of DKK 6.3m in its latest annual filing.
| Revenue | 6.3M DKK | +16% |
| EBITDA | 0.8M DKK | +180% |
| Net profit | 0.5M DKK | +137% |
| Total assets | 2.5M DKK | +7% |
| Equity | -0.7M DKK | +40% |
| Employees | 1 | — |
In its most recent annual report (2022), Dansk Projektledelse reported revenue of DKK 6.3m, an increase of 16% on the year before. The figures on this page draw on 5 annual filings covering 2018 to 2022. The bottom line showed a net profit of DKK 502.8k, and the EBITDA margin stood at 13%.
At the end of 2022, current assets covered short-term debt 0.6 times.
| Item | 2022 | 2021 | 2020 | 2019 | 2018 |
|---|---|---|---|---|---|
| Revenue | 6,311 | 5,421 | 5,913 | 8,454 | 8,928 |
| Staff expenses | -3,287 | -4,073 | -3,867 | -3,986 | -3,750 |
| EBITDA | 823 | -1,028 | -639 | 241 | 388 |
| Depreciation & amort. | -288 | -308 | -521 | -308 | -233 |
| EBIT | 535 | -1,336 | -1,160 | -67 | 156 |
| Net financials | -32 | -20 | -4 | -28 | 15 |
| Profit before tax | 503 | -1,356 | -1,164 | -95 | 171 |
| Tax | -0 | -0 | -120 | -18 | 29 |
| Net profit | 503 | -1,356 | -1,045 | -77 | 143 |
| Item | 2022 | 2021 | 2020 | 2019 | 2018 |
|---|---|---|---|---|---|
| Total assets | 2,474 | 2,319 | 2,675 | 2,912 | 5,426 |
| Equity | -743 | -1,246 | 109 | 1,154 | 1,231 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 3,217 | 3,565 | 2,566 | 1,747 | 4,167 |
| Total debt | 3,217 | 3,565 | 2,566 | 1,747 | 4,167 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
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 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.
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.
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 debt.
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 equity.
| Name | Role | Member since |
|---|---|---|
| Current (1) | ||
KR Association Representative | Association Representative | 2023 |
JS Management | Management | 2017 – 2021 |
SD Chief Executive Officer | Chief Executive Officer | 2021 – 2022 |
| Name | Role | Member since |
|---|
DL Chairman | Chairman | 2017 – 2019 |
AM Board of Directors | Board of Directors | 2017 – 2018 |
BR Deputy Chairman | Deputy Chairman | 2021 – 2023 |
KS Board of Directors | Board of Directors | 2021 – 2023 |
PC Board of Directors | Board of Directors | 2017 – 2019 |
SH Board of Directors | Board of Directors | 1998 – 2007 |
SC Board of Directors | Board of Directors | 1998 – 2017 |
PF Board of Directors | Board of Directors | 1998 – 2007 |
PH Board of Directors | Board of Directors | 2007 – 2017 |
KH Board of Directors | Board of Directors | 2007 – 2017 |
SB Board of Directors | Board of Directors | 2021 – 2021 |
JN Chairman | Chairman | 1998 – 2007 |
JC Board of Directors | Board of Directors | 2017 – 2019 |
LA Board of Directors | Board of Directors | 2007 – 2017 |
NC Board of Directors | Board of Directors | 1998 – 2007 |
CF Chairman | Chairman | 2021 – 2023 |
LM Board of Directors | Board of Directors | 2021 – 2023 |
HT Board of Directors | Board of Directors | 1998 – 2007 |
SV Board of Directors | Board of Directors | 2007 – 2017 |
NB Board of Directors | Board of Directors | 1998 – 2007 |
DH Board of Directors | Board of Directors | 2017 – 2023 |
SB Board of Directors | Board of Directors | 2017 – 2021 |
HS Board of Directors | Board of Directors | 2007 – 2017 |
MA Board of Directors | Board of Directors | 1998 – 2007 |
KM Board of Directors | Board of Directors | 1998 – 2007 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Karin Rye Riddermann | Association Representative | 13 companiesMany roles |
| Kristian Sørensen | Board of Directors | 7 companiesMany roles |
| Søren Baungaard Sørensen | Board of Directors | 4 companies |
| Christina Foldager | Chairman | 3 companies |
| Sven Demant | Chief Executive Officer | 2 companies |
| Anne Mette Skovsen | Board of Directors | 2 companies |
| Bo Rusbjerg | Deputy Chairman | 2 companies |
| Peter Charquero Kestenholz | Board of Directors | 2 companies |
| Karin Hansen | Board of Directors | 2 companies |
| John Carsten Holst | Board of Directors | 2 companies |
| Lars Ahlmann | Board of Directors | 2 companies |
| Lasse Made | Board of Directors | 2 companies |
| Hans Tørsleff | Board of Directors | 2 companies |
| Morten Andreas Rasmussen Fangel | Board of Directors | 2 companies |
| Jesper Schreiner | Management | 1 company |
| Per Frank Povlsen | Board of Directors | 1 company |
| John Niels Thomsen | Chairman | 1 company |
| Steen Vierø Petersen | Board of Directors | 1 company |