Carecom A/S is a Danish A/S based in København Ø, operating in the Computer programming activities sector. Incorporated in 1999, the company has 1 employee and reported a gross profit of DKK 2.3m in its latest annual filing.
| Gross profit | 2.3M DKK | +43% |
| EBITDA | -7.8M DKK | +21% |
| Net profit | -12.1M DKK | +53% |
| Total assets | 9.1M DKK | -24% |
| Equity | -22M DKK | -123% |
| Employees | 1 | — |
In its most recent annual report (2025), Carecom A/S reported a gross profit of DKK 2.3m, an increase of 43% on the year before. The figures on this page draw on 5 annual filings covering 2020 to 2025. The bottom line showed a net loss of DKK 12.1m, and the EBITDA margin stood at -332.5%.
At the end of 2025, current assets covered short-term debt 0.2 times.
| Item | 2025 | 2024 | 2023 | 2021 | 2020 |
|---|---|---|---|---|---|
| Gross profit | 2,346 | 1,642 | 23,386 | 24,415 | 12,809 |
| Staff expenses | -10,148 | -11,474 | -11,299 | -7,157 | -7,048 |
| EBITDA | -7,802 | -9,832 | 12,087 | 17,258 | 5,761 |
| Depreciation & amort. | -2,749 | -16,756 | -824 | -699 | -694 |
| EBIT | -10,551 | -26,588 | 11,263 | 16,560 | 5,067 |
| Net financials | -1,585 | 638 | 5,456 | 395 | 950 |
| Profit before tax | -12,136 | -25,950 | 16,719 | 16,954 | 6,017 |
| Tax | -0 | -360 | 2,765 | 3,667 | 1,125 |
| Net profit | -12,136 | -25,590 | 13,954 | 13,287 | 4,891 |
| Item | 2025 | 2024 | 2023 | 2021 | 2020 |
|---|---|---|---|---|---|
| Total assets | 9,064 | 11,943 | 30,909 | 19,938 | 15,174 |
| Equity | -21,994 | -9,858 | 15,173 | 14,719 | 9,431 |
| Long-term debt | 0 | 0 | 0 | 0 | 432 |
| Short-term debt | 31,058 | 21,801 | 15,736 | 4,924 | 4,878 |
| Total debt | 31,058 | 21,801 | 15,736 | 4,924 | 5,311 |
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) | ||
SB Management | Management | 2023 |
JB Management | Management | 1999 – 2022 |
SM Audit | Audit | 1999 – 2010 |
EA Management | Management | 2022 – 2023 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
MD Board of Directors | Board of Directors | 2022 |
JC Chairman | Chairman | 2023 |
SB Board of Directors | Board of Directors | 2023 |
DL Board of Directors | Board of Directors | 2012 – 2013 |
CF Chairman | Chairman | 2011 – 2021 |
KS Board of Directors | Board of Directors | 2004 – 2008 |
MG Chairman | Chairman | 2022 – 2023 |
JB Board of Directors | Board of Directors | 2003 – 2022 |
TS Chairman | Chairman | 2021 – 2022 |
AJ Board of Directors | Board of Directors | 2022 – 2024 |
EA Board of Directors | Board of Directors | 2022 – 2023 |
MJ Chairman | Chairman | 2003 – 2010 |
FJ Deputy Chairman | Deputy Chairman | 2015 – 2022 |
LG Board of Directors | Board of Directors | 2013 – 2016 |
GS Board of Directors | Board of Directors | 2005 – 2012 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
InterOperability Bidco, Inc. | Company | 100% | 100% | 2022 |
| Company | 66.67–89.99% | 66.67–89.99% | 1999 | |
| Company | 20–24.99% | 20–24.99% | 2018 |
| Person | Role here | Other companies |
|---|---|---|
| Michael John Brandt | Chairman | 12 companiesMany roles |
| Jacob Boye Hansen | Management | 7 companiesMany roles |
| Søren Møller Poulsen | Audit | 4 companies |
| Lau Gerløv Nielsen | Board of Directors | 3 companies |
| Claus Flinck | Chairman | 2 companies |
| Torben Skov | Chairman | 2 companies |
| Dorthe Lærke Hansen | Board of Directors | 1 company |
| Flemming Jack Claus Hansen | Deputy Chairman | 1 company |