AMCS Denmark A/S is a Danish A/S based in København N, operating in the Computer programming activities sector. Incorporated in 2002, the company has 32 employees and reported a gross profit of DKK 31.1m in its latest annual filing.
| Gross profit | 31.1M DKK | -21% |
| EBITDA | 4.2M DKK | +119% |
| Net profit | 2.9M DKK | +114% |
| Total assets | 146.1M DKK | +67% |
| Equity | -5.1M DKK | +36% |
| Employees | 32 | — |
In its most recent annual report (2025), AMCS Denmark A/S reported a gross profit of DKK 31.1m, a decrease of 21% 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 2.9m, and the EBITDA margin stood at 13.5%.
At the end of 2025, current assets covered short-term debt 1 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 31,136 | 39,638 | 48,583 | 47,564 | 48,663 |
| Staff expenses | -26,944 | -61,728 | -44,329 | -44,035 | -45,010 |
| EBITDA | 4,191 | -22,090 | 4,254 | 3,529 | 3,653 |
| Depreciation & amort. | -578 | -330 | -95 | -26 | -53 |
| EBIT | 3,613 | -22,420 | 4,159 | 3,503 | 3,600 |
| Net financials | 140 | -420 | -410 | -967 | -128 |
| Profit before tax | 3,753 | -22,840 | 3,749 | 2,536 | 3,472 |
| Tax | 847 | -2,332 | 828 | 568 | 853 |
| Net profit | 2,906 | -20,508 | 2,921 | 1,968 | 2,619 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 146,149 | 87,286 | 82,746 | 124,056 | 99,848 |
| Equity | -5,057 | -7,963 | 12,546 | 9,625 | 7,657 |
| Long-term debt | 2,000 | 2,353 | 2,966 | 3,337 | 3,973 |
| Short-term debt | 149,205 | 92,895 | 67,192 | 111,094 | 88,218 |
| Total debt | 151,205 | 95,248 | 70,159 | 114,431 | 92,191 |
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) | ||
JM Chief Executive Officer | Chief Executive Officer | 2016 |
OK Management | Management | 2002 – 2016 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
MJ Board of Directors | Board of Directors | 2025 |
LB Chairman | Chairman | 2025 |
JM Board of Directors | Board of Directors | 2014 |
JH Chairman | Chairman | 2008 – 2014 |
SV Board of Directors | Board of Directors | 2008 – 2014 |
SD Board of Directors | Board of Directors | 2002 – 2002 |
FT Chairman | Chairman | 2002 – 2008 |
OK Board of Directors | Board of Directors | 2002 – 2019 |
LP Chairman | Chairman | 2014 – 2017 |
CR Chairman | Chairman | 2017 – 2025 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
Advanced Manufacturing Control Systems Ltd | Company | 100% | 100% | 2014 |
| Person | Role here | Other companies |
|---|---|---|
| Steen Damborg Madsen | Board of Directors | 3 companies |
| Ole Kessel | Management | 2 companies |
| Sune Vang-Pedersen | Board of Directors | 2 companies |
| Jørgen Hedeager Matthiesen | Chairman | 1 company |
| Flemming Tamstorf | Chairman | 1 company |