Konsulent 21 Aps is a Danish APS based in København V, operating in the Virksomhedsrådgivning og anden rådgivning om driftsledelse sector. Incorporated in 2002, the company has 1 employee and reported a gross profit of DKK 2.2m in its latest annual filing.
| Gross profit | 2.2M DKK | -406% |
| EBITDA | 0.9M DKK | +129% |
| Net profit | 0.6M DKK | +119% |
| Total assets | 1.7M DKK | +26% |
| Equity | -2.2M DKK | +21% |
| Employees | 1 | — |
In its most recent annual report (2019), Konsulent 21 Aps reported a gross profit of DKK 2.2m. The figures on this page draw on 5 annual filings covering 2015 to 2019. The bottom line showed a net profit of DKK 601.3k, and the EBITDA margin stood at 39.6%.
At the end of 2019, current assets covered short-term debt 0.5 times.
| Item | 2019 | 2018 | 2017 | 2016 | 2015 |
|---|---|---|---|---|---|
| Gross profit | 2,199 | -720 | 5,032 | 3,381 | 4,257 |
| Staff expenses | -1,328 | -2,318 | -4,759 | -3,541 | -4,085 |
| EBITDA | 872 | -3,038 | 273 | -160 | 173 |
| Depreciation & amort. | -26 | -27 | -42 | -72 | -84 |
| EBIT | 846 | -3,065 | 231 | -232 | 89 |
| Net financials | -245 | -127 | -90 | -87 | -26 |
| Profit before tax | 601 | -3,192 | 140 | -319 | 63 |
| Tax | -0 | -25 | 39 | -46 | 59 |
| Net profit | 601 | -3,167 | 101 | -272 | 4 |
| Item | 2019 | 2018 | 2017 | 2016 | 2015 |
|---|---|---|---|---|---|
| Total assets | 1,679 | 1,334 | 3,200 | 2,369 | 2,738 |
| Equity | -2,233 | -2,834 | 332 | 232 | 504 |
| Long-term debt | 759 | 0 | 65 | 77 | 127 |
| Short-term debt | 3,153 | 4,168 | 2,778 | 2,061 | 2,075 |
| Total debt | 3,912 | 4,168 | 2,842 | 2,138 | 2,202 |
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 |
|---|
LK Management | Management | 2002 – 2021 |
KM Chief Executive Officer | Chief Executive Officer | 2002 – 2002 |
| Name | Role | Member since |
|---|
AH Chairman | Chairman | 2002 – 2002 |
JA Board of Directors | Board of Directors | 2002 – 2003 |
MV Chairman | Chairman | 2012 – 2021 |
LK Board of Directors | Board of Directors | 2002 – 2021 |
CM Chairman | Chairman | 2008 – 2009 |
Hv Board of Directors | Board of Directors | 2008 – 2009 |
MK Board of Directors | Board of Directors | 2012 – 2021 |
AG Chairman | Chairman | 2009 – 2012 |
LM Board of Directors | Board of Directors | 2002 – 2009 |
KM Board of Directors | Board of Directors | 2002 – 2002 |
BR Board of Directors | Board of Directors | 2009 – 2012 |
HP Board of Directors | Board of Directors | 2003 – 2006 |
HG Board of Directors | Board of Directors | 2002 – 2002 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 20–24.99% | 20–24.99% | 2010 | |
Lufico AB | Company | 66.67–89.99% | 66.67–89.99% | 2010 |
| Person | Role here | Other companies |
|---|---|---|
| Kim Madsen | Chief Executive Officer | 12 companiesMany roles |
| Henriette von Platen-Hallermund | Board of Directors | 8 companiesMany roles |
| Claus Maron | Chairman | 5 companies |
| Michael Vesthardt | Chairman | 4 companies |
| Lasse Kjær Hansen | Management | 2 companies |
| Lars Møller | Board of Directors | 2 companies |