BoxKnox ApS is a Danish APS based in Esbjerg N, operating in the Manufacture of communication equipment sector. Incorporated in 2003, the company has 5 employees and reported a gross profit of DKK 1.4m in its latest annual filing.
| Gross profit | 1.4M DKK | -891% |
| EBITDA | -2M DKK | +42% |
| Net profit | -5.4M DKK | -48% |
| Total assets | 13.2M DKK | +27% |
| Equity | -13.6M DKK | -67% |
| Employees | 5 | — |
In its most recent annual report (2025), BoxKnox ApS reported a gross profit of DKK 1.4m. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 5.4m, and the EBITDA margin stood at -150.8%.
At the end of 2025, current assets covered short-term debt 0.2 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 1,354 | -171 | -48 | 375 | -363 |
| Staff expenses | -3,395 | -3,337 | -2,884 | -2,104 | -62 |
| EBITDA | -2,042 | -3,508 | -2,932 | -1,729 | -425 |
| Depreciation & amort. | -642 | -675 | -507 | -503 | -678 |
| EBIT | -2,683 | -4,183 | -3,439 | -2,231 | -1,103 |
| Net financials | -830 | -545 | -484 | -304 | -232 |
| Profit before tax | -3,513 | -4,728 | -3,923 | -2,536 | -1,335 |
| Tax | 1,916 | -1,053 | -863 | -558 | -867 |
| Net profit | -5,430 | -3,675 | -3,060 | -1,978 | -468 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 13,201 | 10,416 | 10,877 | 16,316 | 20,495 |
| Equity | -13,583 | -8,154 | -4,479 | -1,419 | 559 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 26,785 | 18,570 | 15,356 | 17,735 | 19,936 |
| Total debt | 26,785 | 18,570 | 15,356 | 17,735 | 19,936 |
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 (2) | ||
JN Management | Management | 2012 |
AN Founder | Founder | 2003 |
FN Management | Management | 2005 – 2012 |
PW Founder | Founder | 2003 – 2005 |
HC Founder | Founder | 2003 – 2005 |
| Name | Role | Member since |
|---|
IO Board of Directors | Board of Directors | 2005 – 2012 |
PB Board of Directors | Board of Directors | 2004 – 2005 |
PS Board of Directors | Board of Directors | 2008 – 2010 |
SS Board of Directors | Board of Directors | 2003 – 2004 |
FN Board of Directors | Board of Directors | 2003 – 2012 |
AN Board of Directors | Board of Directors | 2003 – 2005 |
PL Chairman | Chairman | 2005 – 2012 |
SH Board of Directors | Board of Directors | 2008 – 2012 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2013 |
| Person | Role here | Other companies |
|---|---|---|
| Jan Nørskov Laursen | Management | 14 companiesMany roles |
| Aksel Nørgaard Graversen | Founder | 3 companies |
| Peter Lerche | Chairman | 3 companies |
| Per Willatzen | Founder | 2 companies |
| Peter Bjerregaard Jepsen | Board of Directors | 2 companies |
| Frede Nørgaard Gravesen | Management | 1 company |
| Ib Oxfeldt | Board of Directors | 1 company |
| Peter Schrøder | Board of Directors | 1 company |
| Søren Stougaard Dalby | Board of Directors | 1 company |