Kabooki A/S is a Danish A/S based in Herning, operating in the Wholesale of clothing and footwear sector. Incorporated in 1966, the company has 24 employees and reported a gross profit of DKK 17.1m in its latest annual filing.
| Gross profit | 17.1M DKK | -23% |
| EBITDA | -0.3M DKK | -104% |
| Net profit | -1.3M DKK | -112% |
| Total assets | 39M DKK | -24% |
| Equity | -4.6M DKK | -30% |
| Employees | 24 | — |
In its most recent annual report (2025), Kabooki A/S reported a gross profit of DKK 17.1m, a decrease of 23% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 1.3m, and the EBITDA margin stood at -1.8%.
At the end of 2025, current assets covered short-term debt 0.8 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 17,104 | 22,296 | -3,457 | 22,867 | 20,241 |
| Staff expenses | -17,409 | -13,011 | -20,465 | -23,177 | -24,463 |
| EBITDA | -305 | 7,922 | -24,110 | -310 | 2,553 |
| Depreciation & amort. | -180 | -1,382 | -419 | -316 | -330 |
| EBIT | -485 | 6,541 | -24,529 | -625 | 2,223 |
| Net financials | -734 | 5,965 | -4,521 | 1,792 | 1,065 |
| Profit before tax | -1,219 | 12,506 | -29,050 | 1,166 | -3,487 |
| Tax | 69 | 1,580 | -7,234 | -536 | -1,067 |
| Net profit | -1,288 | 10,926 | -21,816 | 1,702 | -2,419 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 38,986 | 50,964 | 67,861 | 84,507 | 60,689 |
| Equity | -4,595 | -3,527 | -17,356 | 4,343 | 5,177 |
| Long-term debt | 0 | 0 | 4,359 | 4,153 | 2,084 |
| Short-term debt | 43,578 | 54,491 | 80,858 | 76,010 | 53,427 |
| Total debt | 43,578 | 54,491 | 85,217 | 80,163 | 55,511 |
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) | ||
LM Chief Executive Officer | Chief Executive Officer | 2026 |
CS Chief Executive Officer | Chief Executive Officer | 2014 – 2026 |
JM Management | Management | 2014 – 2023 |
Rr | Audit | 1966 – 1989 |
BR Management | Management | 1966 – 1992 |
SF Chief Executive Officer | Chief Executive Officer | 2001 – 2011 |
KH Chief Executive Officer | Chief Executive Officer | 2012 – 2014 |
TK Management | Management | 1966 – 2001 |
JI Management | Management | 1992 – 1994 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
LM Board of Directors | Board of Directors | 2026 |
CD Board of Directors | Board of Directors | 2024 |
JB Chairman | Chairman | 2026 |
CS Board of Directors | Board of Directors | 2018 – 2024 |
RZ Board of Directors | Board of Directors | 2007 – 2009 |
FR Board of Directors | Board of Directors | 2007 – 2009 |
PH Board of Directors | Board of Directors | 2021 – 2022 |
LV Board of Directors | Board of Directors | 2007 – 2012 |
BR Board of Directors | Board of Directors | 1966 – 1992 |
ES Board of Directors | Board of Directors | 2006 – 2007 |
MS Board of Directors | Board of Directors | 1999 – 2006 |
SF Board of Directors | Board of Directors | 2005 – 2007 |
AM Board of Directors | Board of Directors | 2020 – 2022 |
MG Board of Directors | Board of Directors | 2010 – 2013 |
AI Board of Directors | Board of Directors | 2022 – 2023 |
CF Chairman | Chairman | 2018 – 2022 |
JU Board of Directors | Board of Directors | 2012 – 2018 |
BB Board of Directors | Board of Directors | 2007 – 2020 |
SB Board of Directors | Board of Directors | 1966 – 1992 |
VK Board of Directors | Board of Directors | 1966 – 1989 |
JI Chairman | Chairman | 1992 – 2005 |
MP Board of Directors | Board of Directors | 1992 – 1999 |
PK Chairman | Chairman | 2014 – 2018 |
AH Chairman | Chairman | 2006 – 2014 |
KS Board of Directors | Board of Directors | 1992 – 2005 |
GM Board of Directors | Board of Directors | 1966 – 1992 |
TH Board of Directors | Board of Directors | 2015 – 2018 |
MF Chairman | Chairman | 2022 – 2024 |
LT Board of Directors | Board of Directors | 2018 – 2021 |
KS Board of Directors | Board of Directors | 2022 – 2024 |
JS Chairman | Chairman | 2005 – 2006 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2024 | |
| Individual | 66.67–89.99% | 66.67–89.99% | 2018 | |
| Company | 10–14.99% | 10–14.99% | 2014 | |
| Company | 15–19.99% | 15–19.99% | 2007 | |
| Company | 15–19.99% | 15–19.99% | 2018 | |
| Company | 66.67–89.99% | 66.67–89.99% | 2012 | |
| Company | 66.67–89.99% | 66.67–89.99% | 2020 | |
| Company | 10–14.99% | 10–14.99% | 2020 |
| Person | Role here | Other companies |
|---|---|---|
| Torben Klausen | Management | 26 companiesMany roles |
| Mette Grunnet | Board of Directors | 24 companiesMany roles |
| Per Kristensen | Chairman | 18 companiesMany roles |
| Lisbeth Valther | Board of Directors | 16 companiesMany roles |
| Ejvind Sandal | Board of Directors | 12 companiesMany roles |
| Karsten Søholm | Board of Directors | 10 companiesMany roles |
| Lars Thygesen | Board of Directors | 9 companiesMany roles |
| Claus Fisker | Chairman | 7 companiesMany roles |
| Jens Bjerg Sørensen | Chairman | 7 companiesMany roles |
| Lars Michael Alstrup | Chief Executive Officer | 6 companiesMany roles |
| Kasper Hilligsøe Eis | Chief Executive Officer | 5 companies |
| Anna Maria Sundlöf | Board of Directors | 5 companies |
| Anders Holdt Høiris-Andersen | Chairman | 5 companies |
| Jens Ulrik Gernow | Board of Directors | 4 companies |
| Michael Frølund Johansen | Chairman | 4 companies |
| Claus Dalgaard Kristensen | Board of Directors | 4 companies |
| Jan Stig Andersen | Chairman | 4 companies |
| Christopher Silcowitz | Chief Executive Officer | 2 companies |
| Jørgen Mundbjerg Koldsø | Management | 1 company |
| Steen Fogh Rasmussen | Chief Executive Officer | 1 company |
| Rigmor Zobel | Board of Directors | 1 company |
| Per Hjuler | Board of Directors | 1 company |
| Bent Birger Rasmussen | Board of Directors | 1 company |
| Tina Holdt Høiris-Andersen | Board of Directors | 1 company |