NSF III Denmark Advisory ApS
APSActiveAdvertising protectionCVR 39232863Southamptongade 4, 2150 NordhavnActivities of holding companies· NACE 6421Est. 2018 · 8 years old— employees
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Riskpilot← Back to searchSign inGet full accessNSF III Denmark Advisory ApS is a Danish APS based in Nordhavn, operating in the Activities of holding companies sector. Incorporated in 2018, the company reported a gross profit of -DKK 513.2k in its latest annual filing.
| Gross profit | -0.5M DKK | +39% |
| EBITDA | -0.5M DKK | -39% |
| Net profit | -0.6M DKK | -49% |
| Total assets | 13.3M DKK | +1305% |
| Equity | -2.8M DKK | -25% |
| Employees | — | — |
In its most recent annual report (2025), NSF III Denmark Advisory ApS reported a gross profit of -DKK 513.2k. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 557.9k.
At the end of 2025, current assets covered short-term debt 1 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | -513 | -370 | -708 | -601 | -61 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -513 | -370 | -708 | -601 | -61 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -513 | -370 | -708 | -601 | -61 |
| Net financials | -45 | -35 | 408 | -163 | -867 |
| Profit before tax | -558 | -404 | -300 | -764 | -927 |
| Tax | 0 | -29 | 807 | -167 | -204 |
| Net profit | -558 | -375 | -1,107 | -597 | -723 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 13,269 | 945 | 840 | 9,252 | 9,105 |
| Equity | -2,771 | -2,213 | -1,838 | -731 | -134 |
| Long-term debt | 2,683 | 2,542 | 2,507 | 7,973 | 0 |
| Short-term debt | 13,357 | 616 | 171 | 2,010 | 9,239 |
| Total debt | 16,040 | 3,158 | 2,678 | 9,983 | 9,239 |
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.
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.
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.
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 (4) | ||
SH Founder | Founder | 2018 |
TE Management | Management | 2021 |
RH Management | Management | 2018 |
EA Management | Management | 2025 |
NH Management | Management | 2023 – 2026 |
HS Management | Management | 2021 – 2023 |
RN Management | Management | 2018 – 2021 |
BH Management | Management | 2018 – 2022 |
PF Management | Management | 2018 – 2018 |
SS Management | Management | 2022 – 2025 |
SS Management | Management | 2018 – 2018 |
MB Management | Management | 2018 – 2021 |
No data on file.
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Individual | 100% | 100% | 2018 |
| Person | Role here | Other companies |
|---|---|---|
| Thomas Ebbe Riise-Jakobsen | Management | 227 companiesMany roles |
| Elizabeth Abigail Keogh | Management | 174 companiesMany roles |
| Rune Højby Kock | Management | 59 companiesMany roles |
| Rasmus Nørgaard | Management | 43 companiesMany roles |
| Mikkel Bülow-Lehnsby | Management | 39 companiesMany roles |
| Steen Sønderby | Management | 31 companiesMany roles |
| Henrik Skak Bender | Management | 7 companiesMany roles |
| Søren Holger Nelson Kopp | Founder | 6 companiesMany roles |
| Nick Holmelund Melgaard | Management | 2 companies |
| Stine Seneberg | Management | 2 companies |
| Bo Holse Rasmussen | Management | 1 company |