troels denmark A/S is a Danish A/S based in Møldrup, operating in the Wholesale of household, office and shop furniture, carpets and lighting equipment sector. Incorporated in 1982, the company has 5 employees and reported a gross profit of -DKK 1.8m in its latest annual filing.
| Gross profit | -1.8M DKK | +49% |
| EBITDA | -4M DKK | +10% |
| Net profit | 1.8M DKK | +126% |
| Total assets | 21.4M DKK | +2% |
| Equity | -0.5M DKK | +77% |
| Employees | 5 | — |
In its most recent annual report (2025), troels denmark A/S reported a gross profit of -DKK 1.8m. The figures on this page draw on 5 annual filings covering 2022 to 2025. The bottom line showed a net profit of DKK 1.8m.
At the end of 2025, current assets covered short-term debt 0.7 times.
| Item | 2025 | 2025 | 2024 | 2023 | 2022 |
|---|---|---|---|---|---|
| Gross profit | -1,835 | -1,232 | 472 | 4,044 | 13,738 |
| Staff expenses | -2,189 | -3,260 | -4,077 | -2,596 | -2,950 |
| EBITDA | -4,023 | -4,492 | -3,605 | 1,448 | 10,788 |
| Depreciation & amort. | -127 | -30 | -14 | -14 | -14 |
| EBIT | -4,150 | -4,522 | -3,618 | 1,434 | 10,774 |
| Net financials | 5,801 | -2,160 | -3,643 | -4,298 | -418 |
| Profit before tax | 1,650 | -6,682 | -7,261 | -22,003 | 10,356 |
| Tax | -158 | 307 | -2,129 | -1,458 | 2,157 |
| Net profit | 1,808 | -6,989 | -5,132 | -20,545 | 8,200 |
| Item | 2025 | 2025 | 2024 | 2023 | 2022 |
|---|---|---|---|---|---|
| Total assets | 21,362 | 20,949 | 25,274 | 22,470 | 39,967 |
| Equity | -549 | -2,357 | 4,595 | 4,335 | 24,732 |
| Long-term debt | 0 | 0 | 0 | 46 | 89 |
| Short-term debt | 21,911 | 23,305 | 20,679 | 18,089 | 15,118 |
| Total debt | 21,911 | 23,305 | 20,679 | 18,135 | 15,207 |
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) | ||
PF Management | Management | 2025 |
BØ Chief Executive Officer | Chief Executive Officer | 2008 – 2022 |
CJ Management | Management | 1982 – 2008 |
KE | Audit | 1982 – 2001 |
CS Chief Executive Officer | Chief Executive Officer | 2022 – 2025 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
MB Board of Directors | Board of Directors | 2025 |
PF Board of Directors | Board of Directors | 2025 |
HG Chairman | Chairman | 2025 |
ML Board of Directors | Board of Directors | 2008 – 2011 |
SØ Chairman | Chairman | 2021 – 2025 |
JS Board of Directors | Board of Directors | 2021 – 2025 |
BN Board of Directors | Board of Directors | 2001 – 2004 |
BJ Board of Directors | Board of Directors | 1982 – 2001 |
JG Board of Directors | Board of Directors | 2001 – 2011 |
JJ Board of Directors | Board of Directors | 2011 – 2021 |
PB Board of Directors | Board of Directors | 1982 – 2001 |
HH Chairman | Chairman | 2016 – 2021 |
BØ Board of Directors | Board of Directors | 2021 – 2025 |
IT Board of Directors | Board of Directors | 1982 – 2001 |
CJ Board of Directors | Board of Directors | 2004 – 2011 |
HR Chairman | Chairman | 2011 – 2016 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 1996 |
| Person | Role here | Other companies |
|---|---|---|
| Poul Frandsen | Management | 23 companiesMany roles |
| Jan Snogdal | Board of Directors | 19 companiesMany roles |
| Henrik Grosen Andersen | Chairman | 8 companiesMany roles |
| Jens Juul Dollerup Sørensen | Board of Directors | 7 companiesMany roles |
| Morten Bertelsen Hertz | Board of Directors | 5 companies |
| Hans Riisager Holst | Chairman | 5 companies |
| Bjarke Østergaard Pedersen | Chief Executive Officer | 3 companies |
| Svend Østergaard Pedersen | Chairman | 3 companies |
| Claus Sjælland Nørgaard | Chief Executive Officer | 2 companies |
| Inger Troelsen | Board of Directors | 2 companies |
| Christen Jørgen Troelsen | Management | 1 company |
| Karl Erik Høj Andersen | Audit | 1 company |
| Jørgen Grønkjær | Board of Directors | 1 company |
| Hans Henrik Okstrøm | Chairman | 1 company |