Worknode Business AB is a Swedish AB based in Stockholm, operating in the Business and other management consultancy activities sector. Incorporated in 2020, the company has 0 employees and reported revenue of SEK 1.6m in its latest annual filing.
| Revenue | 1.6M SEK | +601% |
| EBITDA | -0.2M SEK | -2000% |
| Net profit | 0M SEK | -62% |
| Total assets | 0M SEK | -36% |
| Equity | 0M SEK | +9% |
| Employees | 0 | — |
In its most recent annual report (2025), Worknode Business AB reported revenue of SEK 1.6m, an increase of 601% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net profit of SEK 3.0k, and the EBITDA margin stood at -11.7%.
At the end of 2025, equity financed 100% of the balance sheet.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 1,620 | 231 | 0 | 0 | 0 |
| Staff expenses | — | — | — | — | — |
| EBITDA | -190 | 10 | 0 | -2 | -1 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -190 | 10 | 0 | -2 | -1 |
| Net financials | — | — | — | — | — |
| Profit before tax | 4 | 10 | 0 | 12 | -1 |
| Tax | -1 | -2 | -0 | -1 | -0 |
| Net profit | 3 | 8 | 0 | 11 | -1 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 35 | 55 | 25 | 26 | 14 |
| Equity | 35 | 32 | 24 | 24 | 14 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 0 | 23 | 1 | 1 | 0 |
| Total debt | — | 23 | 1 | 1 | — |
28 financial ratios from the latest filing, each graded against companies in the same industry.
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.
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.
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 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.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
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.
Equity as a share of total assets — the ability to absorb losses. Around 40% is considered satisfactory from a credit perspective.
Total liabilities relative to equity — whether the company operates primarily on borrowed capital or on its own.
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.
Total debt relative to the balance-sheet total — the share of the assets financed by debt rather than equity.
Debt relative to equity — the company's leverage. A higher value means heavier reliance on debt financing.
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.
Revenue relative to total assets — the ability to generate revenue from the asset base.
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 equity.
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 debt.
No data on file.
| Name | Role | Member since |
|---|---|---|
| Current (2) | ||
VE Board of Directors | Board of Directors | 2025 |
PA Deputy Board Member | Deputy Board Member | 2025 |
GJ Deputy Board Member | Deputy Board Member | 2024 – 2024 |
JG Board of Directors | Board of Directors | 2024 – 2024 |
DE Deputy Board Member | Deputy Board Member | 2022 – 2024 |
CB Board of Directors | Board of Directors | 2021 – 2022 |
HM Board of Directors | Board of Directors | 2022 – 2022 |
EM Deputy Board Member | Deputy Board Member | 2020 – 2021 |
LE Chairman | Chairman | 2021 – 2024 |
RL Board of Directors | Board of Directors | 2022 – 2024 |
AH Board of Directors | Board of Directors | 2020 – 2021 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2025 | |
| Company | 100% | 100% | 0001 | |
| Company | 100% | 100% | 2024 |
| Person | Role here | Other companies |
|---|---|---|
| Anita Helena Berggren | Board of Directors | 1,125 companiesMany roles |
| Eva Margareta Eljans | Deputy Board Member | 96 companiesMany roles |
| Dan Ebbe Damm | Deputy Board Member | 18 companiesMany roles |
| Jan Gunnar Nilstadius | Board of Directors | 14 companiesMany roles |
| Gustaf Jan Gunnar Nilstadius | Deputy Board Member | 9 companiesMany roles |
| Vidar Edvin Olavsson Brudvik | Board of Directors | 9 companiesMany roles |
| Per Anders Hedelin | Deputy Board Member | 6 companiesMany roles |
| Ronny Lars-Göran Elenius | Board of Directors | 5 companies |
| Lars Erik Wiigh | Chairman | 3 companies |
| Hans Magnus Winterman | Board of Directors | 2 companies |