What is Studio Arsène specialised in?

Brand strategy & positioning, Marketing strategy, Brand identity & design, Website development, Website strategy & UX.

How big is Studio Arsène?

Around 1 full-time equivalent (financial year 2025).

Review: Studio Arsène

Q: Who are the clients of Studio Arsène?

Among others Tart'elle, Sint-Jozefsinstituut Brugge, Présence, Matthys, Torros, Henry Houser, Multi Bazar, Correct Vastgoed, Sint Jozefskerk, Bora, RaakR.

Studio Arsène bestaat sinds 2019 en profileert zich als brandingbureau uit Roeselare. De opgegeven expertises zijn strategie, branding & identiteit, ux/ui design en webdevelopment. De ervaring zit vooral in generalist (lokale en regionale kmo's en regio roeselare/kortrijk).

1

How this agency makes money

Revenue, margin and what an hour of work brings in. Everything on the earning side sits together here.

Revenue trendgross margin per financial year

20212022202320242025

Latest year: € 270.583 gross margin, growth +46,1% against a sector median of +6,6%.

At or above sector pace

MarginEBITDA / gross margin · value-added coverage

20212022202320242025

Studio ArsèneSector median

EBITDA margin 69,4%, sector median 32,2%. Value-added coverage 11,23 (median 1,29).

Healthy margin

Revenue per headGross margin per FTE, against payroll cost

€ 386.548

Median (2025) € 82.809

Against a payroll cost of € 26.228 per FTE. The ratio between the two is the coverage rate above.

Above the median

Yield levelYield per hour worked, against payroll cost

€ 254

Median (2025) € 48

1.067 hours worked, 1.524 per FTE. Against that sits € 17 of payroll cost per hour worked, leaving € 236 for premises, equipment, depreciation and profit.

Above the median

No hourly rate follows from this. Gross margin is already net of services and sundry goods, which mixes rebilled production with the agency's own overhead, and the accounts do not say how many hours were billable. Deriving a rate from this systematically understates it.

2

Can the agency take a hit

Buffer, cash position and payment behaviour side by side, so you can see where they disagree.

Bufferequity in months of payroll

Buffer: -16,5 months (median 6,3 mo). Equity in the latest year: € -25.234.

Critical buffer

Cash positionAvailable cash, and whether it covers short-term debt

Cash € 13.200. Liquidity ratio 0,81: current assets cover short-term debt not in full. Solvency -47,2%.

Not covered

Payment behaviourTowards suppliers and towards the NBB

Trade payables correspond to 2 days of supplier credit, sector median 68. The accounts were filed 210 days after closing; the legal deadline is seven months.

Pays and files on time

3

Signals and strengths

Events from the CBE and the Official Gazette over the past 24 months, plus positive markers derived from the figures.

Continuity

3 red flag(s) (24m)

Signals in the last 24 months

Zichtbaarheid verschoven · 1 Oct 2026 · Google Autocomplete
Zichtbaarheid verschoven · 1 Sep 2026 · Google Autocomplete
Zichtbaarheid verschoven · 1 Aug 2026 · Google Autocomplete
Zichtbaarheid verschoven · 1 Aug 2026 · Google Autocomplete
Critical buffer · 31 Dec 2025 · NBB
Equity covers less than one month of payroll. At an agency that pays out its profit every year this means something different than at one that is losing money. Ask where the reserve sits.
Negative equity · 31 Dec 2025 · NBB
Debts exceed assets. Sometimes a subordinated shareholder loan sits opposite that, sometimes not. Ask how the agency is covering this, and on what timescale.
+ 3 older signals within 24m

Click a signal for a plain-language explanation. Each signal is a fact from a public source, without the agency's own context. Best to ask them directly.

What this agency does well

Outgrew the sector median 2 years running
EBITDA margin above the sector median (69,4%)
Value-added per euro of payroll above the sector median (11,23)
Margin per hour worked rose 2 years in a row
Comfortable cash position: 262 days of payroll

Each point is a fact from the filed annual accounts, measured against the same thresholds and sector medians as the signals above.

4

All the figures

Reference material, not a starting point. Expand it if you want to read the series yourself.

5 financial years, 2021 to 2025Result, staff and balance sheet

	2021	2022	2023	2024	2025
Result
Gross margin	€ 180.864	€ 241.105+33,3%	€ 74.600-69,1%	€ 185.194+148,2%	€ 270.583+46,1%
EBITDA	€ 23.148	€ 24.464	€ -169.479	€ -21.690	€ 187.803
EBITDA margin	12,8%	10,1%	-	-11,7%	69,4%
Staff
FTE	3,5	4,4+25,7%	3,7-15,9%	3,5-5,4%	0,7-80%
Gross margin per FTE	€ 51.676	€ 54.797	€ 20.162	€ 52.913	€ 386.548
Payroll cost per FTE	€ 44.816	€ 49.112	€ 64.849	€ 59.110	€ 26.228
Balance sheet
Equity	€ 35.930	€ 37.400	€ -153.791	€ -204.739	€ -25.234
Cash	€ 22.047	€ 25.803	€ 16.451	€ 32.243	€ 13.200
Liquidity ratio	1,02	1,03	0,23	0,26	0,81

Payroll cost per FTE comes from the social report where available, otherwise from the Remuneration line. Both are gross costs including employer contributions.

What this factsheet does not know

How good the work is. Figures do not measure creativity, strategy or chemistry.
How the client portfolio is spread. Concentration is not in the accounts.
Freelancers and subcontractors are not in the FTE figures. An agency with 40 staff may in practice run with 70 people.
The figures cover financial year 2025, filed on 29/07/2026. At a fast-moving agency reality today may differ.

Based on publicly filed annual accounts (NBB) and official records (CBE, Belgian Official Gazette). An indication, not financial advice. Sector medians calculated on 2 Nov 2026. Sector medians based on financial year 2025: the last year for which nearly all accounts have been filed.

What the agency actually does 5 services

Strategy & Insights

Brand strategy & positioning Marketing strategy

Branding & Design

Brand identity & design

Digital Experience & Tech

Website development Website strategy & UX

Sector focus

EducationReal estate & constructionFood & beverageB2B services

Publicly known clients

Tart'elle, Sint-Jozefsinstituut Brugge, Présence, Matthys, Torros, Henry Houser, Multi Bazar, Correct Vastgoed, Sint Jozefskerk, Bora, RaakR

Based on IKAg research and public sources. Incomplete or outdated? Let us know.

1

Seniors or juniors?

Payroll cost per FTE is the best public proxy for a team's experience level. Higher is not automatically better, but it says something about who sits at the table.

Payroll cost per FTE

€ 26.228

-57% versus the median

Team composition

0,7 FTE

€ 26.228

Median Brandingbureau (2025) € 60.980All agencies (2025) € 62.294

Read with care. Directors and partners invoicing through a management company are not in the payroll cost. At small agencies this skews the picture downwards considerably.

2

Will your team stay?

Inflow and outflow from the social report. This series only counts people on the payroll: freelancers who invoice do not appear in it. A low figure therefore means two very different things, a stable permanent team or a small core with heavy outsourcing. A high figure usually points to short contracts. Compare only within the same type of agency.

Exits 2025

485,7%

Median for this type of agency (2025): 38,9%

Inflow 2025

/

20212022202320242025

Exits are clearly above what is usual for this type of agency. That may reflect project-based staffing, but it is a reason to ask in the pitch how much of the proposed team was already here two years ago, and to contractually fix your permanent contacts.

Source: annual accounts and social reports (NBB), collected by IKAg. Financial year 2025. Calculations by IKAg; an indication, not financial advice. Sector medians based on financial year 2025: the last year for which nearly all accounts have been filed.