On the stock market since 2005, it operates in the world of heavy industry. It has 1,739 employees. Now — the numbers.
The company closed last year at a loss: costs ran above sales. The picture changes only if spending is reined in.
Revenue is spread across several lines; no single product carries the company.
Average growth of 39% a year over the last 4 years. Red columns mark years that ended in a loss.
Before the clock runs out, either sales must climb sharply or new money must come in. This is the most critical line in the whole picture.
angles, checked one by one.
The 3 that stand out are on screen; the rest came back neutral.
The council scores out of 10; report-card grades are out of 100.
Profit per Sale: The profit kept from each sale is thin.
An investor who bought at the very peak is down 86% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
The company sells $195.2M a year; the problem isn’t sales — it’s costs running above that number.
Over the last 12 months, company executives reported 13 buys and 4 sells. Management buying with its own money is usually read as a good sign.
A loss of $9.4M against $195.2M in annual sales.
The stock sits at $0.50. Under exchange rules, stocks that stay below $1 for too long risk being removed from the market.
At the current pace of spending, the cash lasts less than a year. After that, the company needs to find new money.
On our five-subject report card, CBAT sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: CBAT is a small company that closed last year at a loss. The road back to profit runs through spending discipline.