It operates in the world of heavy industry. It has 1,000 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.
An average decline of 31% a year over the last 4 years — the most striking risk in this picture. 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.
Executives buying with their own money is usually read as confidence in the company’s future.
angles, checked one by one.
The 2 that stand out are on screen; the rest came back neutral.
The council scores out of 10; report-card grades are out of 100.
Cost Efficiency: As sales grow, profit fails to keep the same pace.
The stock trades below its recent peak — about 8% off the top. A pullback, not a collapse.
It met or beat analyst expectations in 7 of the last 8 quarters — consistency is a promise kept.
Over the last 12 months, company executives reported 11 buys and 1 sell. Management buying with its own money is usually read as a good sign.
A loss of $136.0M against $59.8M in annual sales. And on top of that, sales fell from the year before.
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, CMPOW sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: CMPOW is a small company that closed last year at a loss. The road back to profit runs through spending discipline.