On the stock market since 2014, it operates in the world of heavy industry. It has 5,200 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.
That much dependence is a risk in itself: if this one line weakens, the whole company feels it directly.
Average growth of 15% 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.
Executives buying with their own money is usually read as confidence in the company’s future.
The stock trades 21% below its peak. The market has trimmed its expectations for the company.
Over the last 3 years, sales grew about 10% a year on average.
The company sells $2.8B a year; the problem isn’t sales — it’s costs running above that number.
It met or beat analyst expectations in 7 of the last 8 quarters — consistency is a promise kept.
A loss of $89M against $2.8B in annual sales.
At the current pace of spending, the cash lasts about 1.8 years. After that, the company needs to find new money.
On our five-subject report card, DNOW sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: DNOW has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.