On the stock market since 1980, it operates in the world of raw materials. It has 2,867 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 37% 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 91% today. The business is the same; what changed most is the price — and the expectations — the market pins on it.
Over the last 3 years, sales grew about 30% a year on average.
The company sells $3.3B a year; the problem isn’t sales — it’s costs running above that number.
Over the last 12 months, company executives reported 52 buys and 46 sells. Management buying with its own money is usually read as a good sign.
A loss of $133M against $3.3B in annual sales.
At the current pace of spending, the cash lasts about 2 years. After that, the company needs to find new money.
On our five-subject report card, GLT sits in the middle of the class: some subjects shine, others don’t. The grade moves as the numbers move.
The takeaway: GLT has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.