On the stock market since 1996, it operates in the world of raw materials. It has 68 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.
Average growth of 256% a year over the last 4 years. Red columns mark years that ended in a loss.
Executives buying with their own money is usually read as confidence in the company’s future.
angles, checked one by one.
The 4 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 63% 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 428% a year on average.
The company sells $9.3B a year; the problem isn’t sales — it’s costs running above that number.
There is $2.3M in the vault; even if every debt were paid off, $2.3M would remain.
A loss of $0 against $9.3B in annual sales.
Since the drop from its peak, buyer appetite hasn’t come back. Council score: 0/10.
As the slice kept from each sale thins out, so does the profit. Council score: 3/10.
On our five-subject report card, JCTCF sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: JCTCF has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.