On the stock market since 1986, it operates in the world of heavy industry. It has 2,512 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.
An average decline of 4% 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.
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.
Profit per Sale: The profit kept from each sale is thin.
The stock trades 50% below its peak. The market has trimmed its expectations for the company.
The company sells $598.1M a year; the problem isn’t sales — it’s costs running above that number.
There is $83.7M in the vault; even if every debt were paid off, $17.8M would remain.
Over the last 12 months, company executives reported 10 buys and 6 sells. Management buying with its own money is usually read as a good sign.
A loss of $52.6M against $598.1M in annual sales.
At the current pace of spending, the cash lasts about 1.6 years. After that, the company needs to find new money.
On our five-subject report card, PTSI sits behind the class. A low grade doesn’t mean “doomed” — it means “big claim, small proof.”
The takeaway: PTSI has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.