On the stock market since 2011, it operates in the world of energy. It has 405 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 30% 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 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.
An investor who bought at the very peak is down 85% 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 12% a year on average.
The company sells $2.0B a year; the problem isn’t sales — it’s costs running above that number.
Over the last 12 months, company executives reported 72 buys and 60 sells. Management buying with its own money is usually read as a good sign.
A loss of $173.5M against $2.0B in annual sales.
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, VTLE sits in the middle of the class: some subjects shine, others don’t. The grade moves as the numbers move.
The takeaway: VTLE has solid sales but closed last year at a loss. The road back to profit runs through spending discipline.