Gross margin
72.5%Year ended December 31, 2025
After paying the direct cost of what it sold, it kept about $72 of every $100 of sales.
What it is: Gross profit (sales minus the direct cost of making or buying what was sold) as a share of sales. A 40% gross margin means $40 of every $100 of sales is left to pay for everything else.
Operating margin
-35.6%Year ended December 31, 2025
Running the business cost more than it earned from sales: it lost about $36 on every $100 before interest and tax.
What it is: Operating income as a share of sales: of each $100 of sales, what's left after paying for what was sold and for running the business, before interest and tax.
Profit margin
-64.2%Year ended December 31, 2025
After every cost, it lost about $64 for every $100 of sales.
What it is: Net income as a share of sales: what's left after every cost, including interest and tax. A 10% net profit margin means $10 of final profit for every $100 of sales.
Earnings per share
-$1.80Year ended December 31, 2025
Split across all its shares, the year's loss comes to $1.80 per share.
What it is: Net income divided by the average number of shares during the period. "Diluted" EPS also counts shares that could still be created, for example from staff stock awards, so it's usually slightly lower.
Return on equity
-14.9%Year ended December 31, 2025
For every $100 that belongs to shareholders on paper, it made about $-15 of profit in a year.
What it is: Net income for a year divided by the average shareholders' equity over that year. A 20% ROE means $20 of profit for every $100 of owners' money in the business.
Free cash flow
$73.7 millionCash its business brought in (operating cash flow)$110.9 million
Spent on buildings and equipment (capital expenditure)−$37.2 million
Left over as spare cash (free cash flow)$73.7 million
Year ended December 31, 2025
The cash left after running the business and paying for new buildings and equipment: money it could use for dividends, buybacks, paying debt or growing.
What it is: Operating cash flow minus capital expenditure: the cash left after the business pays for the buildings and equipment it needs. It's what the company can use to pay dividends, buy back shares, repay debt or save.
Current ratio
2.31Less than it owes soon$1 for $1More than enough
On September 30, 2026
It had about $2.31 of cash and other short-term assets for every $1 of bills due within a year, more than enough to cover them.
What it is: Current assets (cash, money customers owe it, stock and anything else it expects to turn into cash within a year) divided by current liabilities (bills it must pay within a year). 1.5 means $1.50 coming in for every $1 due.
Debt-to-equity
$0.40 per $1Borrowing due after a year (long-term debt)$385.3 million
What belongs to the owners (shareholders' equity)$955.2 million
On September 30, 2026
It owed about $0.40 in long-term loans and bonds for every $1 that belongs to shareholders. Higher means it relies more on borrowed money.
What it is: Long-term borrowing divided by shareholders' equity (what the accounts say belongs to the owners). 0.5 means $0.50 borrowed for every $1 of owners' money; higher means it relies more on borrowed money.
Assets per $1 owed
$2.24What it owns (assets)$1.7 billion
What it owes (liabilities)$772.9 million
On September 30, 2026
Everything it owns (buildings, cash, stock, money owed to it) is worth about $2.24 for every $1 it owes in total.
What it is: Everything the company owes: loans, bonds, bills to suppliers, taxes due, and other obligations.