PerformanceRiskValuationProfitabilityCashflowLiquidityESGRevenue & Geographic ExposureForecastFinancial GrowthIncome GrowthCashflow GrowthBalance Sheet Growth
8935.00 - 9125.00
6347.00 - 10045.00
380.0K / 335.9K (Avg.)
23.15 | 391.09
Identifies how quickly the company is scaling its balance sheet (via acquisitions, expansions, or debt). Strong growth, accompanied by sound fundamentals, can support long-term intrinsic value—while disproportionate debt expansion or bloated intangible assets can signal elevated risk.
-21.17%
Cash & equivalents declining signals potential liquidity drain. Benjamin Graham would investigate if this is from strategic investments or operational shortfalls.
No Data
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-21.17%
Declining total liquid assets may signal capital redeployment or liquidity concerns. Howard Marks would investigate the underlying causes.
No Data
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-1.19%
Declining inventory generally indicates efficient management. Seth Klarman would confirm this doesn't create stock-out risks.
8.24%
Other current assets up over 5% yoy – potential ballooning of intangible or prepayments. Philip Fisher would scrutinize the nature of these assets carefully.
-8.14%
Declining current assets may signal efficient working capital or liquidity concerns. Benjamin Graham would investigate the composition of the decline.
4.15%
Net PP&E growth 0-5% yoy – modest changes. Peter Lynch might see it as routine replacement or small expansions.
No Data
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10.30%
Intangibles growing over 5% yoy – risk of over-capitalizing IP or acquisitions. Philip Fisher would demand clarity on R&D capitalization or synergy assumptions.
10.30%
Above 5% yoy – intangible buildup. Philip Fisher demands clarity on acquisitions or R&D capitalization that could raise impairment risk.
No Data
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No Data
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-0.92%
Declining other non-current assets simplifies the balance sheet. Seth Klarman would favor this reduction in complexity.
2.60%
Growth 0-5% yoy – slight. Peter Lynch might see it as conservative expansion or replacement-level spending.
No Data
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-2.57%
Declining total assets may signal asset sales or strategic downsizing. Seth Klarman would investigate the strategic rationale.
-3.45%
Declining payables indicates faster supplier payments but reduces free financing. Howard Marks would verify liquidity remains adequate.
-4.42%
Declining short-term debt reduces immediate leverage risk. Benjamin Graham would see this as improving financial safety.
-29.43%
Declining tax payables may indicate lower profits or faster payments. Seth Klarman would investigate the underlying cause.
-29.11%
Declining deferred revenue may signal weaker future sales pipeline. Howard Marks would investigate customer retention and new bookings.
-12.60%
Declining other current liabilities reduces near-term obligations. Benjamin Graham would see this as improving short-term financial position.
-6.14%
Declining current liabilities reduces short-term financial pressure. Seth Klarman would see this as improving liquidity position.
-22.28%
Declining long-term debt reduces leverage risk. Howard Marks would see this as improving financial stability.
No Data
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No Data
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-1.56%
Declining other non-current liabilities reduces long-term obligations. Howard Marks would see this as improving future financial flexibility.
-8.87%
Declining total non-current liabilities reduces long-term leverage risk. Benjamin Graham would see this as strengthening the balance sheet.
No Data
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-6.41%
Declining total liabilities strengthens the balance sheet. Howard Marks would see this as reducing financial risk.
No Data
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5.49%
5-10% yoy – moderate improvement. Seth Klarman notes normal reinvestment if returns are decent.
No Data
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No Data
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4.07%
0-5% yoy – modestly growing or flat equity. Seth Klarman sees mild improvement if consistent with earnings.
-2.57%
Declining total capital may indicate asset sales or poor capital allocation. Howard Marks would investigate strategic implications.
No Data
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-13.18%
Declining total debt reduces leverage risk. Seth Klarman would see this as improving financial stability and flexibility.
23.70%
Above 5% yoy – net debt expansion. Philip Fisher demands clarity on the reason for higher leverage vs. cash.