Revenue minus cost of goods sold. Graham's ≥40% threshold identifies businesses with durable pricing power. Note: software and financial companies naturally exceed this; retailers and manufacturers rarely reach it due to their cost structures.
Operating Margin-0.7%
Profit after operating costs before interest and taxes. A consistent ≥15% operating margin signals a business with real competitive advantages. Capital-intensive industries (airlines, auto, commodities) rarely hit this threshold due to their structural cost base — compare within industry for context.
Net Income Margin-10.0%
Bottom-line profit as a percentage of revenue. The ≥20% target reflects Buffett's preference for highly profitable businesses. Financial engineering (buybacks, tax optimisation) can inflate this temporarily — look for consistency across multiple years rather than a single strong result.
Financial Health
C
Years to Pay Off Debt-3.9 yrs
Total Debt ÷ Net Income. Lower = stronger balance sheet. Important caveat: utilities, telecoms, REITs, and infrastructure companies carry large structural debt by design — their bond-like cash flows service it comfortably at ratios that would alarm Graham. Compare within sector.
Working Capital vs Long-Term Debt$451M
Working Capital minus Long-Term Debt. Negative results are common and expected in capital-return-focused businesses like Apple, Domino's, and McDonald's — where aggressive buybacks and dividends intentionally reduce book equity. This does not indicate financial distress in high-FCF businesses.
Working Capital$1.0B
Current Assets minus Current Liabilities. Negative working capital can be a deliberate efficiency strategy in businesses that collect cash before paying suppliers (retailers, fast food franchises, subscription businesses). Assess alongside free cash flow generation for full context.
Valuation
B
Price-to-Book0.84x
Market price vs book value per share. Rarely below 1.5x for quality businesses today. Intangible assets (brand, software, patents) don't appear on the balance sheet under accounting rules, making P/B artificially high for asset-light companies like software and consumer brands.
Cash Flow
F
Free Cash Flow-$162M
Operating cash flow minus capital expenditures. Buffett's most important metric — cash a business actually generates for its owners after maintaining and growing its asset base. Consistently positive FCF is one of the strongest indicators of a durable, well-run business regardless of accounting profits.
Owner Earnings-$299M
Net Income + Depreciation & Amortisation − Capital Expenditures. Buffett's preferred measure of a company's true annual earning power — what could theoretically be distributed to owners without impairing the business. More reliable than reported EPS because it accounts for the capital cost of maintaining the business.
About Under Armour, Inc.
Under Armour, Inc., together with its subsidiaries, engages designs, developing, marketing, and distributing performance apparel, footwear, and accessories for men, women, and youth. The company provides its apparel in compression, fitted, and loose fit types. It also offers footwear products for running, training, basketball, cleated sports, recovery, and outdoor applications, as well as for casual use. In addition, the company provides accessories, which include gloves, bags, headwear, and socks. It primarily offers its products under the UNDER ARMOUR, ARMOUR, HEATGEAR, COLDGEAR, HOVR, UA, PROTECT THIS HOUSE, I WILL, ARMOUR FLEECE, and ARMOUR BRA brands. The company sells its products through wholesale channels, including national and regional sporting goods chains, independent and specialty retailers, department store chains, mono-branded Under Armour retail stores, institutional athletic departments, and leagues and teams, as well as independent distributors; and directly to consumers through its own brand and factory house retail stores and e-commerce websites. It operates in the United States, Canada, Europe, the Middle East, Africa, the Asia-Pacific, and Latin America. The company was incorporated in 1996 and is headquartered in Baltimore, Maryland.
Under Armour, Inc., together with its subsidiaries, engages designs, developing, marketing, and distributing performance apparel, footwear, and accessories for men, women, and youth. The company provides its apparel in compression, fitted, and loose fit types. It also offers footwear products for running, training, basketball, cleated sports, recovery, and outdoor applications, as well as for casual use. In addition, the company provides accessories, which include gloves, bags, headwear, and socks. It primarily offers its products under the UNDER ARMOUR, ARMOUR, HEATGEAR, COLDGEAR, HOVR, UA, PROTECT THIS HOUSE, I WILL, ARMOUR FLEECE, and ARMOUR BRA brands. The company sells its products through wholesale channels, including national and regional sporting goods chains, independent and specialty retailers, department store chains, mono-branded Under Armour retail stores, institutional athletic departments, and leagues and teams, as well as independent distributors; and directly to consumers through its own brand and factory house retail stores and e-commerce websites. It operates in the United States, Canada, Europe, the Middle East, Africa, the Asia-Pacific, and Latin America. The company was incorporated in 1996 and is headquartered in Baltimore, Maryland.
Metric Explanations
What each dimension measures and where the thresholds come from.
Gross Profit Margin
Revenue minus cost of goods sold. Graham's ≥40% threshold identifies businesses with durable pricing power. Note: software and financial companies naturally exceed this; retailers and manufacturers rarely reach it due to their cost structures.
Operating Margin
Profit after operating costs before interest and taxes. A consistent ≥15% operating margin signals a business with real competitive advantages. Capital-intensive industries (airlines, auto, commodities) rarely hit this threshold due to their structural cost base — compare within industry for context.
Net Income Margin
Bottom-line profit as a percentage of revenue. The ≥20% target reflects Buffett's preference for highly profitable businesses. Financial engineering (buybacks, tax optimisation) can inflate this temporarily — look for consistency across multiple years rather than a single strong result.
Years to Pay Off Debt
Total Debt ÷ Net Income. Lower = stronger balance sheet. Important caveat: utilities, telecoms, REITs, and infrastructure companies carry large structural debt by design — their bond-like cash flows service it comfortably at ratios that would alarm Graham. Compare within sector.
Working Capital vs Long-Term Debt
Working Capital minus Long-Term Debt. Negative results are common and expected in capital-return-focused businesses like Apple, Domino's, and McDonald's — where aggressive buybacks and dividends intentionally reduce book equity. This does not indicate financial distress in high-FCF businesses.
Working Capital
Current Assets minus Current Liabilities. Negative working capital can be a deliberate efficiency strategy in businesses that collect cash before paying suppliers (retailers, fast food franchises, subscription businesses). Assess alongside free cash flow generation for full context.
Price-to-Book
Market price vs book value per share. Rarely below 1.5x for quality businesses today. Intangible assets (brand, software, patents) don't appear on the balance sheet under accounting rules, making P/B artificially high for asset-light companies like software and consumer brands.
Free Cash Flow
Operating cash flow minus capital expenditures. Buffett's most important metric — cash a business actually generates for its owners after maintaining and growing its asset base. Consistently positive FCF is one of the strongest indicators of a durable, well-run business regardless of accounting profits.
Owner Earnings
Net Income + Depreciation & Amortisation − Capital Expenditures. Buffett's preferred measure of a company's true annual earning power — what could theoretically be distributed to owners without impairing the business. More reliable than reported EPS because it accounts for the capital cost of maintaining the business.
Net Income From Continuing Operation Net Minority Interest
-495,643
-201,267
232,042
374,459
Reconciled Depreciation
109,623
135,804
142,590
135,456
Reconciled Cost Of Revenue
2,707,512
2,689,566
3,071,626
3,259,334
EBITDA
74,230
8,557
372,341
399,042
EBIT
-35,393
-127,247
229,751
263,586
Net Interest Income
-30,288
-6,115
268
-12,826
Normalized Income
-419,012
-144,116
232,042
374,459
Net Income From Continuing And Discontinued Operation
-495,643
-201,267
232,042
374,459
Total Expenses
5,001,763
5,291,557
5,472,128
5,639,579
Total Operating Income As Reported
-163,112
-185,216
229,751
263,586
Diluted Average Shares
426,575
432,245
451,011
461,509
Basic Average Shares
426,575
432,245
440,324
451,426
Diluted EPS
0
0
0
0
Basic EPS
0
0
0
0
Diluted NI Availto Com Stockholders
-495,643
-201,267
232,943
375,358
Average Dilution Earnings
0
0
901
899
Net Income Common Stockholders
-495,643
-201,267
232,042
374,459
Net Income
-495,643
-201,267
232,042
374,459
Net Income Including Noncontrolling Interests
-495,643
-201,267
232,042
374,459
Net Income Continuous Operations
-495,643
-201,267
232,042
374,459
Earnings From Equity Interest Net Of Tax
-215
605
-26
-2,042
Tax Provision
294,752
-2,890
30,006
-108,645
Pretax Income
-200,676
-204,762
262,074
267,856
Other Income Expense
-134,995
-71,400
32,055
17,096
Other Non Operating Income Expenses
-7,276
-13,431
32,055
17,096
Special Income Charges
-127,719
-57,969
0
0
Write Off
1,821
Impairment Of Capital Assets
15,900
4,750
Restructuring And Mergern Acquisition
111,819
57,969
0
0
Net Non Operating Interest Income Expense
-30,288
-6,115
268
-12,826
Total Other Finance Cost
30,288
6,115
-268
12,826
Operating Income
-35,393
-127,247
229,751
263,586
Operating Expense
2,294,251
2,601,991
2,400,502
2,380,245
Selling General And Administration
2,294,251
2,601,991
2,400,502
2,380,245
Gross Profit
2,258,858
2,474,744
2,630,253
2,643,831
Cost Of Revenue
2,707,512
2,689,566
3,071,626
3,259,334
Total Revenue
4,966,370
5,164,310
5,701,879
5,903,165
Operating Revenue
4,966,370
5,164,310
5,701,879
5,903,165
Balance Sheet
2026
2025
2024
2023
2021
Ordinary Shares Number
426,217
425,993
435,963
444,501
Share Issued
426,217
425,993
435,963
444,501
Net Debt
881,276
93,764
Total Debt
1,939,633
1,299,452
1,442,788
1,521,181
Tangible Book Value
917,121
1,397,422
1,667,984
1,475,215
Invested Capital
2,604,804
2,485,403
2,829,078
2,640,625
Working Capital
1,041,897
1,219,954
1,698,221
1,589,201
Net Tangible Assets
917,121
1,397,422
1,667,984
1,475,215
Capital Lease Obligations
749,189
704,327
766,996
846,703
Common Stock Equity
1,414,360
1,890,278
2,153,286
1,966,147
Total Capitalization
2,004,969
2,485,403
2,748,159
2,640,625
Total Equity Gross Minority Interest
1,414,360
1,890,278
2,153,286
1,966,147
Stockholders Equity
1,414,360
1,890,278
2,153,286
1,966,147
Gains Losses Not Affecting Retained Earnings
-81,562
-93,938
-77,123
-67,842
Other Equity Adjustments
-81,562
-93,938
-77,123
-67,842
Retained Earnings
217,352
746,277
1,048,411
897,306
Additional Paid In Capital
1,278,429
1,237,798
1,181,854
1,136,536
Capital Stock
141
141
144
147
Common Stock
141
141
144
147
Total Liabilities Net Minority Interest
3,001,334
2,410,593
2,607,448
2,861,406
Total Non Current Liabilities Net Minority Interest
1,324,548
1,301,450
1,441,987
1,502,123
Other Non Current Liabilities
137,800
132,048
219,449
121,932
Long Term Debt And Capital Lease Obligation
1,186,748
1,169,402
1,222,538
1,380,191
Long Term Capital Lease Obligation
596,139
574,277
627,665
705,713
Long Term Debt
590,609
595,125
594,873
674,478
Current Liabilities
1,676,786
1,109,143
1,165,461
1,359,283
Other Current Liabilities
74,445
62,212
52,586
42,744
Current Debt And Capital Lease Obligation
752,885
130,050
220,250
140,990
Current Capital Lease Obligation
153,050
130,050
139,331
140,990
Current Debt
599,835
80,919
Other Current Borrowings
599,835
80,919
Pensionand Other Post Retirement Benefit Plans Current
85,982
108,202
68,149
Current Provisions
126,097
146,021
139,283
160,533
Payables And Accrued Expenses
637,377
662,658
685,193
1,015,016
Current Accrued Expenses
194,742
206,406
179,300
366,530
Payables
442,635
456,252
505,893
648,486
Total Tax Payable
22,558
26,308
22,162
Accounts Payable
420,077
429,944
483,731
648,486
Total Assets
4,415,694
4,300,871
4,760,734
4,827,553
Total Non Current Assets
1,697,011
1,971,774
1,897,052
1,879,069
Other Non Current Assets
118,915
163,270
91,515
67,089
Non Current Deferred Assets
52,282
286,160
221,033
186,908
Non Current Deferred Taxes Assets
52,282
286,160
221,033
186,908
Goodwill And Other Intangible Assets
497,239
492,856
485,302
490,932
Other Intangible Assets
4,471
5,224
7,000
8,940
Goodwill
492,768
487,632
478,302
481,992
Net PPE
1,028,575
1,029,488
1,099,202
1,134,140
Accumulated Depreciation
-926,022
-1,123,776
-1,156,435
-1,051,878
Gross PPE
1,954,597
2,153,264
2,255,637
2,186,018
Leases
430,441
457,419
495,181
462,721
Construction In Progress
18,750
24,176
175,960
138,069
Other Properties
443,135
403,732
463,609
510,919
Machinery Furniture Equipment
716,173
921,589
970,247
942,051
Buildings And Improvements
271,638
271,888
68,230
48,632
Land And Improvements
74,460
74,460
82,410
83,626
Current Assets
2,718,683
2,329,097
2,863,682
2,948,484
Other Current Assets
207,507
206,078
289,157
293,334
Restricted Cash
605,396
0
Prepaid Assets
286,422
Inventory
914,751
945,836
958,495
1,185,657
Receivables
681,861
675,822
757,339
758,564
Accounts Receivable
681,861
675,822
757,339
758,564
Allowance For Doubtful Accounts Receivable
-5,018
-17,020
-14,994
-10,813
Gross Accounts Receivable
686,879
692,842
772,333
769,377
Cash Cash Equivalents And Short Term Investments
309,168
501,361
858,691
710,929
Cash And Cash Equivalents
309,168
501,361
858,691
710,929
Cash Flow
2026
2025
2024
2023
2021
Free Cash Flow
-162,163
-228,003
203,637
-197,952
Repurchase Of Capital Stock
-25,000
-90,000
-75,000
-125,000
Repayment Of Debt
-290,000
-80,919
0
0
Issuance Of Debt
890,000
0
0
0
Capital Expenditure
-87,075
-168,684
-150,333
-158,066
Interest Paid Supplemental Data
34,008
10,545
4,428
19,218
End Cash Position
312,061
515,051
876,917
726,745
Beginning Cash Position
515,051
876,917
726,745
1,021,387
Effect Of Exchange Rate Changes
280
4,609
-19,775
-5,315
Changes In Cash
-203,270
-366,475
169,947
-289,327
Financing Cash Flow
560,628
-180,806
-78,690
-126,375
Cash Flow From Continuing Financing Activities
560,628
-180,806
-78,690
-126,375
Net Other Financing Charges
-16,562
-12,381
-6,883
-5,151
Proceeds From Stock Option Exercised
2,190
2,494
3,193
3,776
Net Common Stock Issuance
-25,000
-90,000
-75,000
-125,000
Common Stock Payments
-25,000
-90,000
-75,000
-125,000
Net Issuance Payments Of Debt
600,000
-80,919
0
0
Net Long Term Debt Issuance
600,000
-80,919
0
0
Long Term Debt Payments
-290,000
-80,919
0
0
Long Term Debt Issuance
890,000
0
0
0
Investing Cash Flow
-688,810
-126,350
-105,333
-123,066
Cash Flow From Continuing Investing Activities
-688,810
-126,350
-105,333
-123,066
Net Other Investing Changes
-601,235
Net Business Purchase And Sale
-500
42,334
45,000
35,000
Sale Of Business
0
58,000
45,000
35,000
Purchase Of Business
-500
-15,666
0
0
Net PPE Purchase And Sale
-87,075
-168,684
-150,333
-158,066
Sale Of PPE
0
0
1,413
Purchase Of PPE
-87,075
-168,684
-150,333
-158,066
Operating Cash Flow
-75,088
-59,319
353,970
-39,886
Cash Flow From Continuing Operating Activities
-75,088
-59,319
353,970
-39,886
Change In Working Capital
-85,908
-37,266
-79,495
-443,469
Change In Other Working Capital
1,061
14,808
-60,352
17,541
Change In Other Current Liabilities
-19,773
6,805
-21,427
851
Change In Other Current Assets
-90,002
-41,777
34,920
-60,944
Change In Payables And Accrued Expense
16,391
-121,140
-216,154
66,892
Change In Accrued Expense
10,463
-62,675
-18,267
-9,388
Change In Payable
5,928
-58,465
-197,887
76,280
Change In Account Payable
5,928
-58,465
-197,887
76,280
Change In Tax Payable
14,808
-60,352
17,541
-1,973
Change In Income Tax Payable
14,808
-60,352
17,541
-1,973
Change In Prepaid Assets
-31,818
13,116
-29,060
-37,907
Change In Inventory
39,309
10,941
216,484
-368,992
Change In Receivables
-1,076
79,981
-3,906
-60,910
Changes In Account Receivables
-1,076
79,981
-3,906
-60,910
Other Non Cash Items
108,147
56,084
8,213
4,151
Stock Based Compensation
45,625
52,974
42,998
36,811
Provisionand Write Offof Assets
-13,289
4,409
13,612
11,696
Deferred Tax
243,364
-61,794
-23,693
-153,143
Deferred Income Tax
243,364
-61,794
-23,693
-153,143
Depreciation Amortization Depletion
109,623
135,804
142,590
135,456
Depreciation And Amortization
109,623
135,804
142,590
135,456
Operating Gains Losses
12,993
-8,263
17,703
-5,847
Net Foreign Currency Exchange Gain Loss
8,485
-14,636
16,080
-8,463
Gain Loss On Sale Of PPE
4,508
6,373
1,623
2,616
Net Income From Continuing Operations
-495,643
-201,267
232,042
374,459
2/7
Graham Score
Speculative Investor
Fails most of Graham's safety criteria. Treat with caution.
Graham's Fair Value
N/A (negative EPS)
Margin of Safety
—
Market Cap / Net Assets
0.8x
Net Assets: $1.4B
Warren's Owner Earnings
-$299M
Latest fiscal year
Graham's 7 Criteria
Defensive Investor Checklist
2/7 — Speculative Investor
✅
Adequate Size
Graham required companies large enough to withstand economic downturns. This threshold ($1.5B) is inflation-adjusted from Graham's original $100M — virtually all S&P 500 companies pass this today.
$5.0B
vs > $1.5B revenue
❌
Strong Financial Condition
Current assets must be at least twice current liabilities. Note: highly profitable companies (Apple, Domino's) often run negative or low working capital deliberately — they collect cash fast and stretch payables. A failing score here is not always a warning sign.
1.62x
vs Current Ratio > 2.0x
❌
Earnings Stability
Graham required uninterrupted positive earnings. Any loss year is a red flag for defensive investors. Growth companies and cyclicals may show occasional losses during investment cycles or downturns without being fundamentally unsound.
2 loss years (4 yrs data)
vs No negative EPS years
❌
Dividend Record
Graham valued dividends as evidence of financial discipline and shareholder alignment. Many excellent modern businesses (Alphabet, Amazon, Berkshire Hathaway) pay no dividend, preferring to reinvest cash at high rates of return. Failing this criterion does not indicate a poor business — it may indicate a high-growth one.
No dividend
vs Uninterrupted dividends
❌
Earnings Growth
EPS grew from $0.84 to $0.52 over 1 years. Graham's 33% threshold was set over a 10-year period. Measured over fewer years (as here), the bar is proportionally lower. Share buybacks can also inflate EPS growth without reflecting underlying business improvement.
-38.1% EPS growth
vs > 33% EPS growth
❌
Moderate P/E Ratio
Graham's 15x P/E threshold was calibrated to 1960s market averages when interest rates were higher. Today's lower rate environment structurally supports higher multiples — the S&P 500 long-run average P/E is now closer to 20–25x. A stock trading at 20x is not automatically speculative in the modern context.
15.4x
vs P/E ≤ 15.0x
✅
Moderate Price-to-Book
Graham's 1.5x P/B threshold made sense when most company value was tangible. Today, intangible assets — brand, software, patents, network effects — rarely appear on the balance sheet. A high P/B in tech, pharma, or consumer brands often reflects intangible value, not overvaluation. P/FCF or EV/EBITDA are more reliable for asset-light businesses.
0.84x P/B (P/E×P/B: 13.0)
vs P/B ≤ 1.5x | P/E × P/B ≤ 22.5
Graham's 7 Criteria — Explained
What each criterion measures and why it matters.
✅ Adequate Size — $5.0Bvs > $1.5B revenue
Graham required companies large enough to withstand economic downturns. This threshold ($1.5B) is inflation-adjusted from Graham's original $100M — virtually all S&P 500 companies pass this today.
"The minimum size of an enterprise should be not less than $100 million of annual sales."
❌ Strong Financial Condition — 1.62xvs Current Ratio > 2.0x
Current assets must be at least twice current liabilities. Note: highly profitable companies (Apple, Domino's) often run negative or low working capital deliberately — they collect cash fast and stretch payables. A failing score here is not always a warning sign.
"For industrial companies, current assets should be at least twice current liabilities."
❌ Earnings Stability — 2 loss years (4 yrs data)vs No negative EPS years
Graham required uninterrupted positive earnings. Any loss year is a red flag for defensive investors. Growth companies and cyclicals may show occasional losses during investment cycles or downturns without being fundamentally unsound.
"The company should have shown no deficit in the past ten years."
❌ Dividend Record — No dividendvs Uninterrupted dividends
Graham valued dividends as evidence of financial discipline and shareholder alignment. Many excellent modern businesses (Alphabet, Amazon, Berkshire Hathaway) pay no dividend, preferring to reinvest cash at high rates of return. Failing this criterion does not indicate a poor business — it may indicate a high-growth one.
"Some current dividend payments — for at least the past 20 years."
EPS grew from $0.84 to $0.52 over 1 years. Graham's 33% threshold was set over a 10-year period. Measured over fewer years (as here), the bar is proportionally lower. Share buybacks can also inflate EPS growth without reflecting underlying business improvement.
"A minimum increase of at least one-third in per-share earnings over ten years."
❌ Moderate P/E Ratio — 15.4xvs P/E ≤ 15.0x
Graham's 15x P/E threshold was calibrated to 1960s market averages when interest rates were higher. Today's lower rate environment structurally supports higher multiples — the S&P 500 long-run average P/E is now closer to 20–25x. A stock trading at 20x is not automatically speculative in the modern context.
"The price-earnings ratio should be no more than 15 times average earnings."
Graham's 1.5x P/B threshold made sense when most company value was tangible. Today, intangible assets — brand, software, patents, network effects — rarely appear on the balance sheet. A high P/B in tech, pharma, or consumer brands often reflects intangible value, not overvaluation. P/FCF or EV/EBITDA are more reliable for asset-light businesses.
"The price should not be more than 1½ times book value. P/E × P/B ≤ 22.5."
These metrics estimate what Under Armour, Inc. is worth based on fundamentals — independent of what the market prices it at.
Graham's Fair Value and NCAV are conservative floors.
EPV assumes zero growth. These are reference points, not price targets.
Net Current Asset Value
$-1.39
Negative NCAV — liabilities exceed current assets. Common in capital-return businesses (buybacks, debt-funded dividends) and capital-intensive industries. Not automatically a warning sign.
"Buy at two-thirds of net current assets." — Graham
Earnings Power Value
$-1.94
Per share, no-growth floor. Compare to current price.
ROIC — Return on Invested Capital
-1.0%
Return on Invested Capital — Buffett's preferred measure for asset-light businesses. ROIC > 15% consistently signals a durable competitive advantage (moat). More meaningful than P/B for software, pharma, and consumer brand companies where most value is intangible and off-balance-sheet.
Cash Flow Analysis
Metric
2026
2025
2024
2023
2021
Capital Expenditure % of Net Income
N/A
N/A
64.8%
42.2%
N/A
Repurchase of Capital Stock
-$25M
-$90M
-$75M
-$125M
N/A
Free Cash Flow
-$162M▲
-$228M▼
$204M▲
-$198M•
N/A•
Warren's Owner Earnings
-$299M
$103M
$525M
$668M
N/A
Peers & Industry
No auto-detected peers for Apparel Manufacturing. You can manually compare UA against any stock using the Compare tool.
"The management of a business is its most important single factor — more important than market position, patents, or financial structure."
— Benjamin Graham
Capital Allocation & Alignment
Insider Ownership
9.97%
Moderate — some alignment with shareholders
Return on Equity (ROE)
-35.0%
Weak — poor returns on equity
Return on Assets (ROA)
-11.2%
Poor — assets are not generating adequate returns
Share Buybacks (Latest Year)
$25M
Management is returning capital to shareholders via buybacks
Debt Trend YoY
+49.3% YoY
Debt is growing — management is leveraging up
Leadership Team
Kevin Plank
Founder, President, CEO & Director
Age 52
Pay: $1,864,002
Reza Taleghani
Executive VP & CFO
Age 51
Lance Allega
Senior Vice President of Investor Relations & Corporate Development
Top Institutional Holders
Institution
% Owned
Shares
BDT Capital Partners, LLC
32.04%
65,050,733
Fairfax Financial Holdings Ltd
10.84%
21,999,128
Blackrock Inc.
8.24%
16,725,844
Dimensional Fund Advisors LP
5.67%
11,518,415
Vanguard Capital Management LLC
3.83%
7,777,523
Vanguard Portfolio Management LLC
3.26%
6,616,460
State Street Corporation
2.27%
4,616,364
Neuberger Berman Group, LLC
1.97%
4,003,227
Risk Analysis
Beta (Market Risk)
1.69
High volatility — moves more than the market
Debt-to-Equity
1.37x
Moderate leverage
Current Ratio
1.62x
Adequate liquidity
52-Week Price Range
Low: $3.95Current: $5.87High: $7.91
Currently at 49% of 52-week range
Under Armour, Inc. (UA) fundamental analysis — Overall grade D based on profitability, financial health, valuation and cash flow. Graham's
Fair Value: N/A (negative EPS). Gross profit margin: 45.5%. Operating margin: -0.7%. Net margin: -10.0%. Market cap: $2.5B. Sector: Consumer Cyclical. Industry: Apparel Manufacturing. Analysis powered by 360investing — free fundamental stock analysis based on Benjamin Graham and Warren Buffett
principles.
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