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COOK

Traeger, Inc.

COOK

Traeger, Inc. NYSE
$0.91 11.10% (+0.09)

Market Cap $123.99 M
52w High $3.43
52w Low $0.75
Dividend Yield 0%
P/E -1.14
Volume 3.64M
Outstanding Shares 136.11M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $125.396M $42.164M $-89.819M -71.628% $-0.67 $-69.009M
Q2-2025 $145.483M $63.095M $-7.384M -5.076% $-0.055 $13.627M
Q1-2025 $143.283M $56.047M $-778K -0.543% $-0.01 $3.412M
Q4-2024 $168.637M $69.128M $-6.958M -4.126% $-0.05 $13.502M
Q3-2024 $122.05M $59.116M $-19.789M -16.214% $-0.15 $2.491M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $5.866M $689.622M $503.486M $186.136M
Q2-2025 $10.301M $780.62M $506.374M $274.246M
Q1-2025 $12.034M $825.6M $546.05M $279.55M
Q4-2024 $14.981M $830.677M $554.247M $276.43M
Q3-2024 $16.872M $818.076M $538.25M $279.826M

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $-89.819M $7.554M $-1.213M $-10.776M $-4.435M $6.391M
Q2-2025 $-7.384M $18.292M $-2.748M $-17.277M $-1.733M $15.667M
Q1-2025 $-778K $-20.837M $-1.902M $19.792M $-2.947M $-22.748M
Q4-2024 $-6.958M $7.472M $-2.098M $-7.265M $-1.891M $5.374M
Q3-2024 $-19.789M $15.147M $-2.343M $-13.957M $-1.153M $12.774M

Revenue by Products

Product Q4-2024Q1-2025Q2-2025Q3-2025
Accessories
Accessories
$100.00M $30.00M $30.00M $20.00M
Consumables
Consumables
$60.00M $30.00M $40.00M $30.00M
Grills
Grills
$170.00M $90.00M $70.00M $80.00M

Five-Year Company Overview

Income Statement

Income Statement Revenue has drifted down from its peak a few years ago, but it appears to be stabilizing rather than collapsing. Profitability has been through a painful cycle: the business moved from modest profits to heavy losses, especially in the middle of the period, and has now worked its way back toward roughly break-even at the operating level. Gross profitability (what’s left after product costs) has held up reasonably well, suggesting the core product economics are intact, but overhead and restructuring have weighed on the bottom line. Net losses remain, yet they are much smaller than in the worst year, indicating that management’s cost and efficiency efforts are starting to work, though the turnaround is not complete.


Balance Sheet

Balance Sheet The balance sheet shows a company that is still somewhat stretched but more controlled than it was right after the IPO. Total assets have come down from earlier highs, reflecting a leaner footprint, while debt remains meaningful relative to the size of the business. Equity has been eroded since listing, mainly due to past losses, which leaves less of a financial cushion than before. Cash on hand is not large, so Traeger is not sitting on a big safety buffer, but it is also not obviously overextended; the structure looks manageable as long as profitability continues to improve and credit markets remain accessible.


Cash Flow

Cash Flow Cash generation looks healthier than the earnings line would suggest. Operating cash flow has generally been positive except during the most difficult year, helped by tighter working capital management. Free cash flow has been modest but mostly positive, indicating that the company has been able to fund its operations and necessary investments without large ongoing cash burn. Capital spending has stayed fairly restrained, pointing to a focus on selective, high‑priority projects rather than aggressive expansion. Overall, cash flow trends support the idea of a company that has moved out of crisis mode and into a more disciplined, cash‑aware phase.


Competitive Edge

Competitive Edge Traeger holds a strong niche within outdoor cooking as the original mass‑market wood‑pellet grill brand. Its edge is built on a premium brand image, a loyal community of users, and a tightly integrated ecosystem of grills, pellets, accessories, rubs, and sauces that encourages repeat purchases. The “Traegerhood” community, heavy social presence, and collaborations with influencers act as powerful marketing that competitors struggle to replicate. At the same time, competition in outdoor cooking is intense, with established grill makers and lower‑priced pellet options pressing on both price and innovation. Traeger’s advantage is real but not unassailable; it needs to keep reinforcing its brand and ecosystem to stay ahead.


Innovation and R&D

Innovation and R&D Innovation is a clear bright spot. Traeger has turned grills into connected devices with its WiFIRE technology and app, allowing remote control, guided recipes, and a seamless user experience that differentiates it from traditional grills. Its D2 drivetrain, TurboTemp features, and advanced premium lines show consistent engineering effort aimed at performance and ease of use. The company is also broadening its product set with new lines and entry into adjacent categories like griddles, while working to push high‑end features down into more affordable models. Hiring in firmware and R&D, plus a stated focus on the digital experience and cost‑saving initiatives, suggests ongoing commitment to product and platform development rather than a one‑time push.


Summary

Traeger today looks like a brand‑rich but still financially recovering consumer company. The core business has moved from a sharp boom and bust around the IPO toward a more stable, efficiency‑focused phase, with losses narrowing and cash flow improving. Its strongest assets are its brand, community, and connected product ecosystem, which help support pricing and recurring sales of pellets and accessories. Key risks revolve around its relatively thin financial cushion, exposure to discretionary consumer spending, and a crowded competitive field in outdoor cooking. Future performance will hinge on whether Traeger can convert its innovation and loyal user base into steady, profitable growth without overextending its balance sheet or sacrificing product quality.