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DXC

DXC Technology Company

DXC

DXC Technology Company NYSE
$13.20 0.69% (+0.09)

Market Cap $2.38 B
52w High $23.75
52w Low $11.82
Dividend Yield 0%
P/E 6.53
Volume 1.13M
Outstanding Shares 180.16M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q2-2026 $3.161B $365M $36M 1.139% $0.2 $479M
Q1-2026 $3.159B $698M $16M 0.506% $0.088 $430M
Q4-2025 $3.169B $439M $264M 8.331% $1.46 $714M
Q3-2025 $3.225B $655M $57M 1.767% $0.31 $524M
Q2-2025 $3.241B $682M $42M 1.296% $0.23 $497M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q2-2026 $1.888B $13.582B $10.246B $3.071B
Q1-2026 $1.792B $13.438B $10.008B $3.168B
Q4-2025 $1.796B $13.205B $9.715B $3.229B
Q3-2025 $1.723B $13.033B $9.781B $2.99B
Q2-2025 $1.245B $13.504B $10.268B $2.981B

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q2-2026 $40M $409M $-145M $-136M $96M $268M
Q1-2026 $16M $186M $-77M $-110M $-4M $143M
Q3-2025 $57M $650M $-85M $-68M $478M $568M
Q2-2025 $42M $195M $-70M $-230M $-72M $154M
Q1-2025 $25M $238M $-188M $41M $93M $83M

Five-Year Company Overview

Income Statement

Income Statement DXC’s income statement shows a company in the middle of a long turnaround. Sales have been drifting down over the past several years, which suggests pressure on the traditional parts of the business and possible contract churn or pricing pressure. Despite this, basic profitability has improved recently: operating and net income have moved from losses to modest profits. That means management has been cutting costs and reshaping the business faster than revenue has been falling. Overall, this is a story of shrinking top line but slowly repairing margins, with earnings still somewhat fragile and not yet consistently strong.


Balance Sheet

Balance Sheet The balance sheet points to a company that has been slimming down. Total assets and shareholder equity have both declined over time, which often reflects divestitures, write‑downs, or consistent share returns rather than growth investment. Debt remains sizable relative to equity, so leverage is still an important risk to monitor, even though it has been nudged lower from earlier peaks. Cash on hand moves around from year to year but is generally adequate, helped by positive free cash flow. In short, the balance sheet is healthier than it was, but still not conservative and leaves less room for big mistakes.


Cash Flow

Cash Flow Cash flow is one of DXC’s clearer strengths. Cash generated from day‑to‑day operations has been steady and solid in recent years, and after routine investment spending, the company has produced positive free cash flow most years. That indicates the underlying business, even while shrinking, still throws off real cash. Investment needs are relatively modest, which supports ongoing debt service and restructuring efforts. The main caveat is that cash flow is coming more from efficiency and cost actions than from growth, so there is a limit to how far this lever alone can carry the story.


Competitive Edge

Competitive Edge DXC operates in a crowded global IT services market, competing with some of the largest and most capable firms in the world. Its main advantages come from being deeply embedded in clients’ core systems, especially in regulated and complex industries like banking, insurance, and the public sector. These long‑standing relationships and mission‑critical workloads create high switching costs and can keep revenue streams sticky. On the other hand, the company is still heavily associated with legacy infrastructure and outsourcing, areas under pricing and competitive pressure as clients move faster to cloud‑native and digital solutions. The competitive position is therefore mixed: strong incumbency and scale, but in a segment of the market that must evolve quickly to stay relevant.


Innovation and R&D

Innovation and R&D DXC’s innovation is more service‑driven than lab‑driven. The company focuses on modernizing legacy IT, hybrid cloud integration, cybersecurity, and embedding AI and automation into client environments. It has built frameworks like its cloud modernization and AI programs, and partners with hyperscalers and AI specialists to accelerate solutions rather than developing everything in‑house. Industry‑specific tools in insurance and financial services remain a differentiator, as they are tightly woven into clients’ operations. The opportunity is that AI, automation, and cloud migration can refresh DXC’s image and offerings; the risk is that many rivals are pursuing the same themes, so execution speed and proof of client outcomes will matter more than headlines about technology.


Summary

DXC today looks like a mature IT services provider working through a multi‑year repair job. Revenue has been slowly shrinking, but profitability and cash generation have improved as management cuts costs and exits less attractive work. The balance sheet carries meaningful leverage but is gradually being de‑risked with steady free cash flow. Competitively, DXC benefits from deep, long‑term client relationships and mission‑critical workloads, yet operates in a tough, price‑sensitive market where peers are also pushing hard into cloud and AI. Future performance will hinge on whether the company can pivot its legacy base toward higher‑value digital, cloud, and AI‑enabled services fast enough to offset ongoing pressure on its older contracts, while keeping margins and debt under control.