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PNTG

The Pennant Group, Inc.

PNTG

The Pennant Group, Inc. NASDAQ
$27.70 -1.39% (-0.39)

Market Cap $958.25 M
52w High $31.96
52w Low $21.18
Dividend Yield 0%
P/E 36.93
Volume 111.55K
Outstanding Shares 34.59M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $229.039M $35.925M $6.081M 2.655% $0.18 $12.483M
Q2-2025 $219.501M $18.773M $7.085M 3.228% $0.21 $14.007M
Q1-2025 $209.842M $16.732M $7.775M 3.705% $0.23 $14.473M
Q4-2024 $188.892M $15.768M $5.758M 3.048% $0.17 $11.078M
Q3-2024 $180.688M $14.52M $6.205M 3.434% $0.2 $12.396M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $2.336M $753.641M $410.598M $321.913M
Q2-2025 $14.385M $751.417M $417.79M $313.302M
Q1-2025 $5.221M $743.623M $420.597M $303.597M
Q4-2024 $24.246M $679.521M $367.556M $293.283M
Q3-2024 $4.464M $646.759M $459.472M $169.377M

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $6.081M $13.922M $-14.595M $-11.376M $-12.049M $10.466M
Q2-2025 $7.981M $34.643M $-10.054M $-15.425M $9.164M $31.579M
Q1-2025 $7.775M $-21.229M $-50.301M $52.505M $-19.025M $-23.189M
Q4-2024 $6.53M $20.569M $-4.397M $3.61M $19.782M $17.247M
Q3-2024 $6.205M $7.693M $-33.007M $26.735M $1.421M $6.785M

Revenue by Products

Product Q4-2024Q1-2025Q2-2025Q3-2025
Home Health And Hospice Services Segment
Home Health And Hospice Services Segment
$260.00M $160.00M $170.00M $170.00M
Senior Living Services Segment
Senior Living Services Segment
$90.00M $50.00M $50.00M $60.00M

Five-Year Company Overview

Income Statement

Income Statement Revenue has grown steadily over the past five years, showing a clear upward trajectory rather than stop‑and‑start growth. Profitability has improved alongside that growth: operating profit and EBITDA have moved from roughly break-even levels to clearly positive territory, and net income has become more consistently positive after a soft patch in 2021. That said, this is still a thin‑margin business, typical for post‑acute and senior care, so even small swings in costs or reimbursement can have an outsized impact on earnings. Overall, the income statement tells a story of a company that has scaled gradually, regained momentum after a dip, and is learning to convert growth into better profit, but with limited room for error.


Balance Sheet

Balance Sheet The balance sheet looks healthier now than a few years ago. Total assets have crept up, but the bigger story is that equity has grown meaningfully, suggesting that retained earnings and overall financial footing have improved. Debt levels remain significant but have trended down, reducing leverage and financial risk compared with earlier years. Cash on hand is modest, which means the company has a relatively small buffer if conditions worsen, but the combination of lower debt and higher equity points to a more resilient capital structure than before. The profile is moving from “stretched but manageable” toward “cautiously solid,” though not cash‑rich.


Cash Flow

Cash Flow Cash generation has improved from being somewhat inconsistent to more reliable. Operating cash flow dipped into negative territory once earlier in the period but has since recovered and become steadily positive, broadly matching the improvement seen in earnings. Free cash flow has been positive in most years despite ongoing spending on facilities and equipment, which appears disciplined and relatively modest. This pattern suggests that the business does not require heavy capital investment to grow and that earnings are increasingly backed by real cash, not just accounting profit. The main watchpoint is that there is not a large cash cushion, so continued solid cash generation is important.


Competitive Edge

Competitive Edge Pennant operates in home health, hospice, and senior living—segments that are fragmented, highly local, and sensitive to staffing and reimbursement trends. Its competitive edge comes less from scale or proprietary technology and more from its operating model: decentralized decision‑making, strong local leadership, and a culture that aims to attract and retain motivated operators in each community. This can be powerful in local markets where relationships and reputation matter, and it also makes Pennant an appealing buyer for smaller agencies that want to retain some autonomy. The flip side is that performance depends heavily on the quality and continuity of local leadership, and the company still faces intense competition for staff, pressure on reimbursement, and the usual regulatory risks in healthcare services.


Innovation and R&D

Innovation and R&D Pennant is not an R&D‑heavy or technology‑driven company in the traditional sense. Its main “innovation” is organizational: training and empowering local leaders, supported by a centralized service center for back‑office functions. Programs like the CEO‑in‑Training pipeline aim to create many entrepreneurial leaders inside the company, which is unusual in this space and central to its strategy. On the technology side, Pennant tends to partner and adopt rather than invent—evidenced by its work with Kno2 to improve health information exchange and automation in patient care. Future innovation will likely focus on deepening its continuum of care, refining this leadership model, and layering in practical technologies that support local teams rather than headline‑grabbing tech projects.


Summary

Overall, Pennant looks like a steadily maturing healthcare services platform built around culture and local leadership rather than heavy assets or proprietary tech. The financials show consistent revenue growth, improving profitability, and strengthening leverage, but with thin margins and a limited cash buffer that leave the company exposed to shocks in labor costs or reimbursement. The balance sheet and cash flow trends are moving in the right direction, suggesting better financial discipline and more resilient operations than a few years ago. Competitively, its decentralized model and leadership focus give it a differentiated position in a fragmented market, especially for acquisitions and local relationships, but success is highly dependent on execution at the agency level. The key watchpoints are maintaining leadership quality, managing regulatory and labor pressures, continuing to integrate acquisitions well, and making sure that culture‑driven advantages translate into durable, cash‑backed growth over time.