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TKO

TKO Group Holdings, Inc.

TKO

TKO Group Holdings, Inc. NYSE
$193.89 0.27% (+0.52)

Market Cap $15.81 B
52w High $212.49
52w Low $133.07
Dividend Yield 3.04%
P/E 74
Volume 696.77K
Outstanding Shares 81.52M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $1.12B $354.006M $41.005M 3.661% $0.5 $299.534M
Q2-2025 $1.308B $346.096M $98.365M 7.518% $1.2 $459.863M
Q1-2025 $1.269B $315.536M $58.408M 4.603% $0.72 $329.513M
Q4-2024 $642.196M $221.445M $30.98M 4.824% $0.38 $184.318M
Q3-2024 $681.273M $194.069M $23.136M 3.396% $0.71 $235.902M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $861.41M $15.547B $6.098B $3.821B
Q2-2025 $535.061M $15.342B $4.979B $4.265B
Q1-2025 $470.86M $15.01B $4.815B $4.162B
Q4-2024 $525.556M $12.7B $3.981B $4.091B
Q3-2024 $457.41M $12.77B $4.095B $4.045B

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $106.79M $416.775M $-23.998M $-63.917M $314.765M $398.924M
Q2-2025 $273.097M $396.221M $-18.682M $-160.364M $229.058M $423.506M
Q1-2025 $165.556M $162.824M $-30.988M $-185.671M $-48.635M $135.539M
Q4-2024 $47.501M $56.838M $6.086M $7.332M $68.146M $36.529M
Q3-2024 $3.609M $236.532M $-16.839M $-40.286M $179.878M $280.1M

Five-Year Company Overview

Income Statement

Income Statement TKO’s top line has grown strongly over the last few years, especially after combining UFC and WWE under one roof. The core business of live events, media rights, and content looks solid, with healthy margins from operations. However, the bottom-line profit is choppy: earlier years were comfortably profitable, but the transition into the new TKO structure has brought one‑off items, integration costs, and heavier interest and non‑cash charges that leave recent net income close to breakeven. In simple terms, the underlying engine appears strong, but accounting noise and deal-related costs blur the true earnings picture in the short term.


Balance Sheet

Balance Sheet The balance sheet has transformed from a relatively modest asset base into a much larger one after the merger, driven mainly by acquired brands, media rights, and other intangibles. TKO now carries a meaningful amount of debt, which looks manageable but clearly matters more in a higher‑rate environment and during any downturn in demand. Equity has also increased substantially, giving the company a thicker capital cushion than before. Overall, this is now a big, asset‑light media platform with sizeable intangible value and a leverage profile that needs monitoring but does not appear extreme based on the current scale of the business.


Cash Flow

Cash Flow Cash generation is a key strength. Operating cash flow has been consistently solid and has grown over time, while capital spending needs are relatively low. That means free cash flow is strong and fairly close to what the business generates from operations. This fits an asset‑light model built around content, rights, and events rather than heavy physical infrastructure. The main watchpoints are how much of this cash must go to interest, debt service, and potential talent or rights costs, rather than flowing through to strengthen the balance sheet.


Competitive Edge

Competitive Edge TKO enjoys a rare combination of globally recognized brands, devoted fan communities, and control of must‑see live content. UFC essentially defines mainstream mixed martial arts, and WWE remains the dominant name in sports entertainment. This gives TKO strong bargaining power in media rights negotiations and creates high barriers for would‑be competitors. The extensive content libraries and rosters of exclusive talent deepen this moat. Key risks are dependence on a relatively narrow set of franchises, the need to keep stars and storylines fresh, and exposure to shifts in how younger audiences consume live sports and entertainment.


Innovation and R&D

Innovation and R&D Innovation at TKO is less about traditional R&D and more about how technology is used to enhance content, improve performance, and engage fans. UFC’s performance institutes and data tools, including AI‑driven analytics, aim to improve both athlete output and the broadcast experience. WWE has a long record of experimenting with new distribution models and production technologies, and is now leaning into cinematic presentation, advanced camera work, and early use of AI in creative workflows. Partnerships around virtual and augmented reality, as well as the move of key programming to major streaming platforms, show a company actively adapting to where attention is going rather than where it has been.


Summary

TKO has quickly become a scaled, global live‑entertainment and media rights platform by uniting UFC and WWE. The business model produces attractive margins and strong cash flow, supported by powerful brands and loyal fan bases. At the same time, the financial statements are in a transition phase: reported earnings are noisy due to deal structures and non‑cash items, and the balance sheet carries a meaningful level of debt. Longer term, the main opportunities lie in international expansion, richer media deals, and new forms of digital and immersive fan engagement. The main uncertainties center on execution of the integration, maintaining star power and audience relevance, managing leverage in a changing rate and media environment, and adapting to fast‑shifting viewing habits.