Performance Food Group Company
Performance Food Group Company, through its subsidiaries, markets and distributes more than 300,000 food and food-related products to customers across North America, from our over 150 distribution centers to over 350,000 customer locations in the food-away-from-home industry. Our over 44,000 employees serve a diverse mix of customers, from independent and chain restaurants to schools, business and industry locations, vending distributors, office coffee service distributors, retailers, convenience stores, and theaters. We source our products from various suppliers and serve as an important partner to our suppliers by providing them access to our broad customer base. In addition to the products we offer to our customers, we provide value-added services by allowing our customers to benefit from our industry knowledge, scale, and expertise in the areas of product selection and procurement, menu development, and operational strategy.
The Company had no customers that comprised more than 10% of consolidated net sales for fiscal 2026, fiscal 2025, or fiscal 2024.
Our Segments
Based on the Company’s organizational structure and how the Company’s management reviews operating results and makes decisions about resource allocation, the Company has three reportable segments: Foodservice, Convenience, and Specialty. Corporate & All Other is comprised of unallocated corporate overhead and certain operations that are not considered separate reportable segments based on their size. Corporate & All Other may also include capital expenditures for certain information technology projects that are transferred to the segments once placed in service.
Foodservice. Foodservice offers a broadline assortment of products, including custom-cut meat and seafood, as well as products that are specific to our customers’ menu requirements. In addition to the products we offer, Foodservice provides value-added services, including product selection and procurement, menu development, and operational strategies. Foodservice operates a network of 90 distribution centers, each of which is run by a business team who understands the local markets and the particular needs of its customers and who is empowered to make decisions on how best to serve them.
The Foodservice segment markets and distributes food and food-related products to independent restaurants, chain restaurants, and other institutional food-away-from-home locations. Independent customers include family dining, bar and grill, pizza and Italian, Hispanic, and fast casual restaurants. We seek to increase the mix of our total sales to independent customers because they typically use more value-added services, particularly in the areas of product selection and procurement, market trends, menu development, and operational strategy and also use more of our proprietary-branded products (“Performance Brands”), which are our higher margin products. As a result, independent customers generate higher gross profit per case that more than offsets the generally higher supply chain costs that we incur in serving these customers. Chain customers are multi-unit restaurants with five or more locations and include fine dining, family and casual dining, fast casual, and quick-serve restaurants, as well as other institutions such as schools, healthcare facilities, business and industry locations, and retail establishments. Our Foodservice segment’s chain customers include regional businesses requiring short-haul routes as well as national businesses requiring long-haul routes, including many of the most recognizable family and casual dining restaurant chains. Sales to chain customers are typically lower gross margin but have larger deliveries than those to independent customers.
We offer our customers products ranging from “center-of-the-plate” items (such as beef, pork, poultry, and seafood), frozen foods, refrigerated products, and dry groceries to disposables, cleaning and kitchen supplies, and related products. Our products consist of Performance Brands, as well as nationally branded products and products bearing our customers’ brands. Our Performance Brands typically generate higher gross profit per case than other brands. Nationally branded products are attractive to chain, independent, and other customers seeking recognized national brands in their operations and complement sales of our Performance Brand products. Some of our chain customers, particularly those with national distribution, develop exclusive stock keeping units (“SKU”) specifications directly with suppliers and brand these SKUs. We purchase these SKUs directly from suppliers and receive them into our distribution centers, where they are mixed with other SKUs and delivered to the chain customers’ locations.
Convenience. The Convenience segment is one of the largest wholesale consumer products and foodservice distributors in the convenience retail industry. Convenience offers a full range of products, marketing programs and technology solutions to customer locations including traditional convenience stores, drug stores, mass merchants, grocery stores, liquor stores and other specialty and small format stores that carry convenience products in the United States and Canada. Convenience’s product offering includes cigarettes and alternative nicotine products, candy, snacks, food, including fresh products, groceries, dairy, bread, beverages, general merchandise and health and beauty care products. Convenience operates a network of 38 distribution centers and six redistribution centers in the U.S. and Canada, excluding two distribution facilities it operates as a third-party logistics provider. There are 34 distribution centers located in the U.S. and four located in Canada.
Specialty. Specialty is a leading national distributor of candy, snacks, and beverages as well as fresh and frozen perishable foods and other non-food items operating a network of 26 Specialty distribution centers.
3
Specialty has successfully built upon our national network to broaden the channels we serve. Specialty distribution centers deliver to vending and office coffee service distributors as well as direct to customer locations, including retailers, entertainment venues, and theaters. Specialty’s scale in the channels we serve enhances our ability to procure a broad variety of products for our customers. Specialty’s distribution model also provides small parcel “pick and pack” capabilities, including fulfillment of ambient, frozen, fresh and temperature sensitive items, utilizing third-party carriers to deliver direct to consumers for our supplier partners and direct to our customers whose order sizes are too small to be served effectively by our fleet network. We believe these capabilities, in conjunction with the diversity of our inventory, are differentiating and allow us to serve many distinct customer types and provide distribution options to our customers.
Suppliers
We source our products from various suppliers and serve as an important partner to our suppliers by providing them access to our broad customer base. Many of our suppliers provide products to each of our reportable segments, while others sell to only one segment. Our supplier base consists principally of large corporations that sell their national brands, our Performance Brands, and sometimes both. We also buy from smaller suppliers, particularly on a regional basis, and particularly those that specialize in produce and other perishable commodities. Many of our suppliers provide sales material and sales call support for the products that we purchase.
Pricing
Our pricing to customers is either set by contract with the customer or is priced at the time of order. If the price is by contract, it is either based on a percentage markup over cost or a fixed markup per unit, and the unit may be expressed either in cases or pounds of product. If the pricing is set at time of order, the pricing is agreed to between our sales associate and the customer and is typically based on a product cost that fluctuates weekly or more frequently.
If contracts are based on a fixed markup per unit or pound, our customers bear the risk of cost fluctuations during the contract life. In the case of a fixed markup percentage, we typically bear the risk of cost deflation or the benefit of cost inflation. If pricing is set at the time of order, we have the current cost of goods in our inventory and typically pass cost increases or decreases to our customers. We generally do not lock in or otherwise hedge commodity costs or other costs of goods sold except within certain customer contracts based on a fixed markup per unit or pound where the customer bears the risk of cost fluctuation. We believe that our pricing mechanisms provide us with significant insulation from fluctuations in the cost of goods that we sell. Our inventory turns, on average, every three to four weeks, which further protects us from cost fluctuations.
Our fuel purchases are subject to fluctuations in market prices. We seek to minimize the effect of higher diesel fuel costs both by reducing fuel usage and by taking action to offset higher fuel prices. We reduce usage by designing more efficient truck routes and by increasing miles per gallon through on-board computers that monitor and adjust idling time and maximum speeds and through other technologies. We seek to manage fuel prices through diesel fuel surcharges to our customers (which are generally recognized on a one-month lag following changes in fuel prices) and through the use of costless collars or swaps. As of June 27, 2026, we had collars in place for approximately 5% of the gallons we expect to use over the twelve months following June 27, 2026. Additionally, subsequent to June 27, 2026, the Company entered into a swap for an additional 15% of the gallons we expect to use over the twelve months following June 27, 2026.
Competition
The food-away-from-home industry is highly competitive, with numerous national, regional, local, and specialty distributors. Certain of our competitors may have greater scale and greater financial and other resources than we do in certain markets. Smaller distributors often align themselves with other smaller distributors through purchasing cooperatives and marketing groups to enhance their geographic reach, private label offerings, overall purchasing power, cost efficiencies, and to assemble delivery networks for national or multi-regional distribution. We often do not have exclusive service agreements with our customers, and our customers may switch to other distributors if those distributors can offer lower prices, differentiated products, or customer service that is perceived to be superior. We believe that most purchasing decisions in the foodservice business are based on the quality and price of the product and a distributor’s ability to fill orders completely and accurately and to provide timely deliveries.
We believe we have a competitive advantage through economies of scale in purchasing and procurement, which allow us to offer a broad variety of products (including our proprietary Performance Brands) at competitive prices to our customers. Our customers benefit from our ability to provide them with extensive geographic coverage as they continue to grow. We believe we also benefit from supply chain efficiency, including a growing inbound logistics backhaul network that uses our collective distribution network to deliver inbound products across business segments; best practices in warehousing, transportation, and risk management; the ability to benefit from the scale of our purchases of items and services not for resale, such as trucks, construction materials, insurance, banking relationships, healthcare, and material handling equipment; and the ability to optimize our networks so that customers are served from the most efficient distribution centers, which minimizes the cost of delivery. We believe these efficiencies and economies of scale provide opportunities for improvements in our operating margins.
4
Seasonality
Historically, the food-away-from-home industry is seasonal, with lower profit in the first quarter of each calendar year. Consequently, we may experience lower operating profit during our third fiscal quarter, depending on the timing of acquisitions, if any.
Trademarks and Trade Names
We have numerous perpetual trademarks and trade names that are of significant importance, including Performance Food Group®, Performance Foodservice®, Core-Mark®, and VistarSM. We also have registered or applied for trademark protections for our Performance Brands. These trademarks and the Performance Brands on which they are used are widely recognized within the foodservice industry. Although in the aggregate these trademark and trade names are material to our results of operations, we believe the loss of a trademark or trade name individually would not have a material adverse effect on our results of operations. We do not have any material patents or licenses.
Human Capital Resources
Associates. Our people are the driving force behind delivering on our commitments to customers, communities, and stockholders. As of June 27, 2026, our team included over 44,000 associates across North America. Approximately 99% of our associates were employed on a full-time basis, and approximately 70% were non-exempt, or paid on an hourly basis. Our workforce spans a wide range of functions, from warehouse operations and delivery drivers to corporate teams and frontline customer support, each playing a vital role in serving our customers and communities. As of June 27, 2026, approximately 2,800 associates were members of local unions.
Compensation and Benefits. We believe that fair, competitive compensation is fundamental to attracting and retaining top talent. Our compensation approach combines base pay aligned with external market data and performance-based incentive programs. Eligible associates can participate in short-term incentive plans, including cash bonuses tied to the Company’s financial performance and other key priorities. For long-term growth, we offer equity awards to eligible associates, designed to foster ownership, reward sustained contributions, and align our shared interests with those of our stockholders.
We offer a comprehensive suite of benefits to support the well-being of our associates and their families. These benefits include time off through paid vacation, sick days, holidays, and personal time, as well as family leave; insurance offerings such as disability insurance, life insurance and healthcare; and financial benefits such as a 401(k) plan with a company match, an Employee Stock Purchase Plan, adoption assistance, education assistance, a scholarship program for children of associates, flexible spending accounts, and health savings accounts. Additionally, we offer an Employee Assistance Program that provides professional support for associates and their family members to balance the stress of personal and professional demands at home, in the office, in distribution centers and on the road. In addition to compensation and benefits, we offer associate recognition programs to foster a culture of appreciation and reinforce the behaviors that drive our success.
Talent Acquisition, Learning, and Organizational Development. Our talent acquisition strategy focuses on attracting, developing, engaging, and retaining individuals whose unique skills, experiences, and values come together to align with our business goals and culture. Our enterprise-wide learning strategy is designed to help associates succeed in their current roles while preparing them for future growth. By reviewing strategic needs, compliance training requirements, and associate engagement survey data, we create and implement comprehensive training programs to support both organizational and associate growth. We use a blend of instructor-led sessions and self-paced online learning to provide accessible, role-specific training. Our leadership development program provides training opportunities for all levels of leadership, from entry level to executive. Additionally, our segments offer specialized training aligned with both operational needs and the broader company strategy.
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Financial statements
data from SEC XBRL filings. Values are as-reported; restatements supersede originals. Values reported in .
| Line item |
|---|
| Period ending |
The following discussion and analysis of our financial condition and results of operations should be read together with the audited Consolidated Financial Statements and the Notes thereto included in Item 8. Financial Statements and Supplementary Data (“Item 8”) of this Form 10-K. In addition to historical consolidated financial information, this discussion contains forward-looking statements that reflect our plans, estimates, and beliefs and involve numerous risks and uncertainties, including those described in Item 1A. Risk Factors. Actual results may differ materially from those contained in any forward-looking statements. You should carefully read “Special Note Regarding Forward-Looking Statements” in this Form 10-K.
The following includes a comparison of our consolidated results of operations, our segment results and financial position for fiscal years 2026 and 2025. For a comparison of our consolidated results of operations, segment results and financial position for fiscal years 2025 and 2024, see Item 7 of Part II, “Management’s Discussion and Analysis of Financial Condition and Results of Operations” of our Annual Report on Form 10-K for the fiscal year ended June 28, 2025, filed with the SEC on August 13, 2025.
Our Company
We market and distribute over 300,000 food and food-related products to customers across the United States from approximately 154 distribution facilities to over 350,000 customer locations in the food-away-from-home industry. We offer our customers a broadline assortment of products including our proprietary-branded products, nationally branded products, and products bearing our customers’ brands. Our product assortment ranges from “center-of-the-plate” items (such as beef, pork, poultry, and seafood), frozen foods, and groceries to candy, snacks, and beverages. We also sell disposables, cleaning and kitchen supplies, and related products used by our customers, as well as cigarettes and alternative nicotine products. In addition to the products we offer to our customers, we provide value-added services by allowing our customers to benefit from our industry knowledge, scale, and expertise in the areas of product selection and procurement, menu development, and operational strategy.
Based on the Company’s organizational structure and how the Company’s management reviews operating results and makes decisions about resource allocation, the Company has three reportable segments: Foodservice, Convenience, and Specialty. Our Foodservice segment distributes a broadline assortment of products under national brands, customer brands, and our Performance Brands. Foodservice sells to independent and multi-unit chain restaurants and other institutions such as schools, healthcare facilities, business and industry locations, and retail establishments. Our chain customers are multi-unit restaurants with five or more locations and include some of the most recognizable family and casual dining restaurant chains. Our Convenience segment distributes candy, snacks, beverages, cigarettes, alternative nicotine products, food and foodservice-related products and other items to convenience stores across North America. Our Specialty segment distributes candy, snacks, and beverages as well as fresh and frozen perishable foods and other non-food items nationally to vending and office coffee service distributors as well as direct to consumer locations, including retailers, entertainment venues, and theaters, and provides small parcel “pick and pack” capabilities, including fulfillment of ambient, frozen, fresh and temperature sensitive items, utilizing third-party carriers to deliver order sizes too small to be served effectively by our fleet network. We believe our diverse segments provide substantial opportunities for cross-segment collaboration to better serve our customers, including business development, procurement, operational best practices such as the use of new productivity technologies, and supply chain and network optimization, as well as shared corporate functions such as accounting, treasury, tax, legal, information systems, and human resources.
The Company’s fiscal year ends on the Saturday nearest to June 30th. This resulted in a 52-week year for fiscal 2026, 2025, and 2024. References to “fiscal 2026” are to the 52-week period ended June 27, 2026, references to “fiscal 2025” are to the 52-week period ended June 28, 2025, and references to “fiscal 2024” are to the 52-week period ended June 29, 2024.
Key Factors Affecting Our Business
Our business, our industry and the economy are subject to a number of macroeconomic conditions triggered by developments beyond our control, which can result in reduced demand for our products. The Company and our industry may face challenges related to geopolitical dynamics and other events, which can drive economic volatility, market uncertainty, inflationary pressure, supply chain disruptions, or lower disposable incomes, negatively affecting consumer confidence and discretionary spending. We continue to actively monitor the impacts of the evolving macroeconomic and geopolitical landscape, including dynamic tariff and global trade policies, recovery of any potential tariff refunds, and recent geopolitical events (including the ongoing conflicts in Ukraine and the Middle East), on all aspects of our business. Although we saw little impact from tariffs on our results during fiscal 2026, rapidly evolving tariff and global trade policies and geopolitical dynamics continued to cause uncertainty throughout fiscal 2026. Additionally, recent hostilities and geopolitical tensions, such as the conflict in the Middle East, contributed to significantly higher fuel prices in fiscal 2026. To the extent increasing fuel expenses are not able to be offset by (i) diesel fuel surcharges (which are generally recognized on a one-month lag following changes in fuel prices) and/or (ii) gains on derivative instruments, prolonged high fuel prices could adversely affect our business, financial condition, or results of operations. Further, sustained macroeconomic challenges, whether due to tariffs, rising fuel prices, or otherwise, have in the past and could in the future negatively affect consumer discretionary spending decisions within our customers’ establishments, which could negatively impact our sales and profitability. For further information on the risks posed to our business, please see Item 1A. Risk Factors of this Form 10-K.
23
We believe that our performance is principally affected by the following key factors:
How We Assess the Performance of Our Business
In assessing the performance of our business, we consider a variety of performance and financial measures. The key measures used by our management are discussed below. The percentages on the results presented below are calculated based on rounded numbers.
Case Growth
Case volume represents the volume of products sold to customers during a given period of time. Case growth is calculated by dividing the increase (decrease) in the case volumes sold year-over-year by the number of cases sold in the prior year. We define a case as the lowest level of packaged products as received from our suppliers, with one case containing several individually packaged units of the same product. Where individual packaged units are sold separately, case volume is calculated using the case equivalent quantity sold. Case growth provides useful information to management and investors in evaluating sales performance and as an indicator of gross margin performance. In our assessment of sales performance, management utilizes total case growth, as well as organic case growth, which excludes acquisition-related growth until the acquired business has been reflected in our results of operations for at least 12 months. Management also reviews case volume growth by customer type, with distinction between Foodservice independent and chain customers, as this provides a measure of gross profit performance due to the pricing strategies and product mix differences associated with each customer type.
Net Sales
Net sales is equal to gross sales, plus excise taxes, minus sales returns; minus sales incentives that we offer to our customers, such as rebates and discounts that are offsets to gross sales; and certain other adjustments. Our net sales are driven by changes in case volumes, product inflation or deflation that is reflected in the pricing of our products, mix of products sold, and acquisitions.
Gross Profit
Gross profit is equal to our net sales minus our cost of goods sold. Cost of goods sold primarily includes inventory costs (net of vendor rebates and promotional incentives), inbound freight, and remittances of excise tax. Cost of goods sold generally changes as we incur higher or lower costs from our suppliers and as our customer and product mix changes.
Adjusted EBITDA
Management measures operating performance based on our Adjusted EBITDA, defined as net income before interest expense, interest income, income taxes, and depreciation and amortization, further adjusted to exclude certain items that we do not consider part of our core operating results. Such adjustments include certain unusual, non-cash, non-recurring, cost reduction, or other adjustment items permitted in calculating covenant compliance under our ABL Facility and indentures (other than certain pro forma adjustments permitted under our ABL Facility and indentures governing the Notes due 2029, Notes due 2032, and Notes due 2034 relating to the Adjusted EBITDA contribution of acquired entities or businesses prior to the acquisition date). Under our ABL Facility and
24
indentures, our ability to engage in certain activities such as incurring certain additional indebtedness, making certain investments, and making restricted payments is tied to ratios based on Adjusted EBITDA (as defined in the ABL Facility and indentures). Our definition of Adjusted EBITDA may not be the same as similarly titled measures used by other companies.
Adjusted EBITDA is not a measure of operating income, operating performance, or liquidity presented in accordance with, or required by, GAAP and is subject to important limitations. We use this measure to evaluate the performance of our business on a consistent basis over time and for business planning purposes. In addition, targets based on Adjusted EBITDA are among the measures we use to evaluate our management’s performance for purposes of determining their compensation under our incentive plans. We believe that the presentation of Adjusted EBITDA is useful to investors because it is frequently used by securities analysts, investors, and other interested parties, including our lenders under the ABL Facility and holders of our Notes due 2029, Notes due 2032, and Notes due 2034 in their evaluation of the operating performance of companies in industries similar to ours.
Adjusted EBITDA has important limitations as an analytical tool, and you should not consider it in isolation or as a substitute for analysis of our results as reported under GAAP. For example, Adjusted EBITDA:
In calculating Adjusted EBITDA, we add back certain non-cash, non-recurring, and other items as permitted or required by our ABL Facility and indentures. Adjusted EBITDA among other things:
We have included below reconciliations of Adjusted EBITDA to the most directly comparable measure calculated in accordance with GAAP for the periods presented.
25
Results of Operations and Adjusted EBITDA
The following table sets forth a summary of our results of operations and Adjusted EBITDA for the periods indicated:
|
Fiscal Year Ended |
|
Fiscal 2026 |
|
Fiscal 2025 |
|
|||||||||||||||||||
(In millions, except per share data) |
June 27, 2026 |
|
|
June 28, 2025 |
|
|
June 29, 2024 |
|
Change |
|
|
% |
|
Change |
|
|
% |
|
|||||||
Net sales |
$ |
67,839.5 |
|
|
$ |
63,298.9 |
|
|
$ |
58,281.2 |
|
$ |
4,540.6 |
|
|
|
7.2 |
|
|
5,017.7 |
|
|
|
8.6 |
|
Cost of goods sold |
|
59,748.9 |
|
|
|
55,882.3 |
|
|
|
51,704.1 |
|
|
3,866.6 |
|
|
|
6.9 |
|
|
4,178.2 |
|
|
|
8.1 |
|
Gross profit |
|
8,090.6 |
|
|
|
7,416.6 |
|
|
|
6,577.1 |
|
|
674.0 |
|
|
|
9.1 |
|
|
839.5 |
|
|
|
12.8 |
|
Operating expenses |
|
7,203.1 |
|
|
|
6,600.3 |
|
|
|
5,750.7 |
|
|
602.8 |
|
|
|
9.1 |
|
|
849.6 |
|
|
|
14.8 |
|
Operating profit |
|
887.5 |
|
|
|
816.3 |
|
|
|
826.4 |
|
|
71.2 |
|
|
|
8.7 |
|
|
(10.1 |
) |
|
|
(1.2 |
) |
Other expense, net |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
Interest expense |
|
413.7 |
|
|
|
358.4 |
|
|
|
232.2 |
|
|
55.3 |
|
|
|
15.4 |
|
|
126.2 |
|
|
|
54.3 |
|
Other, net |
|
(12.0 |
) |
|
|
(0.9 |
) |
|
|
(2.6 |
) |
|
(11.1 |
) |
|
|
(1,233.3 |
) |
|
1.7 |
|
|
|
65.4 |
|
Other expense, net |
|
401.7 |
|
|
|
357.5 |
|
|
|
229.6 |
|
|
44.2 |
|
|
|
12.4 |
|
|
127.9 |
|
|
|
55.7 |
|
Income before income taxes |
|
485.8 |
|
|
|
458.8 |
|
|
|
596.8 |
|
|
27.0 |
|
|
|
5.9 |
|
|
(138.0 |
) |
|
|
(23.1 |
) |
Income tax expense |
|
126.5 |
|
|
|
118.6 |
|
|
|
160.9 |
|
|
7.9 |
|
|
|
6.7 |
|
|
(42.3 |
) |
|
|
(26.3 |
) |
Net income (GAAP) |
$ |
359.3 |
|
|
$ |
340.2 |
|
|
$ |
435.9 |
|
$ |
19.1 |
|
|
|
5.6 |
|
|
(95.7 |
) |
|
|
(22.0 |
) |
Adjusted EBITDA |
$ |
1,929.4 |
|
|
$ |
1,766.9 |
|
|
$ |
1,506.1 |
|
$ |
162.5 |
|
|
|
9.2 |
|
|
260.8 |
|
|
|
17.3 |
|
Weighted-average common shares outstanding: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||
Basic |
|
155.9 |
|
|
|
154.8 |
|
|
|
154.4 |
|
|
1.1 |
|
|
|
0.7 |
|
|
0.4 |
|
|
|
0.3 |
|
Diluted |
|
157.0 |
|
|
|
156.4 |
|
| |||||||||||||||||
Recent insider activity
| Date | Insider | Role | Action | Shares | Price | Value |
|---|---|---|---|---|---|---|
| 2026-09-01 | Hatcher Hugh Patrick | See Remarks | Sell | -3,000 ×2 | $99.18 | -$297,539 |
| 2026-08-25 | KING A BRENT | See Remarks | Sell | -1,320 | $105.29 | -$138,983 |
| 2026-08-25 | DAVIS ERIKA T | See Remarks | Sell | -1,320 | $105.29 | -$138,983 |
| 2026-08-25 | Bulmer Donald S. | See Remarks | Sell | -1,353 | $105.29 | -$142,457 |
| 2026-08-24 | Bulmer Donald S. | See Remarks | Sell | -10,535 ×2 | $105.90 | -$1,115,679 |
| 2026-08-21 | Grosh Chasity D | See Remarks | Sell | -643 | $104.42 | -$67,142 |
| 2026-08-21 | DAVIS ERIKA T | See Remarks | Sell | -1,178 | $104.42 | -$123,007 |
| 2026-08-20 | DAVIS ERIKA T | See Remarks | Sell | -8,008 ×2 | $104.21 | -$834,547 |
| 2026-08-21 | KING A BRENT | See Remarks | Sell | -1,178 | $104.43 | -$123,019 |
| 2026-08-20 | KING A BRENT | See Remarks | Sell | -8,023 ×2 | $104.21 | -$836,103 |
| 2026-08-18 | Grosh Chasity D | See Remarks | Sell | -838 | $104.64 | -$87,688 |
| 2026-08-18 | DAVIS ERIKA T | See Remarks | Sell | -1,529 | $104.64 | -$159,995 |
| 2026-08-18 | KING A BRENT | See Remarks | Sell | -1,529 | $104.64 | -$159,995 |
| 2026-07-30 | HOLM GEORGE L | See Remarks | Sell | -29,131 ×2 | $114.54 | -$3,336,682 |
| 2026-07-16 | HOLM GEORGE L | See Remarks | Sell | -33,000 ×3 | $112.80 | -$3,722,252 |
| 2026-07-01 | HOLM GEORGE L | See Remarks | Sell | -33,000 ×3 | $112.30 | -$3,706,031 |
| 2026-06-26 | DAVIS ERIKA T | See Remarks | Sell | -2,595 | $110.00 | -$285,450 |
| 2026-06-18 | HOLM GEORGE L | See Remarks | Sell | -33,000 ×3 | $104.18 | -$3,437,994 |
Source: SEC Form 4 filings.
Next expected filings
- ~2026-11-04 10-Q expected by 2026-11-05 (in 52 days)
- ~2027-02-03 10-Q expected by 2027-02-04 (in 143 days)
- ~2027-05-05 10-Q expected by 2027-05-06 (in 234 days)
- ~2027-08-11 10-K expected by 2027-08-23 (in 332 days)
Predicted from historical filing cadence; not an SEC commitment.
Recent SEC filings
- 2026-08-24 8-K Officer/Director Change; Financial Statements and Exhibits
- 2026-08-20 8-K Officer/Director Change; Other Events; Financial Statements and Exhibits
- 2026-08-12 8-K Earnings Release; Financial Statements and Exhibits
- 2026-08-12 10-K Annual Report
- 2026-05-06 8-K Earnings Release; Financial Statements and Exhibits
- 2026-05-06 10-Q Quarterly Report
- 2026-02-19 8-K Material Agreement Entered; Material Financial Obligation; Financial Statements and Exhibits
- 2026-02-09 8-K Other Events; Financial Statements and Exhibits
- 2026-02-09 8-K Other Events; Financial Statements and Exhibits
- 2026-02-04 10-Q Quarterly Report
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