PROCEPT BioRobotics Corporation (PRCT)
Juste valeurFondamental
42
Prix
$18.22
Capitalisation boursière
$1.04B
Partie 1 · Ce que vaut l'entreprise
Vue d'ensemble
PROCEPT BioRobotics is a US surgical-robotics company built around one therapy: Aquablation, a heat-free waterjet treatment for benign prostatic hyperplasia (BPH), the enlarged prostate that affects most men as they age. It sells the AquaBeam Robotic System and its successor, the HYDROS Robotic System, which combine ultrasound imaging with a robotically controlled waterjet that removes prostate tissue without heat. The systems are placed in hospitals and surgical centres; a urologist maps the prostate on screen and the robot executes the resection. The company describes Aquablation as the first and only image-guided robotic therapy for BPH. It is not yet profitable: revenue was $308.1 million in fiscal 2025 against a net loss of $95.6 million.
Comment l'entreprise gagne de l'argent
Classic razor-and-blade. PROCEPT sells or rents the robotic console to a hospital — a one-off capital sale — and then earns recurring revenue on every procedure, because each Aquablation treatment consumes a single-use disposable handpiece. A third, smaller stream comes from service contracts on the installed base. The economics shift with the mix: in fiscal 2025 handpieces and consumables were already the largest line, so the installed base, not the year's console sales, is what drives the revenue line. Hospitals are the paying customers, and they in turn bill Medicare and commercial insurers for the procedure — so adequate reimbursement, not the surgeon alone, decides whether a system gets used.
Chiffre d'affaires par segment
The single-use disposable handpiece consumed in every Aquablation procedure, plus related consumables, sold to the hospitals and surgical centres that already own a system. This is the recurring, per-procedure part of the business.
The AquaBeam and HYDROS robotic consoles themselves, sold outright or placed under rental arrangements with hospitals and surgical centres. Each placement is what opens the door to the recurring handpiece revenue that follows.
Maintenance, support and training contracts on the installed base of robotic systems, sold to the hospitals that operate them.
Avantage concurrentiel
Coûts de changement · ÉtroitOnce a hospital installs an AquaBeam or HYDROS console, trains its urologists and builds a BPH pathway around it, the handpieces it buys are PROCEPT's and nobody else's — the console is a closed system, and a switch means writing off the capital equipment and retraining the surgeons. That is a real but narrow advantage: it holds the existing base, it does not win the next hospital. PROCEPT still has to displace entrenched alternatives — TURP, laser resection and Boston Scientific's Rezum, and Teleflex's UroLift — against competitors the company itself describes as larger and better resourced, and the whole franchise rests on one therapy in one indication.
Ce qui stimule la demande
Modérément cycliqueThe two halves of the business behave differently. Handpiece demand follows BPH procedure volume, which is driven by an ageing male population and by a condition that does not go away when the economy turns — that part is close to defensive. System placements are capital purchases: they compete for a hospital's equipment budget, and the company discloses that customers face cost-containment pressure, which is exactly where a weaker budget cycle shows up. The filing does not discuss seasonality or economic cycles directly, so this reading comes from the structure of the revenue, not from a company statement.
Principaux risques
- A history of losses, with no assurance of profitability — The company discloses significant net losses since inception and continuing operating losses, and states it may never achieve or sustain profitability; the 2025 net loss was $95.6 million.
- Everything depends on one product family — Its business is tied to commercial success of the robotic systems and their handpieces for Aquablation therapy; a setback in that single franchise has nowhere else to land.
- Surgeons and hospitals may not adopt the therapy — Growth requires market acceptance by hospitals, urologists and patients of a treatment that competes with long-established procedures; the company also flags limited experience in sales, marketing and building brand awareness.
- Reimbursement can change against them — Hospitals buy only if third-party payors cover the procedure adequately; the filing flags coverage volatility and possible changes to reimbursement rates for BPH treatments.
- Single-source suppliers — The company states it relies on third-party suppliers, almost all of them single source, for components, sub-assemblies and materials, which exposes it to shortages and price increases as it scales manufacturing.
- Competition from far larger companies — It competes with resective surgical treatments including TURP and laser therapies from Boston Scientific, and with Rezum and Teleflex's UroLift, against rivals with greater financial and commercial resources.
- Regulation and intellectual property — Ongoing regulatory compliance and post-market scrutiny of the devices, plus the cost and uncertainty of protecting patents and defending against intellectual-property litigation, are disclosed risks. Product liability exposure is flagged as well.
Concentration des clients
The annual report does not disclose any customer concentration figure, and no single customer is identified as accounting for 10% or more of revenue. Structurally, revenue is spread across the hospitals and surgical centres that have installed a system, but no number is available to confirm how concentrated that base is.
Les arguments en faveur
Buyers argue that the razor-and-blade engine is now visibly working: revenue grew 37% to $308.1 million in 2025, and handpieces and consumables — the recurring line — were 58.9% of it, meaning each console placed keeps paying for years. They point to a large, demographically underpinned BPH population, to a therapy the company positions as the only image-guided robotic option, and to management's guidance of $390–410 million for 2026 as evidence the adoption curve is still steepening. On the cost side they note gross margin of 64% in 2025 and guidance of roughly 65% for 2026, and argue that with the installed base compounding, the fixed commercial spend eventually stops growing as fast as revenue.
Les arguments contre
Sellers fear a company that has never earned a profit and lost $95.6 million in 2025 while spending heavily to build a sales force, so the growth is being bought rather than thrown off. They fear the concentration of the whole thesis in one therapy for one indication, facing TURP, laser resection, Rezum and UroLift from competitors the company itself calls better resourced — and note that if payors trim reimbursement for BPH procedures, the hospital's incentive to buy handpieces changes overnight. They also point to the supply chain: almost all suppliers are single source, a fragile arrangement for a business scaling manufacturing, and to the disclosed risk of further share issuance diluting existing holders.
Generated on 19 septembre 2026 with claude-haiku-4-5 — shared with all users
Direct competitors
Who this company fights with for the same customers
No editorial profile for this company yet
No competitor list for this company yet.
Bilan & Liquidités
Chiffre d'affaires
$337M
12 derniers mois (au 30/06/2026)
Résultat net
$-110M
12 derniers mois (au 30/06/2026)
Flux de trésorerie libre
$-58M
Capitaux propres totaux
$366M
Passif total
$142M
Ratio de liquidité général
6.55
Couverture des intérêts
32.88
Dette/EBITDA
-
Bénéfice par action
Chiffre d'affaires & Résultat net
Flux de trésorerie libre
Décomposition du résultat
État historique
Marges dans le temps
La dette dans le temps
Le poids de la dette
Grille de la croissance
Croissance — Chiffre d'affaires
Estimation de la juste valeur
Juste valeur
$21.64
Prix actuel
$18.22
Marge de sécurité
+15.8%
Fourchette de juste valeur
$20.55 - $22.72
Écart entre les méthodes de valorisation utilisées, pas un intervalle de confiance calibré statistiquement.
Méthodes d'estimation
Indicateurs de valorisation
Ratio P/E
-
ROE
-26.1%
Ratio P/B
3.07
P/FCF
-
Marge brute
64.2%
ROIC
-21.7%
Radar de rentabilité
Création de valeur (avantage concurrentiel)
ROIC
-21.7%
WACC
9.1%
ROIC − WACC
-30.9 pp
Le ROIC est inférieur au coût du capital — l'entreprise détruit de la valeur pour chaque dollar investi.
Critères d'analyse fondamentale
Réussi (7)
- EPS shows upward trend
- Gross Margin 64.2%
- Debt/Equity ratio
- Current Ratio
- Interest Coverage
- Low reliance on intangibles
- Revenue Growth 5Y 109.0%
Échoué (13)
- Price CAGR -6.27%
- ROIC -21.7%
- P/B Ratio 3.07
- Operating Margin -33.9%
- Positive Free Cash Flow
- Return on Tangible Assets
- DCF valuation (Unknown)
- ROE -30.6%
- Analyst Consensus 48% Buy
- Earnings Surprise avg -12.6%
- Share Dilution 6.4%
- Net Margin Trend -32.5% vs -30.6%
- Piotroski F-Score 3/9
Indisponible (7)
- P/FCF NaN
- Dividend Payout NaN%
- CapEx intensity
- Debt/EBITDA
- Price below Graham Number
- PEG Ratio (need PE > 0 and growth > 0)
- Earnings Quality (OCF/Net Income)
Score F de Piotroski
Préoccupations financières sérieuses
Qualité des bénéfices
Qualité faible : examiner la comptabilité
Dilution du capital
Émission de nouvelles actions, diluant la participation
Participations institutionnelles
Gouvernance
Équipe dirigeante
| Nom | Titre | Âge |
|---|---|---|
| Mr. Larry L. Wood | President, CEO & Director | 59 |
| Mr. Kevin Waters | Executive VP & CFO | 48 |
| Ms. Alaleh Nouri | EVP, Chief Legal Officer & Corporate Secretary | 46 |
| Mr. Christofer Christoforou | Executive Vice President of Operations | 55 |
| Mr. Barry Templin | Executive VP & CTO | - |
| Mr. Matthew James Bacso C.F.A. | Vice President of Investor Relations | - |
| Ms. Pooja Sharma Rao | Executive VP and Chief Strategy & Marketing Officer | - |
| Ms. Stacey L. Porter | Executive VP & Chief People Officer | 50 |
| Mr. Bijesh Chandran | Executive Vice President of Regulatory Affairs & Quality Assurance | - |
| Mr. Stephen J. McGill | Senior VP & GM of International | 63 |
Risque d'audit
6
Risque du conseil
5
Risque de rémunération
10
Risque droits des actionnaires
8
Partie 2 · Le prix et le moment d'entrer
Cette partie ne dit pas si l'entreprise vaut la peine : elle aide à choisir quand l'acheter, une fois que les fondamentaux vous ont convaincu. À l'intérieur : analyse technique, potentiel, baisses historiques, exposition gamma.
Documents
- Voir le document
Rapport annuel (10-K)
Un aperçu annuel de l'activité, des résultats financiers et des risques de l'entreprise.
Déposé le 2026-02-26
- Voir le document
Rapport trimestriel (10-Q)
Une mise à jour de la performance financière des trois derniers mois.
Déposé le 2026-08-05
- Voir le document
Rapport d'événement important (8-K)
Un avis concernant un événement important, comme un changement de direction ou une annonce majeure.
Déposé le 2026-09-24
via SEC EDGAR
Historique des résultats
via SEC EDGAR
Latest News
Recent headlines for PRCT, sourced from Markets Gazette.