Mark Begor - NCR Corp Lead Independent Director
| NCRDelisted Stock | USD 26.94 0.24 0.90% |
Director
Mark Begor is Lead Independent Director of NCR Corp since 2021.
| Age | 62 |
| Tenure | 3 years |
| Phone | 937 445-1936 |
| Web | www.ncr.com |
NCR Corp Management Efficiency
The company has Return on Asset of 0.04 % which means that on every $100 spent on assets, it made $0.04 of profit. This is way below average. In the same way, it shows a return on shareholders' equity (ROE) of 0.0512 %, implying that it generated $0.0512 on every 100 dollars invested. NCR Corp's management efficiency ratios could be used to measure how well NCR Corp manages its routine affairs as well as how well it operates its assets and liabilities.NCR Corp has 6.02 B in debt with debt to equity (D/E) ratio of 3.53, meaning that the company heavily relies on borrowing funds for operations. NCR Corp has a current ratio of 1.13, demonstrating that it may not be capable to disburse its financial commitments when the payables are due. Note however, debt could still be an excellent tool for NCR to invest in growth at high rates of return.
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Management Performance
| Return On Equity | 0.0512 | |||
| Return On Asset | 0.04 |
NCR Corp Leadership Team
Elected by the shareholders, the NCR Corp's board of directors comprises two types of representatives: NCR Corp inside directors who are chosen from within the company, and outside directors, selected externally and held independent of NCR. The board's role is to monitor NCR Corp's management team and ensure that shareholders' interests are well served. NCR Corp's inside directors are responsible for reviewing and approving budgets prepared by upper management to implement core corporate initiatives and projects. On the other hand, NCR Corp's outside directors are responsible for providing unbiased perspectives on the board's policies.
| Dirk Izzo, Senior Vice President - NCR Hospitality | ||
| Deborah Farrington, Independent Director | ||
| Timothy Oliver, Chief Financial Officer, Executive Vice President | ||
| Paul Langenbahn, Executive Vice President, NCR Corporation and President, NCR Commerce | ||
| James Bedore, Executive Vice President General Counsel, Secretary | ||
| Matthew Thompson, Independent Director | ||
| Gregory Blank, Independent Director | ||
| Frank Martire, Executive Chairman of the Board | ||
| Andre Fernandez, Chief Financial Officer, Executive Vice President | ||
| Martin Mucci, Independent Director | ||
| Georgette Kiser, Independent Director | ||
| Donald Layden, Executive Vice President and Presidentident - Payments & Network, Head of Strategy and M&A | ||
| Mithu Bhargava, Senior Vice President, General Manager - Global Professional Services | ||
| Chinh Chu, Lead Independent Director | ||
| Daniel Campbell, Executive Vice President - NCR Global Sales | ||
| Mark Begor, Lead Independent Director | ||
| Owen Sullivan, President, Chief Operating Officer | ||
| Patrice Graves, Chief Human Resource Officer, Executive Vice President | ||
| Michael CPA, CEO Director | ||
| JD Layden, Pres VP | ||
| Michael Hayford, President, Chief Executive Officer, Director | ||
| Tim Vanderham, Senior Vice President, Chief Technology Officer | ||
| Catherine Burke, Independent Director | ||
| Michael Nelson, Vice President - Investor Relations | ||
| Frank DAngelo, Executive Vice President and President NCR Banking | ||
| Kirk Larsen, Independent Director | ||
| Adrian Button, Senior Vice President - Global Hardware Product Operations | ||
| Marija ZivanovicSmith, Senior Vice President of Corporate Marketing, Communications & External Affairs | ||
| Jennifer Personette, Chief Officer | ||
| Debra Bronder, Chief Human Resource Officer, Senior Vice President | ||
| William VanCuren, Senior Vice President, Chief Information Officer | ||
| J Ciminera, Executive Vice President - Global Customer Services | ||
| Beth Potter, Chief Accounting Officer, Principal Accounting Officer, Corporate Controller |
NCR Stock Performance Indicators
The ability to make a profit is the ultimate goal of any investor. But to identify the right stock is not an easy task. Is NCR Corp a good investment? Although profit is still the single most important financial element of any organization, multiple performance indicators can help investors identify the equity that they will appreciate over time.
| Return On Equity | 0.0512 | |||
| Return On Asset | 0.04 | |||
| Profit Margin | 0.01 % | |||
| Operating Margin | 0.09 % | |||
| Current Valuation | 9.29 B | |||
| Shares Outstanding | 140.9 M | |||
| Shares Owned By Insiders | 4.93 % | |||
| Shares Owned By Institutions | 88.72 % | |||
| Number Of Shares Shorted | 7.27 M | |||
| Price To Earning | 26.84 X |
Pair Trading with NCR Corp
One of the main advantages of trading using pair correlations is that every trade hedges away some risk. Because there are two separate transactions required, even if NCR Corp position performs unexpectedly, the other equity can make up some of the losses. Pair trading also minimizes risk from directional movements in the market. For example, if an entire industry or sector drops because of unexpected headlines, the short position in NCR Corp will appreciate offsetting losses from the drop in the long position's value.Moving together with NCR Stock
Moving against NCR Stock
| 0.81 | PPERF | Bank Mandiri Persero | PairCorr |
| 0.74 | BKRKY | Bank Rakyat | PairCorr |
| 0.74 | BKRKF | PT Bank Rakyat | PairCorr |
| 0.71 | PPERY | Bank Mandiri Persero | PairCorr |
| 0.7 | EC | Ecopetrol SA ADR | PairCorr |
The ability to find closely correlated positions to NCR Corp could be a great tool in your tax-loss harvesting strategies, allowing investors a quick way to find a similar-enough asset to replace NCR Corp when you sell it. If you don't do this, your portfolio allocation will be skewed against your target asset allocation. So, investors can't just sell and buy back NCR Corp - that would be a violation of the tax code under the "wash sale" rule, and this is why you need to find a similar enough asset and use the proceeds from selling NCR Corp to buy it.
The correlation of NCR Corp is a statistical measure of how it moves in relation to other instruments. This measure is expressed in what is known as the correlation coefficient, which ranges between -1 and +1. A perfect positive correlation (i.e., a correlation coefficient of +1) implies that as NCR Corp moves, either up or down, the other security will move in the same direction. Alternatively, perfect negative correlation means that if NCR Corp moves in either direction, the perfectly negatively correlated security will move in the opposite direction. If the correlation is 0, the equities are not correlated; they are entirely random. A correlation greater than 0.8 is generally described as strong, whereas a correlation less than 0.5 is generally considered weak.
Correlation analysis and pair trading evaluation for NCR Corp can also be used as hedging techniques within a particular sector or industry or even over random equities to generate a better risk-adjusted return on your portfolios.Check out Correlation Analysis to better understand how to build diversified portfolios. Also, note that the market value of any company could be closely tied with the direction of predictive economic indicators such as signals in main economic indicators. You can also try the Premium Stories module to follow Macroaxis premium stories from verified contributors across different equity types, categories and coverage scope.
Other Consideration for investing in NCR Stock
If you are still planning to invest in NCR Corp check if it may still be traded through OTC markets such as Pink Sheets or OTC Bulletin Board. You may also purchase it directly from the company, but this is not always possible and may require contacting the company directly. Please note that delisted stocks are often considered to be more risky investments, as they are no longer subject to the same regulatory and reporting requirements as listed stocks. Therefore, it is essential to carefully research the NCR Corp's history and understand the potential risks before investing.
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