Petco Health & Wellness Company, Inc. key statistics and ratios
In fiscal 2026, Petco Health & Wellness Company, Inc. had return on equity of 0.8%, an operating margin of 2.0%, debt equal to 127.9% of equity and a current ratio of 0.90. Each ratio below is calculated from the figures on its income statement, balance sheet and cash flow pages.
Financial ratios
| Fiscal year | 2020Feb 2020 | 2021Jan 2021 | 2022Jan 2022 | 2023Jan 2023 | 2024Feb 2024 | 2025Feb 2025 | 2026Jan 2026 | LTMAug 2026 |
|---|---|---|---|---|---|---|---|---|
| Gross margin | 43.0% | 42.8% | 41.8% | 40.2% | 37.6% | 38.0% | 38.7% | 38.8% |
| Operating margin | 2.5% | 4.0% | 4.6% | 3.7% | −18.9% | 0.1% | 2.0% | 2.2% |
| Net margin | −2.2% | −0.5% | 2.8% | 1.5% | −20.5% | −1.7% | 0.2% | 0.5% |
| Free-cash-flow margin | −1.1% | 2.2% | 2.1% | 1.1% | −0.2% | 0.8% | 3.1% | 4.0% |
| Return on equity | −17.1% | −2.0% | 7.6% | 3.9% | −71.8% | −8.9% | 0.8% | 2.6% |
| Return on assets | — | −0.4% | 2.6% | 1.4% | −21.4% | −1.9% | 0.2% | 0.6% |
| Asset turnover | — | 0.81 | 0.92 | 0.92 | 1.04 | 1.16 | 1.15 | 1.15 |
| Current ratio | — | 0.89 | 1.02 | 0.99 | 0.85 | 0.85 | 0.90 | 0.90 |
| Debt to equity | — | 79.6% | 72.1% | 68.4% | 133.1% | 141.7% | 127.9% | 73.3% |
| Interest cover (operating income ÷ interest) | 0.4x | 0.9x | 3.4x | 2.2x | n/m | 0.0x | 0.9x | 1.0x |
| Effective tax rate | — | — | 26.4% | 31.5% | — | — | 40.9% | −43.0% |
| SG&A as % of revenue | 40.1% | 38.9% | 37.2% | 36.5% | 37.0% | 37.9% | 36.6% | 36.6% |
| Capital spending as % of revenue | 3.5% | 3.2% | 4.1% | 4.6% | 3.6% | 2.1% | 2.1% | 2.3% |
| Free cash flow ÷ net income | — | — | 72.4% | 74.9% | — | — | >999% | 785.7% |
| Dividends and buybacks ÷ free cash flow | — | 0.1% | — | — | — | — | — | — |
| Quarter | 2025 Q3Nov 2024 | 2025 Q4Feb 2025 | 2026 Q1May 2025 | 2026 Q2Aug 2025 | 2026 Q3Nov 2025 | 2026 Q4Jan 2026 | 2027 Q1May 2026 | 2027 Q2Aug 2026 |
|---|---|---|---|---|---|---|---|---|
| Gross margin | 38.1% | 38.0% | 38.2% | 39.3% | 38.9% | 38.3% | 38.4% | 39.7% |
| Operating margin | 0.3% | 1.1% | 1.1% | 2.9% | 2.0% | 2.1% | 1.6% | 3.2% |
| Net margin | −1.1% | −0.9% | −0.8% | 0.9% | 0.6% | −0.2% | −1.0% | 2.6% |
| Free-cash-flow margin | −0.7% | 3.8% | −2.9% | 3.6% | 4.1% | 7.7% | −4.6% | 8.7% |
| Current ratio | 0.84 | 0.85 | 0.85 | 0.89 | 0.91 | 0.90 | 0.85 | 0.90 |
| Debt to equity | 140.4% | 141.7% | 142.6% | 138.8% | 136.7% | 127.9% | 51.1% | 48.9% |
| SG&A as % of revenue | 37.8% | 36.8% | 37.1% | 36.4% | 36.9% | 36.2% | 36.7% | 36.5% |
Financial health
- Short-term assets cover short-term liabilities $1.1bn of assets due within a year against $1.2bn of liabilities due within a year.
- Short-term assets cover long-term liabilities $1.1bn short-term assets against $2.8bn of longer-dated liabilities.
- More cash than debt $293m of cash against $591m of debt.
- Debt below 40% of shareholders' equity Debt is 49% of equity.
- Debt burden no higher than five years ago Debt to equity moved from 72% to 49% over five years.
- A year's operating cash flow covers at least 20% of debt $374m of operating cash flow against $591m of debt.
- Operating profit covers interest at least five times over Operating income of $133m against $130m of interest.
Moat
Weak moat
How hard Petco Health & Wellness's competitive advantage looks for rivals to wear away, judged from 6 years of its own filings: returns on capital, pricing power, profit durability, cash conversion and discipline.
- Returns on capital 1 / 20
Cash operating profit has been a median 2.3% of total assets over 5 years.
- Pricing power 14 / 20
Gross margin has been a median 39.1%, moving by 1.7 percentage points (standard deviation) across 6 years.
- Durability 0 / 20
Operating margin has been a median 2.6%; its worst year was -20.0%.
- Cash conversion 7 / 20
Free cash flow was positive in 4 of 6 years, at a median 1.5% of revenue.
AI disruption exposure: Medium. In this industry, AI could change how the product is made or sold, without replacing the core asset. The score above includes a 5-point deduction for that exposure (27 before it).
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