Barnwell Industries, Inc., established in 1956 and based in Honolulu, Hawaii, is a diversified company operating across three distinct business areas: oil ...
Barnwell Industries, Inc. is a long-established U.S.-headquartered public company (Honolulu, Hawaii) with business activities spanning three connected segments: (1) oil and natural gas, (2) land investment, and (3) contract drilling. The company is best known for acquiring, developing, extracting, and selling crude oil and natural gas—primarily in Canada’s province of ...Barnwell Industries, Inc. is a long-established U.S.-headquartered public company (Honolulu, Hawaii) with business activities spanning three connected segments: (1) oil and natural gas, (2) land investment, and (3) contract drilling. The company is best known for acquiring, developing, extracting, and selling crude oil and natural gas—primarily in Canada’s province of Alberta—while also investing in certain land holdings located in Hawaii.
In its energy operations, Barnwell participates in the lifecycle of hydrocarbon assets: it acquires interests, develops producing properties, and produces crude oil, natural gas, and related natural gas liquids (NGLs). These activities are typical of an exploration and production model, where results can vary with reservoir performance, commodity pricing, and operational execution.
The company’s land investment segment focuses on strategic investments in land holdings in Hawaii. This segment is complementary to Barnwell’s broader strategy of holding and managing tangible resources and real-asset exposures tied to energy and land development opportunities.
Barnwell’s contract drilling division provides practical drilling capability through a fleet that includes water well drilling rigs and pump rigs, along with support machinery. The segment specializes in drilling water and monitoring wells of varying depths, offering installation and repair services for water pumping systems, and also distributing products associated with flow and pumping technologies (including references to Trillium Flow Technologies). This business can offer different demand drivers than oil and gas production, although it remains exposed to equipment utilization and local project cycles.
From a scale perspective, Barnwell is a small-cap company with a relatively limited workforce (about 18 employees reported in the provided materials), which suggests a lean operating structure relative to production/service volumes. Financially, the provided dataset indicates modest market capitalization and includes several TTM profitability measures that are negative (e.g., negative margins/returns such as ROA and ROE), implying that recent profitability has been challenged. Valuation metrics such as enterprise value to sales are provided, and cash-flow-related ratios also point to the importance of working-capital and cash management in its results.
Key leadership includes Craig D. Hopkins, who has served as President and CEO since April 2024 (per the provided sources). Overall, Barnwell’s “diversified within resources” posture—combining upstream energy, land investment, and water-well contract drilling—aims to balance operating streams tied to both commodity markets and infrastructure/resource services.
YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength.
QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes.
RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three).
$13.7M
-36.9%
+33.3%
Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day.
$-6.9M
-24.2%
+61.7%
Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials.
+11.6%
+10.0%
+668.0%
Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on).
-39.1%
-156.3%
+63.8%
Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales.
-50.4%
-96.9%
+71.3%
Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock.
$-4.9M
-517.8%
+22.9%
FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine.
-36.1%
-762.6%
+42.2%
Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe.
3.8%
+6917.6%
-27.5%
Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking.
1.11x
-2.7%
+26.2%
Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground.
